Reference no: EM132991042
Knowledge Test 11. SITXHRM001 Coach others in job skills
Q1. What are 4 examples of communication techniques that would be suitable and effective in workplace training?
Q2. What is meant by the 'objective' of workplace coaching?
Q3. What is meant by the 'scope' of workplace coaching?
Q4. Sometimes an employee's need for coaching might be discovered by their colleagues. What are four ways that this might happen?
Q5. Give 4 reasons why your own observation and workplace experience can help you be a better coach to others?
Q6. If a colleague actively requests additional coaching in their role, list 4 reasons why this can beneficial to the coaching process.
Q7. Identify 4 ways 'explanation' is used as a key principle of coaching.
Q8. What type of learning style does the "demonstration" section of training and coaching address?
Q9. Give 4 reasons why the 'review' component is a key principle of coaching.
Q10. Give 2 examples of why it is important to listen to the trainee's explanation of a process during coaching.
Q11. 'Observing and evaluating trainee demonstration' is a key principle of coaching: give four reasons this is the case.
Q12. Give 2 reasons why you should provide feedback to your trainee.
Q13. Why is it important to cover WHS requirements when conducting workplace training or coaching?
Q14. What are 4 ways you might deliver information about the hygiene requirements necessary for working in a hospitality venue?
Q15. Give 4 examples of how a 'breakdown in communication' may be a possible cause of performance problems or difficulties in the workplace.
Q16. What are 4 possible examples of 'inappropriate circumstances for coaching' that could lead to performance problems or difficulties in the workplace?
Q17. Give 3 reasons to explain how 'insufficient opportunity to practice' a new skill might lead to performance problems or difficulties in the workplace.
Q18. Give 4 ways language or cultural barriers in coaching might be potential causes of workplace performance.
Q19. List 4 possible ways that shyness or a lack of confidence in coaching may result in poor workplace performance of workers.