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Learn MoreProfessional in Talent Development (PTD)
Rating: 4.1 out of 54.1(233 ratings)
1,880 students
Professional in Talent Development (PTD)
60 PDH ATD APTD/CPTD Talent Development Certificate Exam Prep (TDBOK2)
Created bySorin Dumitrascu
Last updated 11/2025
English
What you'll learn
- Understand talent development fundamentals
- Learn to design effective training programs
- Master employee engagement techniques
- Gain insights into leadership development
- Explore performance management strategies
- Acquire skills in corporate training techniques
Explore related topics
Course content
18 sections • 612 lectures • 60h 40m total length
- Professional in Training and Development (PTD)5:04
Professional in Training and Development
- What is Talent Development?7:08
What is Talent Development?
- Course Choice, Skill Development and Prior Knowledge
- Effective Learning5:36
Effective Learning
- FAQs1:03
FAQs
- The ATD7:06
The ATD
- The Talent Development Capability Model7:11
The Talent Development Capability Model
- Domain 1. Building Personal Capability6:11
Domain 1. Building Personal Capability
- Domain 2. Developing Professional Capability6:38
Domain 2. Developing Professional Capability
- Domain 3. Impacting Organizational Capability4:26
Domain 3. Impacting Organizational Capability
- The Talent Development Body of Knowledge (TDBoK)5:49
The Talent Development Body of Knowledge (TDBoK)
- How to Use the TDBoK Guide5:33
How to Use the TDBoK Guide
- Professional in Training and Development (PTD)
- Communication6:44
Communication
- Expressing Thoughts, Feelings, and Ideas5:49
Expressing Thoughts, Feelings, and Ideas
- Effective Communication for TD Professionals7:21
Effective Communication for TD Professionals
- Value of Good TD Communication5:30
Value of Good TD Communication
- The Communication Process6:30
The Communication Process
- Create a Compelling Message6:14
Create a Compelling Message
- Selecting Appropriate Communication Media7:51
Selecting Appropriate Communication Media
- Barries to Effective Communication6:52
Barries to Effective Communication
- Importance of Overcoming Communication Barriers7:59
Importance of Overcoming Communication Barriers
- The process of overcoming communication barriers7:14
The process of overcoming communication barriers
- Effective Communication Skills and Strategies7:32
Effective Communication Skills and Strategies
- Levels of Listening8:04
Levels of Listening
- Developing Listening Skills7:17
Developing Listening Skills
- Attending and Focusing Skills7:29
Attending and Focusing Skills
- Following Skills6:57
Following Skills
- Reflecting Skills7:32
Reflecting Skills
- Observing and Sending Nonverbal Messages6:55
Observing and Sending Nonverbal Messages
- Types of nonverbal messages6:33
Types of nonverbal messages
- Choosing Responses Carefully6:58
Choosing Responses Carefully
- Communication Strategies7:58
Communication Strategies
- Communicating to Inform and Influence5:59
Communicating to Inform and Influence
- Talent Development's Role in Informing and Influencing7:00
Talent Development's Role in Informing and Influencing
- Principles That Inform and Influence (1)6:57
Principles That Inform and Influence (1)
- Principles That Inform and Influence (2)6:04
Principles That Inform and Influence (2)
- Depersonalizing and Defusing Anger5:46
Depersonalizing and Defusing Anger
- Applying Persuasion and Influencing Techniques6:40
Applying Persuasion and Influencing Techniques
- Using Communication to Persuade and Influence6:23
Using Communication to Persuade and Influence
- Understanding Persuasion Principles6:47
Understanding Persuasion Principles
- Qualities to be successful at persuasion7:33
Qualities to be successful at persuasion
- Principles of persuasion7:06
Principles of persuasion
- Strategic persuasion7:50
Strategic persuasion
- Using Communication Styles to Influence7:31
Using Communication Styles to Influence
- Conceiving, Developing, and Delivering Information8:25
Conceiving, Developing, and Delivering Information
- Conceiving, Developing, and Writing Materials Is Critical7:54
Conceiving, Developing, and Writing Materials Is Critical
- Developing Written Materials8:31
Developing Written Materials
- Communicating With Others Through Writing7:31
Communicating With Others Through Writing
- Effective Use of Email7:45
Effective Use of Email
- Communication Techniques7:27
Communication Techniques
- Communicating to Be Heard and Understood7:51
Communicating to Be Heard and Understood
- Developing and Demonstrating a Professional Presence7:45
Developing and Demonstrating a Professional Presence
- Building professional presence and credibility7:44
Building professional presence and credibility
- Giving and Receiving Feedback7:41
Giving and Receiving Feedback
- Benefits from the feedback7:27
Benefits from the feedback
- Practicing Questioning Skills7:32
Practicing Questioning Skills
- Build professional presence and credibility5:41
Build professional presence and credibility
- Giving and Receiving Feedback8:39
Giving and Receiving Feedback
- Practicing Questioning Skills6:36
Practicing Questioning Skills
- Facilitating Dialogue With Individuals or Groups6:06
Facilitating Dialogue With Individuals or Groups
- Dialogue for Clarity5:42
Dialogue for Clarity
- Defining and Using Dialogue for Clarity5:35
Defining and Using Dialogue for Clarity
- Principles of Dialogue5:18
Principles of Dialogue
- Guidelines to Facilitate Dialogue With Individuals4:30
Guidelines to Facilitate Dialogue With Individuals
- Additional Strategies to Facilitate Dialogue in Groups4:46
Additional Strategies to Facilitate Dialogue in Groups
- Articulating and Conveying Value Propositions5:12
Articulating and Conveying Value Propositions
- Using Value Propositions7:32
Using Value Propositions
- Defining Value Propositions8:48
Defining Value Propositions
- When to Use Value Propositions7:59
When to Use Value Propositions
- Start With the Bottom Line7:50
Start With the Bottom Line
- Address the Point Quickly7:29
Address the Point Quickly
- Techniques to Present Data and Information7:38
Techniques to Present Data and Information
- Tailoring the Messaging to the Audience7:22
Tailoring the Messaging to the Audience
- Communication
- Emotional intelligence and decision making7:34
Emotional intelligence and decision making
- Emotional Intelligence7:59
Emotional Intelligence
- Emotional Intelligence Models and Theories9:17
Emotional Intelligence Models and Theories
- History9:47
History
- Definitions7:26
Definitions
- Research on EI7:54
Research on EI
- Benefits of El8:14
Benefits of El
- Criticism of the Models and Theory8:38
Criticism of the Models and Theory
- The Future of EI8:35
The Future of EI
- Three Models10:52
Three Models
- Skill in Assessing and Managing One's Own Emotional State8:30
Skill in Assessing and Managing One's Own Emotional State
- Goleman's Five Competencies8:37
Goleman's Five Competencies
- Brackett's RULER Model10:05
Brackett's RULER Model
- Developing Skills to Improve EI6:46
Developing Skills to Improve EI
- Identifying Personal Biases8:01
Identifying Personal Biases
- Roots of Bias, Prejudice, and Discrimination8:21
Roots of Bias, Prejudice, and Discrimination
- Methods for Uncovering Personal Biases7:26
Methods for Uncovering Personal Biases
- Verbal and Nonverbal Behavior of Individuals or Groups8:26
Verbal and Nonverbal Behavior of Individuals or Groups
- Effects of Bias8:26
Effects of Bias
- Personal Bias and Prejudice8:17
Personal Bias and Prejudice
- Personal Empathy for TD Professionals7:46
Personal Empathy for TD Professionals
- Observing and Interpreting the Verbal and Nonverbal Behavior8:36
Observing and Interpreting the Verbal and Nonverbal Behavior
- Practical Skills to Improve Effectiveness8:11
Practical Skills to Improve Effectiveness
- Observing Behavior in Groups8:27
Observing Behavior in Groups
- Observing and Interpreting Behavior in Virtual Groups8:25
Observing and Interpreting Behavior in Virtual Groups
- Connecting EI to Talent Development8:30
Connecting EI to Talent Development
- Adjusting Behavior9:47
Adjusting Behavior
- Situations When Changing One's Behavior Is Required8:22
Situations When Changing One's Behavior Is Required
- Using Goleman's Five Competencies10:14
Using Goleman's Five Competencies
- Develop and Adjust Behavior to Improve EI7:16
Develop and Adjust Behavior to Improve EI
- EI in the Workplace6:46
EI in the Workplace
- Learning Resilience6:27
Learning Resilience
- Definition and Characteristics of Resilience8:14
Definition and Characteristics of Resilience
- Value of Resilience6:41
Value of Resilience
- Techniques to Learn and Practice Resilience7:24
Techniques to Learn and Practice Resilience
- Helping Other People Improve Resilience6:36
Helping Other People Improve Resilience
- Decision Making6:21
Decision Making
- Problem-Solving Processes8:07
Problem-Solving Processes
- Decision-Making Models7:49
Decision-Making Models
- Decision-Making Approaches5:34
Decision-Making Approaches
- Using EI Knowledge for Improved Decision Making5:55
Using EI Knowledge for Improved Decision Making
- Using Logic and Reasoning8:54
Using Logic and Reasoning
- Critical Thinking Skills6:55
Critical Thinking Skills
- Steps Required for Critical Thinking6:29
Steps Required for Critical Thinking
- Making Team Decisions5:31
Making Team Decisions
- Decision-Making Models5:02
Decision-Making Models
- Other tools for decision making4:56
Other tools for decision making
- Emotional intelligence and decision making
- Collaboration and leadership6:03
Collaboration and leadership
- Collaborating With Others5:41
Collaborating With Others
- Defining Group Dynamics6:27
Defining Group Dynamics
- Group Dynamics Processes6:21
Group Dynamics Processes
- Leveraging Group Dynamics5:48
Leveraging Group Dynamics
- Fostering Teamwork and Collaboration6:03
Fostering Teamwork and Collaboration
- Establishing and Managing Collaboration6:55
Establishing and Managing Collaboration
- Identify Existing Collaborative Networks7:39
Identify Existing Collaborative Networks
- Establishing New Collaborative Networks6:53
Establishing New Collaborative Networks
- Establish a Motivating Atmosphere6:33
Establish a Motivating Atmosphere
- Encourage Shared Experiences5:39
Encourage Shared Experiences
- Recognize, Reward, and Celebrate Collaborative Behavior6:19
Recognize, Reward, and Celebrate Collaborative Behavior
- Recognize Collaborative Overload6:25
Recognize Collaborative Overload
- Managing Teams and Work Groups7:26
Managing Teams and Work Groups
- Advantages to Teamwork10:03
Advantages to Teamwork
- Characteristics of Successful Teams5:09
Characteristics of Successful Teams
- Establishing Rules of Engagement6:19
Establishing Rules of Engagement
- Team Development Models4:54
Team Development Models
- Tuckman's Model5:08
Tuckman's Model
- Cog's Ladder6:11
Cog's Ladder
- Other Team Performance Models7:08
Other Team Performance Models
- Building Team Trust3:57
Building Team Trust
- Provide Mentors, Sponsors, and Allies5:17
Provide Mentors, Sponsors, and Allies
- Build Alignment5:31
Build Alignment
- The Value of Communication5:43
The Value of Communication
- Encourage All to Contribute to Success and Achieve Buy-In5:34
Encourage All to Contribute to Success and Achieve Buy-In
- Use Critical Thinking Skills4:39
Use Critical Thinking Skills
- Demonstrate Innovation and Creative Thinking4:09
Demonstrate Innovation and Creative Thinking
- Knowledge of Conflict Management Techniques5:25
Knowledge of Conflict Management Techniques
- Kenneth Thomas and Ralph Kilmann Conflict Model4:36
Kenneth Thomas and Ralph Kilmann Conflict Model
- Conflict Resolution Strategies6:42
Conflict Resolution Strategies
- Managing Team Conflict4:22
Managing Team Conflict
- Ways to Diffuse Conflict Situations6:35
Ways to Diffuse Conflict Situations
- Managing Conflict4:50
Managing Conflict
- Principles of Conflict Resolution4:38
Principles of Conflict Resolution
- Managing and Leading Others5:26
Managing and Leading Others
- Principles of Management6:17
Principles of Management
- Management Functions5:24
Management Functions
- Solve Problems5:57
Solve Problems
- Improve Processes5:02
Improve Processes
- Clarify and Articulate Change7:01
Clarify and Articulate Change
- Coach Employee Performance4:53
Coach Employee Performance
- Develop Employees4:21
Develop Employees
- Delegating Work3:36
Delegating Work
- Delegating Work and Tasks6:25
Delegating Work and Tasks
- Providing Feedback4:43
Providing Feedback
- Using a Process for Feedback4:57
Using a Process for Feedback
- Guidelines and Techniques for Giving and Receiving Feedback6:15
Guidelines and Techniques for Giving and Receiving Feedback
- Theories of Leadership6:58
Theories of Leadership
- Reviewing Common Leadership Theories5:07
Reviewing Common Leadership Theories
- Contemporary Leadership Theories5:13
Contemporary Leadership Theories
- Collaboration and leadership
- Collaboration and leadership
- Cultural awareness and inclusion4:20
Cultural awareness and inclusion
- Cultural Awareness5:06
Cultural Awareness
- Personal Self-Awareness4:42
Personal Self-Awareness
- Building Skills in Cultural Awareness4:11
Building Skills in Cultural Awareness
- The Role of Cultural Theories, Models, and Assessments5:49
The Role of Cultural Theories, Models, and Assessments
- Cultural Dynamics5:09
Cultural Dynamics
- Globalization of Culture5:31
Globalization of Culture
- National Culture7:00
National Culture
- Organizational Culture6:38
Organizational Culture
- Subcultures5:26
Subcultures
- Environmental Factors6:55
Environmental Factors
- Socioeconomic and Macroeconomic Conditions5:33
Socioeconomic and Macroeconomic Conditions
- Hofstede's Cultural Dimensions Theory6:09
Hofstede's Cultural Dimensions Theory
- Trompenaars and Hampden-Turner's Dilemma Theory7:59
Trompenaars and Hampden-Turner's Dilemma Theory
- Other Models5:55
Other Models
- Social and Cultural Norms5:00
Social and Cultural Norms
- Influence of Social and Cultural Norms on Behaviors5:27
Influence of Social and Cultural Norms on Behaviors
- How Social and Cultural Norms Influence Behaviors and Decisions8:25
How Social and Cultural Norms Influence Behaviors and Decisions
- Foster Cultural Awareness4:40
Foster Cultural Awareness
- Importance and Relationships5:59
Importance and Relationships
- Categories of Cultural Appreciation6:14
Categories of Cultural Appreciation
- Promote Cultural Awareness5:14
Promote Cultural Awareness
- Build Acceptance of Cultural Differences4:19
Build Acceptance of Cultural Differences
- Diversity, Equity, and Inclusion4:00
Diversity, Equity, and Inclusion
- Areas of Diversity5:19
Areas of Diversity
- Adaption and Flexibility5:10
Adaption and Flexibility
- Encourage and Promote Workplace Diversity5:27
Encourage and Promote Workplace Diversity
- Promote the Value of Diversity, Equity, and Inclusion5:10
Promote the Value of Diversity, Equity, and Inclusion
- Create a Shared Sense of Responsibility and Accountability4:36
Create a Shared Sense of Responsibility and Accountability
- Consider the Benefits of DEl Training5:56
Consider the Benefits of DEl Training
- Provide Mentors, Sponsors, and Allies6:07
Provide Mentors, Sponsors, and Allies
- DEI Assessments5:03
DEI Assessments
- Valuing Diversity5:57
Valuing Diversity
- Workplace Inclusion Roles7:53
Workplace Inclusion Roles
- Talent Development's Role in Diversity and Inclusion6:15
Talent Development's Role in Diversity and Inclusion
- Rationale for Integrating DEI6:35
Rationale for Integrating DEI
- Talent Development's Involvement in DEl6:17
Talent Development's Involvement in DEl
- Including and Engaging Remote Employees5:38
Including and Engaging Remote Employees
- Developing an Equity Strategy6:26
Developing an Equity Strategy
- Implementing an Equity Strategy5:37
Implementing an Equity Strategy
- Developing an Inclusion Strategy6:01
Developing an Inclusion Strategy
- Implementing an Inclusion Strategy5:27
Implementing an Inclusion Strategy
- Facilitating Inclusion in the Workplace6:32
Facilitating Inclusion in the Workplace
- Learning Ethical Standards and Legal Issues5:20
Learning Ethical Standards and Legal Issues
- Cultural awareness and inclusion
- Project management5:21
Project management
- Project Management Principles and Processes6:00
Project Management Principles and Processes
- What Is a Project?5:01
What Is a Project?
- Relationship of Project Management to Talent Development6:04
Relationship of Project Management to Talent Development
- Using Project Management in Talent Development4:56
Using Project Management in Talent Development
- Preliminary Requirements to Ensure Project Management Success5:24
Preliminary Requirements to Ensure Project Management Success
- The Project Management Process6:29
The Project Management Process
- Initiate the project6:59
Initiate the project
- Plan the project7:47
Plan the project
- Manage the project7:44
Manage the project
- Close the project7:57
Close the project
- Hybrid Methodology Choices6:57
Hybrid Methodology Choices
- The logistics of planning meetings7:34
The logistics of planning meetings
- Project Sponsor Role7:19
Project Sponsor Role
- Project Manager Role8:04
Project Manager Role
- Project Management Priorities6:44
Project Management Priorities
- Logistics to Facilitate Meetings7:31
Logistics to Facilitate Meetings
- Understanding consequences6:49
Understanding consequences
- The Project Charter6:32
The Project Charter
- Integrate Resources, Tasks, and Timelines5:45
Integrate Resources, Tasks, and Timelines
- The Project Plan5:31
The Project Plan
- Adjusting Work Processes and Outputs7:05
Adjusting Work Processes and Outputs
- The Project Progress6:06
The Project Progress
- Project Management Progress7:11
Project Management Progress
- Monitoring and Communicating Progress During Project Management7:03
Monitoring and Communicating Progress During Project Management
- Bringing Projects to Closure5:22
Bringing Projects to Closure
- Project management
- Compliance and ethical behavior5:22
Compliance and ethical behavior
- Acting With Integrity7:42
Acting With Integrity
- Comparing Compliance to Ethical Behavior6:18
Comparing Compliance to Ethical Behavior
- Necessity of Ethics and Compliance6:18
Necessity of Ethics and Compliance
- Sustaining Ethical Behavior8:15
Sustaining Ethical Behavior
- TD Professionals' Core Behaviors Representing Integrity5:43
TD Professionals' Core Behaviors Representing Integrity
- What Integrity Looks Like in Action6:38
What Integrity Looks Like in Action
- Standards for Integrity7:04
Standards for Integrity
- Establishing, Maintaining, and Enforcing Personal Ethical Behavior8:16
Establishing, Maintaining, and Enforcing Personal Ethical Behavior
- Establishing, Maintaining, and Enforcing Organizational Standards6:44
Establishing, Maintaining, and Enforcing Organizational Standards
- Establishing Codes of Ethics6:49
Establishing Codes of Ethics
- Data and Information7:16
Data and Information
- Sources for Appropriate Laws7:01
Sources for Appropriate Laws
- Defining Common Information Types7:41
Defining Common Information Types
- Appropriate Uses of Information6:25
Appropriate Uses of Information
- Data Privacy Regulations8:17
Data Privacy Regulations
- The Ethics of Instructional Content8:33
The Ethics of Instructional Content
- Sources for Appropriate Laws6:51
Sources for Appropriate Laws
- Coaching Ethics and Standards of Conduct7:37
Coaching Ethics and Standards of Conduct
- Change Management Ethics and Integrity7:58
Change Management Ethics and Integrity
- Copyright and Fair Use of Intellectual Property7:08
Copyright and Fair Use of Intellectual Property
- Preparing for Research Issues7:11
Preparing for Research Issues
- Accessibility Requirements6:39
Accessibility Requirements
- Role of Training Quality Standards7:19
Role of Training Quality Standards
- Laws, Regulations, and Ethical Issues5:56
Laws, Regulations, and Ethical Issues
- Sources for Appropriate Laws7:10
Sources for Appropriate Laws
- Hiring Practices and Testing7:20
Hiring Practices and Testing
- Guidelines for Selection of Learners8:47
Guidelines for Selection of Learners
- Harassment Prevention Training Guidelines5:36
Harassment Prevention Training Guidelines
- Effective harassment prevention training7:05
Effective harassment prevention training
- Labor Relations7:21
Labor Relations
- Issues Related to Employment7:15
Issues Related to Employment
- Legal, Regulatory, and Ethical Requirements Affecting the Permanent, Disper8:59
Legal, Regulatory, and Ethical Requirements Affecting the Permanent, Dispersed, and Contingent Workforce
- Workplace Safety and OSHA5:53
Workplace Safety and OSHA
- Ethical Differences Between Countries6:22
Ethical Differences Between Countries
- TI Compliance5:57
TI Compliance
- Data Act6:36
Data Act
- United Nations Convention8:14
United Nations Convention
- Region-Specific Laws and Regulations7:35
Region-Specific Laws and Regulations
- Compliance and ethical behavior
- Lifelong learning5:21
Lifelong learning
- Lifelong Learner Traits5:15
Lifelong Learner Traits
- Lifelong Learner Behaviors6:05
Lifelong Learner Behaviors
- Advantages to Employees4:20
Advantages to Employees
- Advantages to Organizations6:17
Advantages to Organizations
- Skills Lifelong Learners Need5:12
Skills Lifelong Learners Need
- Opportunities5:55
Opportunities
- Options for Learning8:17
Options for Learning
- Career Exploration8:55
Career Exploration
- Role of Lifelong Learning in Career Exploration5:21
Role of Lifelong Learning in Career Exploration
- Career Development Theories and Approaches4:31
Career Development Theories and Approaches
- Career Planning Process5:05
Career Planning Process
- Lifelong Learning Web Resources7:05
Lifelong Learning Web Resources
- Learning activities5:05
Learning activities
- Modeling Lifelong Learning and Professional Development5:18
Modeling Lifelong Learning and Professional Development
- Barriers to Lifelong Learning4:36
Barriers to Lifelong Learning
- TD Strategies to Support Lifelong Learning6:21
TD Strategies to Support Lifelong Learning
- Networking4:51
Networking
- Professional Purpose of Networking6:04
Professional Purpose of Networking
- Personal Purpose for Networking5:44
Personal Purpose for Networking
- Benefits of Networking4:35
Benefits of Networking
- Behaviors Required for Networking6:13
Behaviors Required for Networking
- Establish Goals- Who, What, Where, When, and How5:27
Establish Goals- Who, What, Where, When, and How
- Ensuring Networking Success5:01
Ensuring Networking Success
- Lifelong learning
- Concepts, Insights and Inquiries
- Learning sciences8:28
Learning sciences
- Value of the Knowledge of Learning Theories to the TD Professional4:46
Value of the Knowledge of Learning Theories to the TD Professional
- Foundational Learning Theories5:12
Foundational Learning Theories
- Behaviorism8:36
Behaviorism
- Cognitivism4:16
Cognitivism
- Constructivism5:05
Constructivism
- Principles of Cognitive Science5:42
Principles of Cognitive Science
- The Scientific Method9:43
The Scientific Method
- The Brain and Information Processing- How People Learn5:25
The Brain and Information Processing- How People Learn
- The Brain and Deliberate Practice4:01
The Brain and Deliberate Practice
- John Sweller's Cognitive Load Theory8:56
John Sweller's Cognitive Load Theory
- Malcolm Knowles's Adult Learning Theory5:52
Malcolm Knowles's Adult Learning Theory
- Pedagogy5:37
Pedagogy
- Andragogy8:06
Andragogy
- Carl Rogers's Learner-Centered Instruction4:30
Carl Rogers's Learner-Centered Instruction
- Abraham Maslow's Hierarchy of Needs4:11
Abraham Maslow's Hierarchy of Needs
- K. Patricia Cross's Adult Learning4:36
K. Patricia Cross's Adult Learning
- Theories and Models of Design That Ensure Learning6:12
Theories and Models of Design That Ensure Learning
- Benjamin Bloom's Taxonomy10:53
Benjamin Bloom's Taxonomy
- Robert Gagné's Five Types of Learning and Nine Events of Instruction6:09
Robert Gagné's Five Types of Learning and Nine Events of Instruction
- Robert Mager's Criterion-Referenced Instruction Approach9:13
Robert Mager's Criterion-Referenced Instruction Approach
- Hermann Ebbinghaus's Forgetting Curve8:27
Hermann Ebbinghaus's Forgetting Curve
- Albert Bandura's Social Cognitive Theory6:26
Albert Bandura's Social Cognitive Theory
- Models of communication6:16
Models of communication
- Claude Shannon-Warren Weaver's Communication Model4:33
Claude Shannon-Warren Weaver's Communication Model
- David Berlo's Sender-Message-Channel-Receiver Model4:45
David Berlo's Sender-Message-Channel-Receiver Model
- Constructionist Model5:06
Constructionist Model
- Communication Theories Related to Learning5:37
Communication Theories Related to Learning
- Richard Mayer's Multimedia Theory6:05
Richard Mayer's Multimedia Theory
- Maximize Learning or Behavioral Outcomes5:22
Maximize Learning or Behavioral Outcomes
- Using Cognitive Science to Design Instructional Content5:14
Using Cognitive Science to Design Instructional Content
- Social Learning Theory5:04
Social Learning Theory
- Physiological Needs4:07
Physiological Needs
- Maximizing Learning and Behavioral Outcomes4:01
Maximizing Learning and Behavioral Outcomes
- Dual Encoding Theory5:19
Dual Encoding Theory
- Information Storage and Retrieval, Memory, and Cognitive Load8:07
Information Storage and Retrieval, Memory, and Cognitive Load
- Motivation5:40
Motivation
- Introduce Moderate Stress (Yerkes and Dodson Law)4:46
Introduce Moderate Stress (Yerkes and Dodson Law)
- Increase Retention Through Mental Rehearsal and Practice4:32
Increase Retention Through Mental Rehearsal and Practice
- Metacognition4:51
Metacognition
- Learning sciences
- Instructional Design5:30
Instructional Design
- Principles of Instructional Design5:54
Principles of Instructional Design
- The Role of Adult Learning Theories in Instructional Design8:13
The Role of Adult Learning Theories in Instructional Design
- Learning Theories4:46
Learning Theories
- Design Based on Malcolm Knowles's Adult Learning Theory5:16
Design Based on Malcolm Knowles's Adult Learning Theory
- The Whole-Brain Thinking Model4:36
The Whole-Brain Thinking Model
- Multiple Intelligences4:36
Multiple Intelligences
- Instructional Systems Design (ISD) Models and Processes7:34
Instructional Systems Design (ISD) Models and Processes
- ISD Models5:02
ISD Models
- Accelerated Learning4:04
Accelerated Learning
- The Role of the Human Performance Improvement (HPI) Process4:07
The Role of the Human Performance Improvement (HPI) Process
- The ADDIE Model4:50
The ADDIE Model
- Phases of ADDIE5:01
Phases of ADDIE
- ADDIE - Analysis7:46
ADDIE - Analysis
- ADDIE - Design4:56
ADDIE - Design
- ADDIE - Development4:35
ADDIE - Development
- ADDIE - Implementation5:26
ADDIE - Implementation
- ADDIE - Evaluation4:44
ADDIE - Evaluation
- Needs Assessment for Instructional Design5:31
Needs Assessment for Instructional Design
- Value of Needs Assessment4:20
Value of Needs Assessment
- The Needs Assessment Process6:01
The Needs Assessment Process
- Levels of Needs Assessment5:25
Levels of Needs Assessment
- Types of Data Collection Methods5:10
Types of Data Collection Methods
- Qualitative and Quantitative Data5:20
Qualitative and Quantitative Data
- Meeting Organizational Requirements5:12
Meeting Organizational Requirements
- Outcomes and Objectives8:38
Outcomes and Objectives
- Partner With the Sponsor3:55
Partner With the Sponsor
- Ensure the Outcome Statement Is Aligned5:44
Ensure the Outcome Statement Is Aligned
- Formulate the Sponsor's Outcome Statement4:37
Formulate the Sponsor's Outcome Statement
- Developing Outcome Statements4:16
Developing Outcome Statements
- Learning Objectives4:59
Learning Objectives
- Influence of Bloom's Taxonomy on Writing Objectives3:55
Influence of Bloom's Taxonomy on Writing Objectives
- Mager's Model for Writing Objectives4:31
Mager's Model for Writing Objectives
- Writing Learning Objectives5:08
Writing Learning Objectives
- Clarifying Desired Outcomes4:21
Clarifying Desired Outcomes
- Review Objectives and Outcomes4:38
Review Objectives and Outcomes
- Current Availability of Content5:35
Current Availability of Content
- The Design Process5:07
The Design Process
- Basics of Course Design6:52
Basics of Course Design
- Visual Representations of the Course Design4:23
Visual Representations of the Course Design
- Types and Rationale of Sequencing8:46
Types and Rationale of Sequencing
- Course Map Plan and Modules4:53
Course Map Plan and Modules
- Design Outputs8:02
Design Outputs
- Formal and informal learning4:18
Formal and informal learning
- Formal and Informal Modality Examples4:46
Formal and Informal Modality Examples
- Advantages of Informal and Formal Approaches5:08
Advantages of Informal and Formal Approaches
- E-Learning Options4:38
E-Learning Options
- Blended Learning4:37
Blended Learning
- Course Development7:36
Course Development
- Affinity Diagrams and Interrelationship Digraphs6:23
Affinity Diagrams and Interrelationship Digraphs
- Outlines6:44
Outlines
- Robert Gagné's Nine Events of Instruction6:51
Robert Gagné's Nine Events of Instruction
- ROPES Model4:06
ROPES Model
- Method Considerations for Developing Content4:20
Method Considerations for Developing Content
- Using SMEs4:45
Using SMEs
- Selection Process of SMEs6:39
Selection Process of SMEs
- Working With SMEs5:15
Working With SMEs
- Motivating SMEs4:26
Motivating SMEs
- Planning for Instructional Delivery5:45
Planning for Instructional Delivery
- Instructional Methods3:59
Instructional Methods
- Factors That Influence Instructional Methods4:17
Factors That Influence Instructional Methods
- Experiential Learning Process5:03
Experiential Learning Process
- Aligning Delivery to Objectives4:47
Aligning Delivery to Objectives
- Selecting Delivery Options Linked to Bloom's Taxonomy3:59
Selecting Delivery Options Linked to Bloom's Taxonomy
- Selecting and Configuring Technology5:17
Selecting and Configuring Technology
- Matching Media to the Learning Outcomes7:35
- Facilitator Guides5:05
Facilitator Guides
- Participant Guides and Materials5:16
Participant Guides and Materials
- Media and Materials4:54
- Slide Development7:27
Slide Development
- Designing Assessments to Test Learning5:06
Designing Assessments to Test Learning
- Evaluation Materials7:17
Evaluation Materials
- Adaptive Learning5:30
Adaptive Learning
- Design Thinking Basics4:56
Design Thinking Basics
- Emphasis at Each Design Phase4:51
Emphasis at Each Design Phase
- Adapting Design Thinking4:51
Adapting Design Thinking
- Rapid Prototyping5:34
Rapid Prototyping
- Applying Rapid Prototyping to the Design Process4:37
Applying Rapid Prototyping to the Design Process
- Rapid Prototyping for Gathering Feedback5:35
Rapid Prototyping for Gathering Feedback
- Learning Begins at the Individual Level5:22
Learning Begins at the Individual Level
- Group Learning5:14
Group Learning
- Organizational Learning5:01
Organizational Learning
- Instructional Design
Requirements
- Interest in talent development and HR
- Basic understanding of workplace learning
- Willingness to learn and apply new strategies
- No specific tools or equipment needed
- Open to professionals and beginners alike
- Enthusiasm for enhancing employee performance
Description
Embark on a transformative journey to elevate your career with the Professional in Talent Development (PTD) Certification Preparation Course. Designed in alignment with the well known Talent Development Body of Knowledge (TDBOK), this comprehensive online course delves into the 23 capability areas essential for success in the talent development industry. Tailored for professionals eager to validate their expertise or expand their knowledge, this course provides a robust foundation and strategic insights into achieving professional excellence.
What You Will Learn:
Foundational Concepts: Understand the core principles of talent development and the framework that guides effective practices in the industry.
Capability Areas: Explore the 23 capability areas identified by the Talent Development Capability Model, including performance improvement, instructional design, training delivery, and learning technologies.
Industry Trends: Examine the effects of digital transformation, data analytics, and strategic partnerships on talent development, equipping you to adeptly navigate the profession's evolving dynamics.
Practical Application: Apply TDBOK principles to real-world scenarios to enhance both organizational and individual performance, utilizing methodologies that demonstrate effective talent development strategies.
Exam Preparation: Prepare for the PTD certification with targeted exam practice questions. Leverage the instructor’s extensive experience in HR and Talent Development to gain invaluable insights and advice.
Course Format: This online course features a blend of on-demand lessons and instructor and peer-reviewed assignments, fostering a dynamic learning environment. The course is designed to encourage engagement with both the instructor, who has over 15 years of HR and Talent Development expertise, and fellow participants. Through a mix of content review, practical exercises, and targeted exam practice questions, participants will solidify their understanding and application of talent development principles.
Who Should Enroll:
Talent development professionals looking to affirm their expertise with a recognized certification.
Individuals keen on deepening their grasp and implementation of talent development concepts.
Organizational leaders desiring to align their talent development strategies with industry benchmarks.
Certification Path: Successful completion of this type of course, a prerequisite for the PTD certification exams organised by the Association for Talent Development (ATD), will bring participants closer to the Associate or even the Certified Professional in Talent Development certifications. This credentials will mark their profound knowledge, ability to apply skills across the breadth of talent development capabilities, and their readiness to contribute to the strategic direction of talent development functions.
Join us to realize your potential and elevate your career to new heights with the Professional in Talent Development Certification Preparation Course.
Who this course is for:
- HR professionals looking to certify their skills
- Managers aiming to develop leadership talents
- New trainers seeking foundational TD knowledge
- Career changers entering the TD field
- Corporate trainers enhancing learning strategies
- Learning & Development specialists advancing skills