CPTD Certification Handbook 2023.01.10

CERTIFICATION
HANDBOOK
Certified Professional in
Talent Development (CPTD)
CERTIFIED
PROFESSIONAL
ATD Certification Institute
1640 King Street IN TALENT
Alexandria, VA 22314, USA DEVELOPMENT
Phone: 703.683.8100 • 800.628.2783 ATD CERTIFICATION
Email: [email protected] INSTITUTE
Website: td.org/cptd
CPTD CERTIFICATION HANDBOOK
PREFACE
The CPTD Certification Handbook is the primary source for the CPTD program and provides individuals with
everything they need to know to understand, participate in, and complete the CPTD certification process. It is
a must read for CPTD applicants and candidates. Candidates must comply with all policies, procedures, and
deadlines in this manual.
The ATD Certification Institute (ATD CI) reserves the right to change the standards, application, and
requirements for the CPTD certification and recertification procedures when necessary. It is important that
candidates refer to the Certification Handbook often to check for updates to ensure they have the most
current information.
The CPTD Certification Handbook is the property of ATD CI. Permission to reproduce its contents must be
granted in writing from ATD CI.
Effective January 10, 2023
All policies and procedures in the CPTD Certification Handbook are effective as of the date above and
supersede all previous policies and procedures.
This Handbook identifies the application and registration processes, eligibility requirements, fees and detailed
information about the two examinations, testing requirements, and scoring methodology.
Each candidate must read the entire Handbook BEFORE beginning the application, registration, and payment
processes for the CPTD program.
CPTD
CPTD Certification Handbook CERTIFICATION
2 HANDBOOK Last edited: 1/10/2023
Table of Contents
PREFACE........................................................................................................................................................ 2
INTRODUCTION ............................................................................................................................................ 3
The ATD Certification Institute ................................................................................................................. 3
The Talent Development Capability ModelTM........................................................................................... 3
What is CPTD®? ............................................................................................................................................ 3
Eligibility Requirements ................................................................................................................................ 4
CPTD Testing Dates ....................................................................................................................................... 6
Testing Options ..................................................................................................................................... 6
2022 CPTD Testing Fees................................................................................................................................ 7
CPTD Exam .................................................................................................................................................... 8
CPTD Exam Format ................................................................................................................................... 8
What is on the CPTD Exam ......................................................................................................................... 10
Preparing for the CPTD Exam ..................................................................................................................... 15
Step 2 ...................................................................................................................................................... 15
Step 3: ..................................................................................................................................................... 15
Preparation Resources ............................................................................................................................... 15
Reading Reference List ............................................................................................................................... 17
Applying for the CPTD Exam ....................................................................................................................... 22
Submitting an Application for the CPTD Program .................................................................................. 22
Audit of Applications .............................................................................................................................. 23
Payment of Fees ..................................................................................................................................... 23
Scheduling an Exam .................................................................................................................................... 24
Testing Centers ....................................................................................................................................... 24
Remote Proctoring.................................................................................................................................. 24
Appointment Scheduling ........................................................................................................................ 25
Appointment Confirmation .................................................................................................................... 26
Cancellation, Rescheduling, and Transfer Fees .......................................................................................... 26
Exam Dates Affected by Severe Weather or Local/National Emergencies ............................................ 27
Exam Day .................................................................................................................................................... 27
What to Bring to the Test Center ........................................................................................................... 27
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Personal Identification Requirements ................................................................................................ 27

What to Expect at the Testing Center .................................................................................................... 27
What to Expect during Remote Proctoring ............................................................................................ 28
Special Accommodations............................................................................................................................ 30
General Exam Policies................................................................................................................................. 31
Exam Copyright ....................................................................................................................................... 31
Confidentiality and Conduct ................................................................................................................... 31
Grounds for Dismissal ............................................................................................................................. 31
Exam Results ............................................................................................................................................... 32
How the Cut Score Is Determined .......................................................................................................... 32
Retest Policy ............................................................................................................................................... 33
CPTD Achievement ..................................................................................................................................... 33
Policy on Use of the Certification Mark .................................................................................................. 34
Recertification Guidelines .......................................................................................................................... 35
Appendix A: Code of Ethics and Disciplinary Process ................................................................................. 36
Appendix B: CPTD Program Applicant Declaration & Release ................................................................... 43
CPTD Program Candidate Intent to Participate ...................................................................................... 44
Appendix C: CPTD Gap Assessment ............................................................................................................ 45
Appendix D: Sample Test Questions .......................................................................................................... 51
Appendix E: Appeal Process and Form ....................................................................................................... 65
CPTD Program Appeal Form ................................................................................................................... 66
CPTD
INTRODUCTION
The ATD Certification Institute
The ATD Certification Institute (ATD CI) is an independent not-for-profit organization created by the
Association for Talent Development (ATD) to set industry standards for the talent development
profession.
The Institute’s mission is to elevate the talent development profession by:

• setting talent development industry standards
• providing an independent assessment of those standards through testing
• supporting career paths through a flexible stackable credentialing framework
• ensuring recognition for those who have earned the certification
• recognizing continued professional development through certification maintenance
The ATD Certification Institute’s vision is to provide world-class credentials for the talent development
community. ATD CI is responsible for the development, administration, and governance for ATD’s
credentialing program, including the APTD and CPTD credentials. In accordance with international
accreditation standards for certification programs, ATD CI operates at arm’s length from ATD’s
education and training programs to ensure separation of the assessment process from training or test
preparation.
The Talent Development Capability ModelTM

The Talent Development Capability Model defines the capabilities for the
talent development field. It answers the question, “What do talent
development professionals need to know and do to be successful?” The
model is the foundation for CPTD certification. The exam covers a subset
of the knowledge and skills statements deemed appropriate for a talent
development professional at the five-year mark in their career.
What is CPTD®?
The Certified Professional in Talent Development (CPTD), formerly the
Certified Professional in Learning and Performance (CPLP), is a
certification for talent development professionals offered by the ATD
Certification Institute (ATD CI). The CPTD covers a subset of knowledge
and skills from the Talent Development Capability Model, focusing on skills application and decision
making for professionals with at least five (5) years of experience in talent development.
A CPTD has direct experience in the field of talent development. CPTDs understand, and can affect, the
value and impact employee learning & development strategies bring to the success of an organization. A
CPTD can develop, implement, and evaluate solutions that impact an organization’s ability to achieve its
goals and drive competitive advantage. The key capabilities for a CPTD are defined in the Talent
Development Capability Model and include key personal, professional & organizational skills.
CPTD
Individuals who wish to pursue the CPTD certification must meet program eligibility requirements and
pass a three-hour standardized exam. Those who pass the exam earn the right to display the CPTD
designation after their name. As it is a certification, professionals earning the credential need to
recertify every three years with proven professional development activities.
Eligibility Requirements
To be eligible for the CPTD program, candidates must meet all criteria for one of the pathways below:
• Standard Pathway – 5 years of experience1 and 60 hours of qualified professional development2
• APTD Pathway –4 years of experience1 and a current APTD credential
• ATD Master Pathway – 5 years of experience1 and completion of an ATD Masters Series
certificate within the past five (5) years
Eligibility Requirements
Category Standard Pathway APTD Pathway ATD Master Series
Certificate Pathway
Experience Five years (60 months) of Four years (48 months) Five years (60 months)
paid, professional work of paid, professional of paid, professional
experience1 with adults work experience1 with work experience1 with
in the talent adults in the talent adults in the talent
development field or development field or development field or
related discipline2 related discipline2 related discipline2
PLUS PLUS PLUS
Professional Sixty hours (60) of Holds a current APTD Successful completion of
Development professional credential. The APTD any ATD Master Series
development3 over the must be current and in Certificate within the
past 60 months in talent good standing at the past five years (60
development content. time of application. months)
Work Experience and Professional Development Definitions:
1
Paid, professional work experience is defined as on-the-job experience, working with adults,
performing talent development activities as described in the Developing Professional Capability and/or
Impacting Organizational Capability domains of the Talent Development Capability Model (see table
below). Candidates must have reached the required months of experience at the time of application.
2
Related disciplines include human resources, higher education, organizational development or similar.
3
The Professional Development eligibility requirement helps to ensure that applicants for certification
have a solid foundation of talent development knowledge on which they will be assessed. Professional
Development for eligibility is defined as activities covering content in the Building Professional Capability
and Impacting Organizational Capability domains as outlined in the Talent Development Capability
Model. See page 7 for further instructions regarding professional development activities. Candidates
must have reached the required hours of professional development at the time of application.
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Detailed definitions of the capabilities included in the model can be found here.
Rules Governing the Professional Development Requirement:
• One hour is awarded for each physical hour of a continuing education activity unless otherwise
specified. Non-educational time incorporated in educational activities such as meals, breaks,
networking, registration, preparation, and assignments should not be included.
• All educational activities must be at least 30 minutes in length to qualify.
• Prorated hours (in 15- minute increments) are permissible after the first 30 minutes.
• University-level academic courses can be reported as 15 hours per semester credit hour.
• On-demand and online learning qualifies if proof of completion can be obtained. For on-demand
courses, please use the number of credit hours pre-assigned by the educational provider.
• Applicants should retain proof of completion in the event they are selected for audit.
• Professional Development educational hours must cover content found in the Professional and
Organizational Capability domains (see table below) because this content is specifically focused
on building the skills required to perform effectively in talent development.
Professional Capabilities Organizational Capabilities

• Learning Sciences • Business Insight
• Training Delivery & Facilitation • Consulting & Business Partnering
• Instructional Design • Organization Development & Culture
• Technology Application • Talent Strategy & Management
• Knowledge Management • Change Management
• Career & Leadership Development • Performance Improvement
(developing others, not yourself) • Data & Analytics
• Coaching • Future Readiness
• Evaluating Impact
• Topics covered in the Personal Capability domain, while relevant and important, are universally
transferable skills and therefore not eligible for Professional Development hours for initial
certification. Courses on topics that do not count towards initial certification include:
o Communication
o Emotional Intelligence
o Collaboration & Leadership (Developing yourself, not others. This includes personal leadership skills
programming)
o Cultural Awareness & Inclusion (This includes DE&I programming)
o Project Management
o Compliance & Ethical Behavior
• Training on proprietary programs or methods or specific software or hardware platforms (such
as Myers-Briggs, DiSC, Adobe, Excel, or Canvas, etc.) do not qualify for eligibility purposes
because they cover proprietary “how to” content and do not cover broader talent development
concepts found in the Talent Development Capability Model.
• Courses designed to prepare candidates for the certification exam may be applicable, if
preapproved. For example, ATD’s preparation courses for the CPTD can be reported for a total
of 20 hours of professional development eligibility.
• Leadership development program to develop the candidates’ personal leadership skills.
• All courses, including preparation courses, only qualify towards eligibility after completion.
CPTD
Examples of Eligible Continuing Education Programs or Courses:

• Commercially available talent development educational courses or workshops.
• Educational sessions related to talent development topics at local conferences such as ATD or
SHRM chapter sponsored conferences.
• Undergraduate or graduate-level talent development related courses from an accredited
institution are eligible for 15 hours per semester credit hour.
CPTD Testing Dates

CPTD examinations are offered during even numbered months: February, April, June, August, October,
and December. Applications are due at least thirty (30) days before the start of the testing window
desired. Candidates are given two consecutive testing windows to test. Candidates must select a testing
window at the time of application. There is a fee to change your testing widow after you apply.
Registration Deadline Exam Testing Window Testing Not Permitted
January 1 February – April March
March 1 April – June May
May 1 June - August July
July 1 August – October September
September 1 October – December* November

*Testing ends December 22
Testing Options
Candidates now have the option of taking the newly revised CPTD at an approved testing center or via
remote proctoring.
Testing Centers
ATD CI partners with a PearsonVUE to deliver the exams. The test provider offers authorized testing
centers in most major cities in the United States and Canada as well as in many global locations More
information about test centers including where to find a list of locations can be found on page 26 of this
handbook.
Remote Proctoring
Candidates may now opt to take the exam via remote proctoring during the same testing windows
outlined above. For more information about remote proctoring, see pages 26 and 30 of this handbook
or the ATD website (https://www.td.org/certification/remoteproctoring).
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2022 CPTD Testing Fees

TYPE AMOUNT DETAILS
Exam Fee $975.00 USD Fees include: 18 months of eligibility, a testing seat for exam
(nontransferable and ATD Member during a pre-selected testing window of tow (2) months, exam
nonrefundable) score report, and CPTD certificate and lapel pin once
$1,350.00 certification is achieved.
USD
Fees do not include: study materials, study group support or
Nonmember
preparatory classes, traveling expenses to and from testing
centers, or retest, transfer, and test administration fees.
NOTE: Candidates must register for a specific window at the

time of registration. Testing authorization is for a timespan of
two months (see table above). If the candidate chooses to
transfer to a later testing window set, a transfer fee will apply.
If a candidate does not test during the 18-month eligibility
period, all fees are forfeited.
Administration Late $100.00 USD An administrative fee of $100 is required and paid directly to
Rescheduling/Missed ATD CI when a candidate reschedules or cancels an in-person
Appointment Fee testing center exam appointment with less than 72 hours’
notice at a testing center.
Candidates who opt for remote proctoring may cancel up to

the time of the appointment without penalty. All candidates,
including those using remote proctoring, will be assessed a
$100 fee if they do not appear for their scheduled
appointment and do not notify PearsonVue. Rescheduled
appointments must be within the same testing window or will
be considered a transfer and a $300 transfer fee will apply.
Rescheduling requests are subject to eligibility and availability.
Candidates who are unable to launch a remote exam due to

technical hardware or software compatibility issues and have
their exam revoked by PearsonVue are subject to a $100
Administrative Fee to reinstate their eligibility.
Transfer Fee $300.00 USD Fee applies to switch to a different testing window set. This
fee is nontransferable and nonrefundable.
Retest Fee $300.00 USD Fee applies to retake the CPTD exam after an unsuccessful
attempt. This fee is nontransferable and nonrefundable.
Special No Fee No fee provided the ADA requirements outlined in the CPTD
Accommodations Certification Handbook are followed. ATD CI makes final
decisions regarding accommodations granted.
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Recertification $200.00 USD Fee applies to participate in the recertification process. A

Application Fee completed recertification application must accompany the
payment. Recertification is required every three (3) years.
Recertification Retest $350.00 USD Fee applies to credential holders electing to retest to satisfy
Fee the recertification professional development requirement.
Note: this fee is in addition to the Recertification Application
Fee and covers one testing seat for exam during 2 consecutive
windows (90-day window) and exam score report.
Refunds No refunds Candidates who decide to withdraw from the program can
issued after receive a refund if the request is made prior to the
registration registration deadline for the window they selected. After that
deadline for time, no refunds will be issued.
selected
testing Audit Refund: Pending an audit review, a review fee of $250
window will be withheld for anyone deemed ineligible for the program
or who does not supply audit documentation within sixty (60)
days.
CPTD Exam
To achieve the CPTD credential, candidates must meet the eligibility criteria and pass a standardized
exam that includes a mix of traditional multiple-choice questions and decision-making and professional
judgment questions called case management items. Scores will be given immediately at the end of the
exam at the test center. For those taking the exam through remote proctoring, score reports will be
available through the certification portal under the Results tab.
CPTD Exam Format
The CPTD Exam is designed to measure a candidate’s breadth of knowledge and skill in the talent
development profession.
• The full exam contains 150 measurement opportunities that focus on the topics listed in the
Detailed Content Outline of the exam found in this Handbook.
• Candidates will have three (3) hours to complete the exam.
During the test, the CPTD Exam will be presented as follows:
Section Content Time Allowed

1 hour and 45 minutes
Section 1 90 multiple-choice items
(105 minutes)
Break Optional break 10 minutes
10 case management 1 hour and 5 minutes
Section 2
problems, each with 3-4 steps (65 minutes)
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3 hours
Total
(180 minutes)
Each section is timed separately, and any unused time from one section may NOT be used on another
section.
At the end of Section 1, a Review screen will be provided. Candidates may review their answers within
Section 1 until they choose to end Section 1 or until time expires (at which point the system will
automatically move to the optional break). Candidates will NOT be able to return to Section 1 once they
exit.
Between Sections 1 and 2, there is an optional 10-minute break. Any break time exceeding the 10
minutes will be deducted from Section 2 of the exam.
A Help button appears in the bottom navigation bar and will be available throughout the exam. This
button opens the Help window, which provides information about how to use the testing system,
including how to respond to exam questions, how to move within the exam, how to flag questions for
later review, and how to use the Navigator window and Review screen.
Section 1: Multiple-Choice Items

This section contains 90 multiple-choice questions. Each multiple-choice question has four response
items and only one is correct. Choose the best response and select only one answer. The last selection
made is will be the recorded answer. Correct answers are scored as +1. There is no penalty for incorrect
answers in the multiple-choice portion of the exam. Unanswered items are scored as incorrect.
Section 2: Case Management Problems

This section contains 10 case management problems, each with 3-4 steps. The total number of steps in
Section 2 and the test taker’s current location within those steps will be indicated on the right side of
the top navigation bar on each step.
The case management format includes groups of multiple-select questions that are related to a short,
common scenario designed to replicate decision-making and professional judgement in credible
scenarios. Candidates will be given a list of options to choose from at each stage of the scenario. For
each step, select as many actions as are needed to appropriately respond to the situation presented,
but only select actions that are necessary; do not select actions that are optional.
Candidates MUST select at least one action before being able to move to the next step. Candidates WILL
NOT able to return to any prior steps or change any answers once they have moved on to the next step
of the case during the case management portion of the exam.
Scoring of Case Management Questions

Correct choices are scored as +1. Incorrect choices are scored as -1. The scenario reveals additional
information as the candidate proceeds through the item. As a result, the candidate will not be able to go
back and change answers to earlier stages of the item. Examples of the new item type can be found in
Appendix D of this Candidate Handbook.
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What is on the CPTD Exam

The Detailed Content Outline provides the syllabus or blueprint of the content covered on the CPTD
exam. While the full exam focuses on the breadth of knowledge and skill, certain content areas are
weighted more heavily than others. The table below outlines the content covered and the relative
weighting of topics on the exam by domain of practice.
Certified Professional in Talent Development (CPTD)

Detailed Content Outline
Effective July 1, 2020
Content Area Capability Statement Percentage
of Exam
1. Building Personal Capability 20%
1.1 Communication 1.1.A Skill in using communication strategies that inform and
influence audiences.
1.1.B Skill in applying verbal, written, and/or non-verbal

communication techniques.
1.1.C Skill in conceiving, developing, and delivering information

in various formats and media.
1.2 Emotional Intelligence & 1.2.A Knowledge of theories of emotional intelligence.

Decision-Making
1.3 Collaboration & Leadership 1.3.A Knowledge of theories, methods, and techniques to build
and manage professional relationships, for example group
dynamics, teamwork, shared experience, and negotiation.
1.3.B Knowledge of conflict management techniques.
1.3.C Knowledge of theories of leadership, for example

transformational, inclusive, and situational.
1.4 Cultural Awareness & 1.4.A Skill in integrating diversity and inclusion principles in
Inclusion talent development strategies and initiatives.
1.5 Project Management 1.5.A Skill in evaluating and prioritizing implications, risks,
feasibility, and consequences of potential activities.
1.5.B Skill in establishing, monitoring, and communicating

progress toward the achievement of goals, objectives, and
milestones.
1.6 Compliance & Ethical 1.6.A Knowledge of laws, regulations, and ethical issues related
Behavior to the access and use of information, for example intellectual
capital, personally identifiable information, and customer data.
CPTD

of Exam
2. Developing Professional Capability 45%
2.1 Learning Sciences 2.1.A Knowledge of theories and models of adult learning, for
example Knowles’ Adult Learning Theory, Bloom’s Taxonomy,
Gagne’s Nine Levels of Learning, Mager’s Criterion-Referenced
Instruction Approach, social and collaborative learning, and
experiential learning.
2.1.B Knowledge of the foundational learning theories of

behaviorism, cognitivism, and constructivism.
2.2 Instructional Design 2.2.A Skill in selecting and aligning delivery options and media
for training and/or learning events to the desired learning or
behavioral outcomes.
2.2.B Skill in developing learning and behavioral outcome

statements.
2.2.C Skill in designing blueprints, schematics, and/or other

visual representations of learning and development solutions,
for example wireframes, storyboards, and mock-ups.
2.2.D Skill in designing and/or developing learning assets, for

example role plays, self-assessments, training manuals, job aids,
and visual aids that align to a desired learning or behavioral
outcome.
2.3 Training Delivery & 2.3.A Knowledge of facilitation methods and techniques.
Facilitation
2.4 Technology Application 2.4.A Skill in identifying, selecting, and/or implementing learning
technologies, for example using evaluative criteria and
identifying appropriate applications in an instructional
environment.
2.4.B Skill in selecting, integrating, managing, and/or maintaining

learning platforms, for example learning management systems,
knowledge management systems, and performance
management systems.
2.5 Knowledge Management 2.5.A Skill in curating instructional content, tools, and resources,
for example researching, evaluating, selecting, and/or
assembling publicly available online courseware.
2.5.B Skill in designing and implementing knowledge

management strategy.
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2. Developing Professional Capability (con’t)

Content Area Capability Statement
2.6 Career & Leadership 2.6.A Skill in sourcing, designing, building, and evaluating
Development leadership development experiences.
2.6.B Knowledge of how to develop and implement qualification

programs.
2.7 Coaching 2.7.A Skill in helping individuals or teams identify goals, develop
realistic action plans, seek development opportunities, and
monitor progress and accountability.
2.7.B Skill in coaching supervisors and managers on methods and

approaches for supporting employee development.
2.8 Evaluating Impact 2.8.A Knowledge of models and methods to evaluate the impact
of learning and talent development solutions.
2.8.B Skill in creating data collection tools, for example

questionnaires, surveys, and structured interviews.
2.8.C Skill in identifying and defining individual and/or

organizational outcome metrics based on evaluation strategy
and/or business objectives of a solution.

of Exam
3. Impacting Organizational Capability 35%
3.1 Business Insight 3.1.A Skill in creating business cases for talent development
initiatives using economic, financial, and organizational data.
3.1.B Skill in managing budgets and resources.

3.2 Consulting & Business 3.2.A Skill in synthesizing information to formulate
Partnering recommendations or a course of action to gain agreement,
support, and/or buy-in from stakeholders.
3.2.B Skill in establishing and managing organizational and/or

business partnerships and relationships.
3.2.C Skill in partnering with other organizational units to provide

guidance on departmental or organizational talent requirements.
3.2.D Skill in identifying, minimizing, and overcoming

organizational barriers to implementing talent development
solutions and/or strategies.
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3.3 Organization Development 3.3.A Skill in designing and implementing organizational
& Culture development strategy.
3.3.B Knowledge of theories and frameworks related to the

design, interaction, and operation of social, organizational, and
informational systems, for example, systems thinking, open
systems theory, chaos and complexity theory, network theory,
and action research.
3.3.C Skill in identifying formal and informal relationships,

hierarchies, and power dynamics in an organization.
3.3.D Skill in creating a culture which encourages and/or creates

opportunities for dialogue and feedback between individuals and
groups, for example designing collaborative work practices
and/or spaces, and role-modeling effective feedback techniques.
3.3.E Skill in assessing and evaluating employee engagement.
3.3.F Skill in designing and implementing employee engagement

strategy.
3.4 Talent Strategy & 3.4.A Skill in designing and implementing performance
Management management strategy.
3.4.B Skill in developing a talent strategy that aligns to

organizational strategy to influence organizational outcomes in a
positive direction.
3.4.C Skill in designing and implementing strategic plans for talent

development projects, programs, and/or functions.
3.4.D Skill in identifying anticipated constraints or problems

affecting talent development initiatives, for example resource
deficiencies or lack of support.
3.4.E Skill in establishing and executing a marketing strategy to

promote talent development.
3.4.F Skill in designing and implementing communication strategy

in order to drive talent management objectives.
3.4.G Skill in communicating how talent development strategies

and solutions support the achievement of targeted
business/organizational results.
3.4.H Skill in communicating the value of lifelong learning and

professional development.
CPTD

3.5 Performance Improvement 3.5.A Skill in designing and implementing performance support
systems and tools, for example instructional resources, data,
process models, job aids, and expert advice.
3.5.B Skill in designing and developing performance improvement

solutions to address performance gaps.
3.5.C Skill in conducting performance analysis to identify goals,

gaps, or opportunities.
3.5.D Skill in conducting analysis of systems to improve human

performance, for example determining how organizations learn,
closing knowledge or skill gaps, and addressing human factors
issues.
3.5.E Knowledge of theories, models, and principles of human

performance improvement.
3.6 Change Management 3.6.A Knowledge of change management theories and models, for
example Lewin, Kotter, Bridges’ transition model, Kubler-Ross
change curve, and appreciative inquiry.
3.7 Data & Analytics 3.7.A Skill in selecting and/or using data visualization techniques,
for example flow charts, graphs, plots, word clouds, and heat
maps.
3.7.B Skill in identifying stakeholders' needs, goals, requirements,

questions, and objectives to develop a framework and/or plan for
data analysis.
3.7.C Skill in analyzing and interpreting results of data analyses to

identify patterns, trends, and relationships among variables.
3.7.D Skill in gathering and organizing data from internal and/or

external sources in logical and/or practical ways to support
retrieval and manipulation.
3.8 Future Readiness 3.8.A Knowledge of techniques to promote, support, and/or

generate innovation and creativity, for example design thinking,
brainstorming, and ideation.
3.8.B Knowledge of internal and external factors that influence

talent development, for example organizational/business
strategies, availability of labor, developments in other industries,
societal trends, and technological advances.
CPTD
Preparing for the CPTD Exam

There is no single, best way to prepare for the CPTD examination. Preparation methods and duration all
depend on a candidate’s personal experiences and knowledge base. There is not a mandatory test
preparation or study requirement for the CPTD program, nor a preferred or recommended preparation
method. However, there are some basic steps that we recommend to all candidates.
Step 1: ATD CI recommends that each candidate begin with a careful evaluation of the CPTD Detailed
Content Outline described beginning on page 12 of this handbook. The outline provides information
about the topics that are covered on the CPTD exam and can be used as a general guide for the study
process. Pay attention to the specific subset of content found on the CPTD exam and how each section
is weighted.
Step 2: Candidates should begin with an honest gap-assessment to determine areas of strength and
weakness. This can help candidates focus their study plan. A Gap Assessment tool can be found in
Appendix C of this handbook.
Step 3: Once areas for focus have been identified, candidates should develop a study plan, set a
personal study schedule. and hold themselves accountable to that schedule. Candidates find it helps to
share their study plan with colleagues, friends or family members to help keep them on track with their
study plan. A study planning guide can be downloaded from the ATD website here.
Step 4: Our candidates report that they have spent 80-120+ hours preparing for the CPTD Exam,
depending on their background and experience. Keep in mind, each candidate will have a different set of
study needs and preferred methods resulting in differing amounts of study time required. When
preparing keep the following suggestions in mind:
• Create a realistic study schedule.
• Focus on the application of accepted principles and theories, not on memorizing names and
dates.
• Take notes to help reinforce key concepts.
Preparation Resources
• CPTD Candidate Preparation Linked in Group:
ATD facilitates a LinkedIn group for CPTD candidates. Useful information is posted in the group and
it allows candidates to network or share information with one another. The group can be found
here: https://www.linkedin.com/groups/8896013/
• Study Planning Guide: A CPTD study planning guide can be downloaded from the ATD website here:
www.td.org/cptdstudyguide or from the active candidates page mentioned above.
• Reference Resource List: ATD CI has compiled a reference list of books with trusted content on the
capabilities covered on the exam. The reference resource list can be found starting on page 19 of
this handbook. Many of these books are available through the public library.
• CPTD Gap Assessment: Found in Appendix C of this handbook. This tool can help candidates to
assess their knowledge gaps to guide their studies.
CPTD
• Sample Questions: Sample multiple choice and case management questions can be found in
Appendix D of this handbook. These sample questions may also be found on the ATD website here.
• Talent Development Body of Knowledge: The TD Body of Knowledge (TDBoK) does provide
additional detail on each of the capabilities. Keep in mind that not all capability statements are
tested on the CPTD exam and that the TDBoK alone is not enough to prepare you for the exam. The
TDBoK does a good job of explaining the WHAT and the WHY of the concepts but does not address
the HOW. The exam is practice-based which means that you will need to understand HOW to apply
the concepts at work. You will need to read outside the TDBoK (see reference resource list
mentioned above) to ensure that you thoroughly understand the concepts and can apply them in
your daily work.
• CPTD Preparation Course: The ATD Education department has developed a new preparation course
to help candidates pursuing the CPTD credential. The CPTD preparation course includes a full-length
practice test. . The information for that course can be found here.
• CPTD Practice Test: A full-length CPTD practice test is available that provides an opportunity for you
to become familiar with the certification exam experience. It is housed in the same platform as the
actual exam. The practice test is included as part of the CPTD preparation course but is also
available to purchase as a stand-alone product. More information about the practice test may be
found here:
• Study Groups: Local ATD Chapters often support certification study groups. A list of current study
groups can be found here. More information on chapter locations can be found
here: www.td.org/chapter-locator.
• Recent Webinars: ATD CI periodically holds webinars on topics of interest to candidates, including
how successful candidates have prepared for the exams. A list of the most recent webinars can be
found here on the td.org website.
• Flashcards: The TDBoK has a flashcard creation feature that allows candidates to create tailored
flashcards. Online flashcard systems such as Quizlet and Brainscape have been helpful to candidates
in the past. Please be aware that these flashcards are not prepared by ATD and may not reflect the
newer Talent Development Capability Model.
• Create Your Own Study Group: For those who are interested in forming their own study group, we
have a study group guide that can help you to get started.
CPTD
Reading Reference List

Review the ATD CI list of books on its Resource Reference List. This list designed to assist candidates in
finding publications to aid in filling knowledge gap areas. It is not designed to be exhaustive or intended
to be a must-read list. Each candidate will have their own gaps and their own personal libraries from
which to prepare.
These resources are more comprehensive in nature, covering multiple topics across several
capabilities:
• Talent Development Body of Knowledge (2020), ATD Press
• The Fifth Discipline: The Art & Practice of the Learning Organization (2006) Senge, Peter.
Doubleday
• ATD Foundations of Talent Development (2018) Biech, E. ATD Press
• ASTD Handbook, 2nd Edition (2014) Biech, E., ed. ASTD Press
• Talent Management Handbook (2015) Bickham, T. ATD Press
1. Building Personal Capability
1.1 Communication • Palmer, Erik. Own Any Occasion: Mastering the Art of Speaking and Presenting. 2017,
Alexandria, VA: ATD Press.
• Appleman, Jack. 10 Steps to Successful Business Writing, 2nd Edition. 2017, Alexandria,
VA: ATD Press.
• Association for Talent Development, 10 Steps to Successful Presentations, 2nd Edition.
2019, Alexandria, VA: ATD Press.
• Ito, Tim. K. O’Quinn. Focus on Them: Become the Manager Your People Need You to Be.
• Evergreen, S. Effective Data Visualization: The Right Chart for the Right Data, 2nd
Edition. 2019, Thousand Oaks, CA: SAGE Publications.
1.2 Emotional • Goleman, D. Emotional Intelligence. 2005, New York: Bantam Press.
Intelligence and
Decision-Making
1.3 Collaboration • Biech, E., ed. ASTD Leadership Handbook. 2010, Alexandria, VA: ASTD Press.
and Leadership • Senge, P. The Fifth Discipline: The Art & Practice of the Learning Organization. 2006,
New York: Doubleday.
• Haneberg, L. 10 Steps to Be a Successful Manager. 2019, Alexandria, VA: ATD Press.
• Ito, T., W. Jenkins, K. O’Quinn. Focus on Them: Become the Manager Your People Need
You to Be. 2018, Alexandria, VA: ATD Press.
• Johansen, B. The New Leadership Literacies: Thriving in a Future of Extreme Disruption
and Distributed Everything. 2017, Oakland, CA: Berrett-Koehler Publishers.
• Zenger, J. and J. Folkman. The New Extraordinary Leader: Turning Good Managers into
Great Leaders. 2019, New York: McGraw-Hill Publishers.
1.4 Cultural • Silveira, E and Walters, J. TD at Work, “Building Blocks of Workplace Inclusion”. 2017,
Awareness and Alexandria, VA: ATD Press.
Inclusion • Rabotin, M. Culture Savvy: Working and Collaborating Across the Globe. 2011,
CPTD
• Livermore, D. Leading with Cultural Intelligence: The Real Secret to Success, 2nd
Edition. 2015, New York: AMACOM.
• Steffey, D. Destination Facilitation: A Travel Guide to Training Around the World.
1.5 Project • Horine, G. Project Management: Absolute Beginner’s Guide, 4th Edition. 2017,
Management Indianapolis, IN: Que Publishing.
1.6 Compliance and • Biech, E., editor. ASTD Handbook, 2nd edition (Chapter 18). 2014, Alexandria, VA: ASTD
Ethical Press.
Behavior • Collins, D. Business Ethics: How to Design and Manage Ethical Organizations, 2nd
2. Developing Professional Capability

2.1 Learning Sciences • Biech, E., editor. ASTD Handbook, 2nd Edition (Chapters 11, 13, 21 & 28). 2014,
Alexandria, VA: ASTD Press.
• Knowles, M. The Adult Learner, 8th Edition. 2015, New York: Routledge.
• Brown, P., H. Roediger, and M. McDaniel. Make It Stick: The Science of Successful
Learning. 2014, Boston: Belknap Harvard.
• Biech, E. The Art and Science of Training. 2017, Alexandria, VA: ATD Press.
2.2 Instructional • Hodell, C. ISD From the Ground Up, 4th Ed. 2015, Alexandria, VA: ATD Press.
Design • Dirksen, J. Design for How People Learn, 2nd Edition. 2015, San Francisco: New Riders
Press.
• Biech, E., editor. ASTD Handbook, 2nd Edition (Chapter 9). 2014, Alexandria, VA:
ASTD Press.
• Toth, T. Technology for Trainers, 2nd Ed. 2015, Alexandria, VA: ATD Press.
2.3 Training Delivery • Dirksen, J. Design for How People Learn, 2nd Ed. 2015, San Francisco: New Riders
and Facilitation Press.
• Skolovitch, H. D., and E. J. Keeps. Telling Ain’t Training, 2nd Edition. 2011,
• Biech, E. The Art and Science of Training. 2017, Alexandria, VA: ATD Press.
• Biech, E., ed. ASTD Handbook, 2nd Edition (Chapter 20). 2014, Alexandria, VA: ASTD
Press.
• Association for Talent Development. 10 Steps to Successful Facilitation. 2018,
2.4 Technology • Udall, C. and G. Woodill. Shock of the New. 2019, Alexandria, VA: ATD Press.
Application • Biech, E. ATD Foundations of Talent Development (Chapter 13). 2018, Alexandria,
VA: ATD Press.
• Foreman, S. The LMS Guidebook. 2017, Alexandria, VA: ATD Press.
2.5 Knowledge • Biech, E., ed. ASTD Handbook, 2nd Edition (Chapter 17 & 41). 2014, Alexandria, VA:
Management ASTD Press.
• Betts, B. and A. Anderson. Ready Set Curate. 2015, Alexandria, VA: ATD Press.
• Atwood, C. Knowledge Management Basics. 2009, Alexandria, VA: ATD Press.
• O’Dell, C & Grayson, C.J. If We Only Knew What We Know: The Transfer of Internal
Knowledge. 2012, New York: Free Press.
CPTD
2.6 Career and • Biech, E, ed. ASTD Leadership Handbook. 2010, Alexandria, VA: ASTD Press.
Leadership • Biech, E., ed. ASTD Handbook, 2nd Edition (Chapter 49). 2014, Alexandria, VA: ASTD
Development Press.
• Bickham, T. Talent Management Handbook (Chapter 19). 2015, Alexandria, VA: ATD
Press.
• Zenger, J. and J. Folkman. The New Extraordinary Leader: Turning Good Managers
into Great Leaders. 2019, New York: McGraw-Hill Publishers.
• Bruce, A. and S. Montanez. Leaders Start to Finish: A Road Map for Developing Top
Performers. 2012, Alexandria, VA: ATD Press.
2.7 Coaching • Haneberg, L. Coaching Basics, 2nd Edition. 2016, Alexandria, VA: ATD Press.
• Bianco-Mathis, V. & Nabors, L. EveryDay Coaching. 2017, Alexandria, VA: ATD Press.
• Biech, E. ATD Foundations of Talent Development (Chapter 16 & 26). 2018,
• Biech, E., editor. ASTD Handbook, 2nd Edition (Chapter 40). 2014, Alexandria, VA:
ASTD Press.
2.8 Evaluating • Kirkpatrick, J. and W. Kirkpatrick. Four Levels of Training Evaluation. 2016,
Impact Alexandria, VA: ATD Press.
• McCain, D. Evaluation Basics. 2016, Alexandria, VA: ATD Press.
• Biech, E., editor. ASTD Handbook, 2nd Edition (Chapter 29 - 33). 2014, Alexandria,
VA: ASTD Press.
• Association for Talent Development. TD at Work, “A Strategic Approach to Talent
Development.” 2019, Alexandria, VA: ATD Press.
3. Impacting Organizational Capability

3.1 Business Insight • Biech, E., editor. ASTD Handbook, 2nd edition (Chapter 43). 2014, Alexandria, VA:
ASTD Press.
• Biech, E. ATD Foundations of Talent Development (Chapter 6 & 12). 2018, Alexandria,
VA: ATD Press.
• Oliver, L. TD at Work, “Preparing & Defending Your Training Budget.” 2017,
• Cope, K. Seeing the Big Picture: Business Acumen to Build Your Credibility, Career, and
Company. 2012, Austin, TX: Greenleaf Book Group Press.
• Oliver, L and Nin, E. 10 Steps to Successful Budgeting. 2019, Alexandria, VA: ATD Press.
3.2 Consulting and • Biech, E., editor. ASTD Handbook, 2nd Edition (Chapters 7, 36, 38, and 47). 2014,
Business Partnering Alexandria, VA: ASTD Press.
• Association for Talent Development, TD at Work Collection, “A Strategic Approach to
Talent Development.” 2019, Alexandria, VA: ATD Press.
• Needs Assessment Basics, 2nd Edition. 2016, Alexandria, VA: ATD Press.
• Biech, E. ATD Foundations of Talent Development (Section I & II & Chapter 9). 2018,
• Scott, B. and Barnes, B.K. Consulting on the Inside, 2nd Edition. 2011, Alexandria, VA:
ATD Press.
3.3 Organization • Burkett, H. Learning for the Long Run: 7 Practices for Sustaining a Resilient Learning
Development and Organization. 2017, Alexandria, VA: ATD Press.
Culture • Stallard, M. Connection Culture: The Competitive Advantage of Shared Identity,
Empathy, and Understanding at Work. 2015, Alexandria, VA: ATD Press.
CPTD
• Senge, P. The Fifth Discipline: The Art & Practice of the Learning Organization. 2006,
• Rothwell, W. Organization Development Fundamentals. 2015, Alexandria, VA: ATD
Press.
• Johnson, S. Engaging the Workplace: Using Surveys to Spark Change. 2018,
• Bickham, T. Talent Management Handbook (Chapter 7). 2015, Alexandria, VA: ATD
Press.
3.4 Talent Strategy • Bickham, T. Talent Management Handbook (Chapter 10-12). 2015, Alexandria, VA:
and Management ATD Press.
• Locwin, B. TD at Work, “A Modern Approach to Performance Feedback.” 2019,
• Biech, E. ATD Foundations of Talent Development (Sections I, II, III, Chapters 10 -11,
29). 2018, Alexandria, VA: ATD Press.
• Association for Talent Development. TD at Work Collection, “A Strategic Approach to
Talent Development.” 2019, Alexandria, VA: ATD Press.
• Oakes, K. and P. Galagan. The Executive’s Guide to Integrated Talent Management.
3.5 Performance • Biech, E., editor. ASTD Handbook, 2nd Edition (Chapter 28). 2014, Alexandria, VA:
Improvement ASTD Press.
• Biech, E. ATD Foundations of Talent Development (Chapter 13). 2018, Alexandria,
VA: ATD Press.
• Robinson, D. and P. Phillips. Performance Consulting: A Strategic Process to Improve,
Measure, and Sustain Organizational Results, 3rd Edition. 2015, Oakland, CA:
Berrett-Koehler Publishers.
• Willmore, J. Performance Basics, 2nd Edition. 2016, Alexandria, VA: ATD Press.
3. Impacting Organizational Capability

3.6 Change • Biech, E., editor. ASTD Handbook, 2nd Edition (Chapter 47). 2014, Alexandria, VA:
Management ASTD Press.
• Rothwell, W. Organization Development Fundamentals. 2015, Alexandria, VA: ATD
Press.
• Gerschel, A. and L. Polsky. Rapid Retooling. 2013, Alexandria, VA: ATD Press.
• Kotter, J. Leading Change. 2012, Cambridge, MA: Harvard Business Review.
3.7 Data and • Association for Talent Development. TD at Work, “A Strategic Approach to Talent
Analytics Development.” 2019, Alexandria, VA: ATD Press.
• Reynolds, V. Big Data for Beginners: Understanding SMART Big Data, Data Mining &
Data Analytics For improved Business Performance, Life Decisions & More! 2016,
CreateSpace.
• Evergreen, S. Effective Data Visualization: The Right Chart for the Right Data, 2nd
• Biech, E., editor. ASTD Handbook, 2nd Edition (Chapter 33 & 34). 2014, Alexandria,
VA: ASTD Press.
• Nussbaumer Knaflic, C. Storytelling: Data Visualization for Business Professionals.
CPTD
2015, Hoboken, NJ: John Wiley and Sons.

3.8 Future Readiness • Udall, C., and G. Woodill. Shock of the New. 2019, Alexandria, VA: ATD Press.
• Lewrick, M., P. Link, and L. Leifer. The Design Thinking Playbook: Mindful Digital
Transformation of Teams, Products, Services, Businesses and Ecosystems. 2018,
Hoboken, NJ: John Wiley and Sons.
• Glynn, K and Tolsma, D. TD at Work, “Design Thinking Meets ADDIE.” 2017:
• Biech, E. ATD Foundations of Talent Development (Chapter 33 - 36). 2018, Alexandria,
VA: ATD Press.
CPTD
Applying for the CPTD Exam

Before beginning an application, candidates must:
• Read this entire CPTD Certification Handbook. Candidates will be required to sign a statement
verifying that they have read the Handbook.
• Review instructions for completing an application. A link to the ATD Certification Portal and step by
step instructions for applying can be found here. During the online application process, candidates
are required to sign important releases and agreements, including an applicant declaration and
release, intent to participate and the ATD CI Code of Ethics. Please review the candidate releases
included in Appendix B of this Handbook before applying.
• Prepare a current resume. During the application process, candidates will be asked to upload a
current resume.
• Add [email protected] to their email “safe list” to ensure that they receive communication
about their CPTD applications.
Please note that no eligibility decisions will be made outside the application in the ATD Certification
Portal. If you are unsure your experiences and professional development are aligned with the
requirements, please refer to the certification eligibility requirements and carefully review your
qualifications.
Candidates who will require special accommodations during the testing process, should review the
special accommodations policy section on page 31 before applying.
Submitting an Application for the CPTD Program

To apply for the CPTD certification program, go to the ATD Certification Portal. An ATD login and
password will be required to login to the portal. Please call ATD customer Care at 800.628.2783 with
questions.
Candidates who already have a login on the ATD site, should use that login name and password when
signing in, as it will link their certification information from their td.org account.
To begin the process, applicants will need to consider the following:

• Legal Name: Candidates must supply their full legal name as it appears on their official,
government-issued identification. In order to be admitted to the testing center, the name on all
official identification MUST match the name on the exam registration. If they do not match,
candidates will be denied entry to the testing center and will have to pay a Transfer Fee.
• Certificate Name: This is name that will be used in all correspondence with ATD CI and the name
that will be printed on the CPTD Certificate.
• Testing Windows: Candidates will be asked to select a specific testing window. and should
consider their schedules carefully when choosing a test window for the exam. Eligibility will be
granted for a two-consecutive window timeframe (approximately 90 days, of which
approximately 60 days are active testing days). Appointments may be scheduled during any part
of this two-window set. Once the exam registration fee has been paid, candidates will be
charged a transfer fee if they wish to change their test window. Please refer to page 9 for
program fee information.
CPTD
• Employment Details and Resume: Applicants will be asked to provide specifics about their
employment in the talent development field, including position title, starting and ending dates,
employer names, and employer addresses. A current resume will be required.
• Professional Development Details: Details about professional development activities that have
been completed within the last five years, including dates and hours of participation.
• Applicants should include adequate employment and professional development information to
meet the minimum eligibility requirements. If more than one talent development position will
be reported, additional employers can be added by clicking the ADD NEW button. Applicants
will not be permitted to submit the application until all eligibility criteria are met.
• Names and contact information of references from each listed employer who can validate the
applicants’ talent development experience must be included. If recent contact information is not
available, please include a contact in the HR department.
Audit of Applications
At least 25% of CPTD applications are randomly selected for audit. During the audit process, candidates
will be contacted to provide more specific documentation to support the entries on their application. All
documents provided to support eligibility MUST be submitted in English or with a translation. Candidates
will be given the opportunity to substitute any professional development or experience listed on their
application if an entry is disallowed.
If deemed ineligible, candidates will be invited to reapply once the minimum eligibility requirement is
met. Pending an audit review, a review fee of $250 will be withheld for anyone deemed ineligible for the
program or who does not supply audit documentation within 60 days. To appeal an eligibility decision,
refer to Appendix E for information about the appeals process.
An applicant is not considered an official candidate until the CPTD application is complete, the
registration fee is paid, and the application has been submitted. Once paid, the applicant’s official CPTD
candidacy begins. Candidates must pass the CPTD exam within 18 months from the date of registration
to achieve the CPTD credential. Candidates who are not successful within the 18-month period, must
reapply as a new candidate, meet all eligibility requirements in force at the time, and pay all fees in full.
Payment of Fees
Exam fees may be paid in the following ways:

• Credit Card payment: Follow the process to make a credit card payment. A receipt will be
created that can be printed or saved.
• Check or wire payment: Please contact ATD Customer Care at 1-800-628-2783 to be sent an
invoice with payment instructions.
Exam fees are nontransferable and nonrefundable. Candidates who decide to withdraw from the
program can receive a refund, less a $250 review fee, if the request is made prior to the registration
deadline for the window they selected. After that time, no refunds will be issued.
Candidates who are selected for audit and are deemed ineligible, or who do not respond to notice of an
audit within sixty (60) days, will be refunded, less a $250 program review fee.
CPTD
Once their application has been approved and payment has been processed, candidates will receive an
email from ATD Certification Institute with instructions on how to schedule an exam appointment. A
“Schedule Exam” message will also appear on the candidate’s home page in the Certification Portal. The
[email protected] email address should be safe-listed to ensure that all notifications are received.
Scheduling an Exam
The CPTD certification process involves candidates taking and passing a standardized exam that focuses
on skills application through professional judgement and decision-making. The exam is a computer-
based test administered at an ATD CI-authorized testing center or through ATD’s official remote
proctoring platform during scheduled exam windows. Candidates who have scheduled an exam
appointment at a testing center may switch to the remote proctoring option or vice versa assuming all
cancellation policies are met.
Testing Centers
ATD CI partners with PearsonVUE to deliver the exams through authorized testing centers in most
major cities in the United States and Canada as well as in many global locations. The testing
vendor cannot guarantee the availability of testing sessions at all locations during all testing
windows, and all testing center locations are subject to change. For the list of the testing centers,
go here.
ATD CI recommends that candidates schedule appointments at a Pearson Professional Center (PPC).
PPCs are owned and managed entirely by Pearson VUE. All PPCs have the same layouts, policies, and
computer stations so consistency is guaranteed from one center to another. PearsonVUE is also
committed to maintaining health precautions at its owned centers. Please review PearsonVUE’s COVID-
19 Update Page for more information about the health and safety measures in place for testing and to
find out about any country-specific testing policies. Appointment availability may be limited due to
social distancing precautions and varies by location.
Although Pearson VUE Authorized Testing Centers (PVTC) may have available appointments, all PVTCs
are owned and independently operated by third-party providers. Center policies and hours will vary
from location to location and could involve schedule changes that may affect appointment times and
require last-minute rescheduling.
Remote Proctoring
ATD CI has partnered with PearsonVUE to offer a remote proctored option called OnVUE for the new
APTD and CPTD exams. The OnVUE system is a testing platform that works outside of a traditional
testing center so candidates can test if they have access to a private room with a with a computer that
has fast, secure, and reliable internet. Note: Pearson Vue’s OnVUE Remote Proctoring is not available in
China or Japan.
Technical Requirements for Remote Proctoring
• System Check Link: Pearson Vue’s website has a technical system check that should be
performed before scheduling to ensure system compatibility.
• Online Proctored Policies: All remote proctored candidates must agree to OnVUE policies
before beginning the exam. The policies may be reviewed here.
CPTD
• Tutorial Video: For additional information about what to expect during remote proctoring,
review the tutorial video on the PearsonVue site here.
Appointment Scheduling
After their application approval and payment is completed, candidates will receive an email from ATD CI
informing them that an exam appointment can now be scheduled. Appointments can be made by
clicking on the “Schedule Exam” button in the certification portal. At that time, candidates will be asked
to choose the remote proctored or test center option.
Important points to consider when scheduling a testing appointment:

• Each candidate’s authorization to test (ATT) spans a testing window selected by the candidate that
includes two (2) months for testing with a defined “no testing” period. Appointments must be
scheduled within the specified testing window and no tests can be taken outside the authorized
period without incurring a transfer fee. The expanded window covers two months of testing and
candidates should schedule as early in the window as possible to accommodate last-minute
emergencies that would require rescheduling. Rescheduling within the window does not incur a fee;
however, transferring to a future window will incur the transfer fee.
• Where possible, candidates are encouraged to select Pearson Professional Centers as they are
owned and operated by Pearson VUE. Third party test sites are more plentiful, but we cannot
guarantee the experience at third-party centers.
• Testing center appointments are arranged on a first come, first served basis. Select a testing date
early in the process to have access to the largest number of dates, times, and locations.
• The testing center vendor cannot guarantee availability of appointments at all testing center
locations. Failure to find a suitable test time slot will not result in a waiver of a transfer fee. If
candidates are having problems finding a test time, they should contact ATD CI by emailing
[email protected] as soon as possible.
• Candidates should carefully consider the timing of their exam appointment. Appointments made
late in the testing window allow more time for study. However, if unforeseen circumstances
interfere with a candidate’s ability to test within the selected window, a transfer fee will be charged.
• The remote proctoring option typically has the largest number of slots available throughout the day
and night, providing more flexibility for candidates.
• Candidates who have scheduled an exam appointment at a testing center may switch to the remote
proctoring option or vice versa assuming all cancellation policies are met.
• All requests for Special Accommodations under the Americans With Disabilities Act must be
submitted to ATD CI directly as part of the application and registration. Please see page 31 for more
details about requesting accommodations and contact [email protected] with questions.
• Candidates who do not schedule any testing appointment within their authorized testing window will
incur a transfer fee to move to a different window.
CPTD
Appointment Confirmation
• Once a testing appointment has been scheduled, candidates will receive a confirmation email.
• The confirmation email will include the candidate’s name and authorization number; the test center
name and address; and the date, time, and location of the testing appointment.
Cancellation, Rescheduling, and Transfer Fees

Candidates who decide to withdraw from the program can receive a refund, minus a $250 review fee, if
the request is made prior to the registration deadline for the window they selected. After that time, no
refunds will be issued. Pending an audit review, a review fee of $250 will be withheld for anyone
deemed ineligible for the program or who does not supply requested audit documentation within 60
days.
Cancelling or Rescheduling Testing Appointments: Once authorized to test, all testing appointments
must be canceled or rescheduled directly with PearsonVue through the online appointment scheduling
system that is accessed through the certification portal. Candidates who do not schedule any testing
appointment during their authorized testing window will incur a transfer fee to move to a different
window.
Remote Proctored Exams:

• Remote proctored exams may be scheduled up until 30 minutes before exam time and canceled up
the time of the exam.
• Candidates must check-in 30 minutes before the exam appointment. If the system check fails or
other technical difficulties are encountered the appointment may be canceled and rescheduled
within the same testing window without penalty.
• Any missed appointment without notice is considered a no-show subject to a $100 fee.
• Appointments that are revoked by PearsonVue due to software or hardware incompatibilities are
subject to a $100 administrative fee to reinstate the candidate’s eligibility.
Testing Center Appointments:

• All cancellations and reschedules must be made at least 72 hours before the scheduled test day.
• If the cancellation or rescheduling request is made less than 72 hours before the scheduled test day,
candidates are subject to a Missed Appointment Fee of $100.
• In specific situations, and with appropriate documentation, candidates may cancel test
appointments with less than 72-hours’ notice. Please contact [email protected] to cancel. Proper
documentation includes a hospital intake or discharge paper, obituary, jury duty notice and so forth.
The following situations are acceptable reasons for late cancellation with documentation:
o Sudden or serious illness (either candidate or an immediate family member)
o Death in the immediate family
o Disabling accident
o Court appearance
o Jury Duty
o Unexpected military call-up
CPTD
Exam Dates Affected by Severe Weather or Local/National Emergencies

If a test date is cancelled due to adverse weather conditions or other types of local or national
emergencies, PearsonVue will contact candidates to reschedule the appointment at no charge.
Exam Day
What to Bring to the Test Center
The CPTD exam is administered in secure testing centers. Only approved candidates are admitted to the
test center to take the exam. Upon arrival, the test administrator will request two forms of personal
identification (see below for specifics). If the candidate’s ID does not match the name on their
registration, they will not be permitted to test and will owe fees for a missed appointment.
Personal Identification Requirements

• Candidates must present two forms of original (no photo copies), valid ID; one form as a primary ID
(government issued with name, photo and signature) and one form as a secondary ID (with name
and signature or name and recent recognizable photo).
• The first and last name used to register for the exam must exactly match the first and last name on
the ID that is presented on test day. All IDs required must be issued by the country in which the test
is being taken.
• If candidates do not have qualifying ID issued from the country in which they are testing, an
International Travel Passport from their country of citizenship is required, along with a secondary ID.
For any questions or concerns about ID requirements, please contact Pearson VUE or review the full
ID policy here: http://www.pearsonvue.com/policies/1S.pdf .
Examples of Primary forms of ID Examples of Secondary Forms of ID

International Travel Passport Driver’s license · Any ID containing at least name and
Identification card (national/state/province identity signature, or name and recent recognizable
card) · Alien registration card (green photo with exact-matching first and last
card, permanent resident, visa) · Local language ID name, original (no photocopies), unexpired
(not in Roman characters) – accepted only if issued
from the Country the Candidate is testing in
It is each individual’s responsibility to ensure that the CPTD database record shows the full, legal
name including middle name and that the required identification contains the full, legal name.
What to Expect at the Testing Center

Testing Centers host a variety of certification programs with varying stakes. As a result, there is
usually a high degree of security protocols surrounding operations at a test center to protect
the individual as well as the intellectual property of the certifying bodies. Certain protocols may
seem stringent but are in place for the protection of all parties involved.
• Candidates must provide the required ID to be admitted to the testing center. Individuals
without the required identification will NOT be allowed to test.
• Once admitted to the testing center, candidates should keep their ID with them at all times.
CPTD
• Candidates must leave personal property, including phones, purses and other personal
items in a locked location outside the testing room. Glasses will be inspected to ensure that
they do not include smart technology. Candidates may be asked to empty their pockets or
show that no materials are hidden in boots or pockets. These policies are enforced to
ensure that all candidates are following the same testing and security policies.
• Trained test proctors administer CPTD exams at all testing center sites.
• Candidates are given three pieces of blank paper and two pencils OR white board by the
proctor and these items will be collected at the end of the test.
• The examinations are timed, with a timer displayed on the computer screen. Candidates
are permitted a total timed testing period of 180 minutes (3 hours) to complete the exam.
• A ten-minute optional break is provided between the multiple choice and case
management portions of the exam.
• After completion of the CPTD Exam, candidates will be provided with a score report by the
testing center staff at the front desk.
• To ensure that all candidates earn their results under comparable conditions, a
standardized testing environment is maintained. Except where permitted by special
accommodation under the Americans with Disabilities Act, none of the following are
permitted in the testing room:
o papers
o books
o food and drink
o calculators, cell phones, pagers
o smoking materials
o watches
o purses, wallets, briefcases, backpacks, bags
What to Expect during Remote Proctoring

Remote proctoring has proven to be a convenient choice for many candidates. Before choosing this
option, candidates should make sure that their workspace and internet connection meets the technical
requirements for remote proctoring.
Check In
• Just prior to their testing appointment, candidates should test their internet speed, clear the room
of any preparation materials and any other notes or handwritten materials, notify others in their
location to not disturb them during their appointment.
• Thirty minutes before the exam appointment, candidates must log into the system and complete
the check-in procedures which include verification of their identity and to ensure that their
workspace and walls are clear of any preparation materials.
• AFTER you have been checked-in by a greeter, you MAY need to wait up to 30 minutes for a
proctor to start your exam. You will be given the opportunity to CANCEL/Reschedule your
appointment if you do not wish to wait.
• Religious head or face coverings can be worn during the exam but may need to be removed for the
live check-in photo.
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• Being late is not an option. Candidates must be ready when the check-in window opens 30 minutes
before the exam start time to allow for mandatory system checks, download of the testing software
and identity verification.
Workspace Requirements
• The testing workspace must be a walled room with a closed door and no distractions. No one else is
permitted in the room during testing.
• Trained proctors continuously monitor candidates by video and audio while they are taking the
exam.
• Candidates must acknowledge and consent to audio and video recording of their face, voice, and the
physical room where testing is taking place as well as the location for exam delivery.
• During check-in, candidates will be asked to take real-time photos of their work area, which will be
checked by a proctor prior to the exam. Desktops must be clean and all books, notepads, sticky
notes, papers, pens, pencils, and other writing instruments must be out of reach.
• If you will be using a web camera built into a monitor that cannot be lifted to show all four walls and
under your desk during the check-in process, you may be asked to use a mirror to show these areas.
You may wish to have a hand mirror nearby.
• Additional monitors and computers must be unplugged, turned off, and covered. Items on the wall
with writing on them, such as whiteboards, will be inspected.
• If their workspace does not pass a room scan, candidates will not be permitted to proceed with the
exam and will marked as a no-show for their appointment.
Conduct During Exam, Breaks and Personal Belongings

• No breaks are allowed during the 3-hour CPTD exam except for the ten-minute optional break
between the two portions of the exam. You cannot leave the frame of the screen except during the
authorized break.
• Candidates may have a clear glass of water on the desk, but are not allowed to eat, smoke, or chew
gum during the exam.
• During the exam, candidates are not allowed to access the following types of personal items: mobile
phones, headphones or headsets (wired or Bluetooth), handheld computers or other electronic
devices, pagers, watches, wallets, purses, hats (or other head coverings), bags, coats, books, notes,
or any other materials not specifically approved.
• External monitors not in use or TV screens in the room will need to be covered with a towel or other
cloth during testing.
• Be aware of the personal requirements during testing (no gum chewing, no reading the questions
aloud to yourself (even silently), no leaving the frame of the screen, etc.) and a reminder that one is
permitted to enter the room.
• You will be asked to enter a phone number where the remote proctor can reach you, if necessary.
You can use your cell phone for this and leave it in the testing room out of immediate reach, so that
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you can answer it if the proctor calls you. This typically is only necessary if you lose internet
connection.
• Religious head or face coverings can be worn during the exam but may need to be removed for the
live check-in photo.
• Watches must be removed. A countdown-clock is provided within the exam platform.
Termination of Exam
• If candidates are found to be exhibiting inappropriate or wrongful conduct, including things
described above, such as accessing study materials during the exam, their exam will be terminated
and their exam fee will be forfeited.
• If candidates are interrupted by noises in another part of the building or if others enter the room
while they are testing, the exam will be terminated.
For candidates choosing remote proctoring, additional information may be found on the ATD website
here or the PearsonVue page describing the process here.
Special Accommodations
ATD CI and its testing vendor comply with the provisions of the Americans With Disabilities Act (ADA)
and Title VII of the Civil Rights Act in accommodating candidates with disabilities who need special
accommodations to take the exam. If candidates require special accommodations, they must notify ATD
CI of their request as part of their application. Only ATD CI has the authority to approve these requests.
If the request is not made at the time of application, the accommodations may not be granted.
• The Request for Special Accommodations should be completed as part of the CPTD online
application. The required form should be downloaded from the certification portal and completed
prior to submitting the application. The form must be signed by a licensed or certified professional
qualified to diagnose or treat the condition specified in the request. In addition, this professional
must provide a Statement of Explanation describing the conditions and the special
accommodation(s) needed.
• Both the completed Request for Special Accommodations Form and the Statement of Explanation
must be uploaded to the certification portal at least 10 weeks before the selected testing window
opens. Once received, the request will be reviewed to determine if reasonable accommodations can
be made.
• Please note that there are no extra fees charged by ATD CI for this accommodation if the procedures
outlined in this section are followed. For additional information, please contact ATD CI at
[email protected].
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General Exam Policies

Exam Copyright
ATD CI holds all proprietary rights for the examination, including copyright and trade secret.
To protect the integrity of the examination and to ensure the validity of the scores that are
reported, candidates must adhere to strict guidelines regarding proper conduct in handling
the copyrighted, proprietary information.
Any attempt to reproduce all or part of an examination is strictly prohibited by law. Such
attempts include, but are not limited to, removing materials from the examination room,
aiding others in reconstructing any portion of an examination by any means, or selling,
distributing, receiving, or having unauthorized possession of any portion of an exam. Alleged
copyright violations will be investigated and, if warranted, prosecuted to the fullest extent of
the law. It should also be noted that examination scores might be invalidated in the event of
this type of suspected breach.
Confidentiality and Conduct

Candidates must abide by the following confidentiality and conduct agreement. Failure to
abide to the rules of conduct may result in dismissal from the program without refund. The
agreement is as follows:
“I understand that the contents of this test are copyrighted, proprietary, and confidential and
that disclosure or reproduction of any portion of it to any individual or entity for any purpose
whatsoever is prohibited. Such activity will result in the invalidation of test scores and may
result in civil and/or criminal prosecution. I can be disqualified from taking or continuing to sit
for an examination, or from receiving examination results, or my scores might be canceled if
there is substantial reason to believe through proctor observation statistical analysis, and/or
other evidence that my score may not be valid or that I was engaged in collaborative,
disruptive, or other unacceptable behavior during the administration of this examination.”
Grounds for Dismissal

Any candidate who does not have proper identification, who uses unauthorized aids, or who
does not follow the testing procedures may be dismissed from the test center. ATD CI may
choose to have the test scores of such candidates invalidated.
Candidates who engage in misconduct and do not heed the administrator’s warning to
discontinue the behavior will be dismissed from the test center. All of the following behaviors
are considered to be misconduct:
• giving or receiving assistance of any kind, including accepting exam details from
another individual, organization, or entity or providing exam details to another
individual, organization, or entity. This includes asking or providing information about
content on the exam as part of study groups.
• using any unauthorized aids
• attempting to take the examination for someone else
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• failing to follow testing regulations or the instructions of the test administrator

• creating a disturbance of any kind
• removing or attempting to remove examination questions or responses (in any
format) or notes about the examination from the testing room
• tampering with the operation of the computer or attempting to use it for any function
other than taking the examination.
Before an exam is canceled for misconduct, the test administrator will notify the candidate of
any concerns. The candidate is then given an opportunity to provide additional information.
The test administrator then has the following options:
• Dismiss the candidate and file a report with ATD CI describing the action and the
reasons for dismissal.
• Allow the candidate to continue and file an irregularity report with ATD CI describing
any observations.
In either event, ATD CI will review that candidate’s test record and will make a determination
as to the handling of the candidate and the score.
Exam Results
A candidate’s score is determined by the number of correct answers selected minus any
incorrect answers selected in the case management section. A candidate score is represented
on a scale of 200 – 800, with 500 being the required passing score. A consistent passing
standard is applied to all candidates equally. A candidate’s score does not depend on others
who test during the same testing window. There is no pre-determined number of candidates
permitted to pass, as ATD CI does not score on a curve.
Candidates who pass the CPTD Exam are considered certified upon receipt of passing scores.
Certification is for a three (3) year period that beings the day certification is achieved and ends
three years later at the end of the certification month. For example, a candidate passing the
exam on October 12, 2020 is considered certified from October 12, 2020 – October 31, 2023.
How the Cut Score Is Determined

The ATD Certification Institute takes great care in determining the cut score for each exam form. The
cut score is established through a process called standard setting, during which a selected panel of
current CPTDs conducts a systematic evaluation of the test content. The panel discusses the
qualifications for certification and makes a judgment on the level of knowledge and skill an individual
needs to be successful on the job. Their expert judgment is translated to a specific cut score on the
exam using the statistical Angoff method.
The Angoff method is commonly used to set passing standards in the credentialing industry. Using this
method, the panel of experts reviews and evaluates a representative sample of exam items that map to
the test content outline. For each item, the group estimates the percentage of qualified candidates
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who are expected to answer it correctly. For example, an item rated as 75 percent indicates that three-
fourths of the candidates are expected to answer the item correctly. Ratings for each item are then
used to compute an overall minimum passing score for the exam and validated by actual candidate
performance before the cut or passing score is set. (This is similar to the method of setting par on a golf
course.) Once a passing standard is set, it is applied consistently across all candidates.
ATD CI has more than one form of an exam being administered at any given time. A form is the set of
150 measurement opportunities given to a candidate during a testing appointment. Multiple forms are
in use at the same time for security of the item bank. These forms are equated by mapping statistical
properties and using new items with similar properties to ensure all candidates are having the same
standard applied.
ATD CI reports scores as a scaled score on a scale from 200 – 800, with 500 being required to pass. ATD
CI does not provide the number of measurement opportunities that must be answered correctly in
order to score a 500. This is due to the multiple forms in use at any given time. Each form has its own
cut score, which may differ from form to form. An “easer” form, simply due to the make-up of test
questions on that form may require candidates to answer more measurement opportunities correctly.
Likewise, a “harder” form may require candidates to answer fewer measurement opportunities
correctly. This is called equating and ensures a level playing field for all candidates.
Candidates are randomly assigned to a form at the time of application. If a candidate must retake the
exam, the candidate is assigned an alternate form of the exam.
Retest Policy
If candidates do not pass their exam, they may retest if their CPTD candidacy has not expired. Candidacy
is for eighteen (18) months, beginning the day the candidate is approved to take the exam. A retest fee
is required to register to retake the CPTD Exam (see page 9 for fees).
Candidates wishing to retest must wait until the next exam window to retake the exam. If a candidate
wishes to retest after their candidacy expires, they must reapply and meet all current eligibility
requirements and pay all current fees.
CPTD Achievement
To achieve their CPTD certification, candidates must pass the CPTD Exam. Once this has been
accomplished, candidates are permitted to display the CPTD letters after their name. New CPTDs will
also receive a CPTD digital badge, lapel pin, and certificate as further recognition of their
accomplishment. CPTDs are encouraged to do the following to maximize the impact of their
achievement:
• Add the certification to their name on business cards, social media and email signatures.
• Claim and share their digital badge on social media and include it in their email signature or
digital resume to communicate their achievement to colleagues and employers.
• Utilize the personal marketing toolkit for credential holders to publicize their achievement.
• Join the CPTD community on LinkedIn and Facebook.
• Maintain the credential through recertification.
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Policy on Use of the Certification Mark
This policy is applicable to all individuals certified by the ATD Certification Institute
The ATD Certification Institute (ATD CI) offers the Associate Professional in Talent Development (APTD)
and Certified Professional in Talent Development (CPTD) designations.
ATD and ATD CI grant limited permission to individuals who have met all of the certification program
eligibility criteria, passed the applicable exam, or maintained their certification per ATD CI’s
recertification requirements, and received notification of certification from ATD CI to use the APTD or
CPTD designation that has been granted to them.
The APTD and CPTD designations are registered trademarks in the United States and its use is protected
by applicable trademark law.
This limited permission allows only individuals who are currently in good standing with ATD CI to use the
designation as part of one’s professional title. Proper uses of the designations include:
• Signature lines
• Business cards
• Letterhead
• Name badges/IDs
• Directory listings
• Marketing materials when linked to an individual (e.g. press releases, ads, etc.)
Acceptable examples:
• Jane J. Torres, CPTD
• Jacque R. Smith, APTD
• Jane D. Jones, Ed.D, APTD
• Jordan Doe, Ph.D., CPTD
Use of the APTD and CPTD designations by individuals who are not currently in good standing with ATD
CI (e.g. have not been granted certification, have failed to properly maintain certification), is prohibited.
Improper use of the designations or certification trademarks may result in disciplinary or legal action.
An APTD or CPTD credential holder has the responsibility to report the unauthorized use, misuse, or
other violation of this Policy to the ATD CI in a timely manner.
This reporting responsibility includes any circumstance where the use of an ATD CI granted certification
mark is related to an individual or organization that is not a APTD or CPTD credential holder, or where a
certification mark is used improperly by an APTD or CPTD credential holder. Suspected improper use of
ATD CI designations should be reported in writing via e-mail to ATD CI at: [email protected].
A report of improper use must include a copy of the materials showing the misuse (i.e., copy of a CV,
email signature line, business card, online profile, etc.). The complainant must include his or her name
and contact details when lodging a complaint. However, such information will be held as confidential.
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Within seven (7) business days upon receipt of a report of suspected misuse, ATD CI staff will verify the
status of the individual reported to have been misusing the designation. If the individual is currently in
good standing with ATD CI, the complainant will be notified as such.
If the individual purportedly misusing the designation is not currently certified in good standing, the ATD
CI staff shall contact the individual through a written letter, via a traceable method. The letter shall
inquire regarding the use of credential and a request made that the respondent forward any evidence of
current certification (copy of certificate or award of certification letter) to ATD CI within 15 days of
receipt of the notification. The respondent may also reply acknowledging the improper use with
evidence that corrective action has been taken (i.e., removal of the designation from business cards,
website, CV, etc.), or with an application to take the appropriate examination to achieve the
designation.
If no response is received within the stipulated time frame, the ATD CI shall then request legal counsel
to send a cease and desist letter to the individual, demanding a response and applicable mandatory
corrective action.
Recertification Guidelines
The CPTD credential is valid for three (3) years. CPTD credential holders must recertify during each
three-year recertification period to maintain the credential. The recertification cycle begins the first day
of the month after notification of CPTD success. Recertification points must tie directly to one or more
areas of expertise within The ATD Talent Development Capability Model. Credential holders must accrue
a minimum of 60 points during each three-year recertification cycle. The categories for recertification
points are listed in the table below.
Categories Minimum Required CPTD Maximum Allowable CPTD

Points Per Three-Year Points
Period Per Three-Year Period
1. Continuing Education 20 45
2. Speaking and Instructing 0 20
3. On-the-Job Experience 0 20
4. Research and Publishing 0 20
5. Leadership and Recognition 0 20
6. Professional Membership 0 15
Total Points Required 20 60
Credential holders must accrue at least 60 recertification points during their certification cycle to renew
their credential. Certificants must report at least twenty (20) points from the Continuing Education
Category. Points do not need to be earned in all categories, but each category does have a maximum
allowable number of points as outlined above. As an alternative, credential holders may elect to retake
the certification exam to satisfy the recertification requirements. Fees would apply to retest; see the
schedule of fees for more information.
For additional details visit www.td.org/certification/recertification-program
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Appendix A: Code of Ethics and Disciplinary Process

All applicants for certification with the ATD Certification Institute must agree to uphold the ATD
Certification Institute Code of Ethics. The Code of Ethics itself, and the associated disciplinary process,
can be found here.
This Code of Ethics and accompanying Procedures for Review of Conduct were adopted by the ATD
Certification Institute Board of Directors on October 23, 2013.
Summary
The ATD Certification Institute (“ATD CI”) is a nonprofit, tax-exempt organization created by the
American Society for Talent Development (“ATD”) to set professional industry standards for the talent
development profession. The ATD CI Code of Ethics (the “Code”) serves as a code of professional
conduct and describes the behavior expected of a talent development professional. The Candidate
Agreements—referenced in the CPTD Handbook (Appendix B)—provide further detail on policies and
rules to which candidates must adhere. Individuals who have earned the Certified Professional in Talent
Development (“CPTD”) credential and those who have applied to the program must affirm their
endorsement of the Code and acknowledge their commitment to uphold its principles, and agree to the
policies and rules set forth in the CPTD Handbook. Violations of provisions 14 of the Code or Candidate
Agreements may result in sanctions imposed under the Procedures for Review of Conduct (the
“Procedures”). These Procedures were adopted to provide due process to individuals who have earned
the CPTD credential and other Covered Individuals to protect the integrity and ensure the efficacy of the
Code and policies of the CPTD Program.
ATD CI Code of Ethics
I will: I strive to:
1. Comply with all copyright laws and the 1. Provide my employer, clients, and
laws and regulations governing my learners with the highest-level quality
position. education, training, and development.
2. Maintain integrity in the practice of my 2. Keep informed of pertinent knowledge

profession. and competence in this field.
3. Conduct myself in an ethical and honest 3. Support my peers and avoid conduct that
manner. impedes their practicing their profession.
4. Fairly and accurately represent my 4. Improve the public understanding of

credentials, qualifications, experience, talent development.
and ability.
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Procedures for Review of Conduct
I. Introduction
The following Procedures for Review of Conduct (the “Procedures”) are the only rules and
procedures for processing and reviewing possible violations of provisions 1-4 of the ATD CI Code
of Ethics, CPTD program rules and policies, or any provision of applicable law. These Procedures
are applicable to: (1) all individuals who hold the CPTD credential; and (2) individuals who apply
to commence the CPTD certification process (throughout these Procedures, the individuals to
whom these Procedures apply may be referred to collectively as “Covered Individuals”).
Covered Individuals acknowledge and agree that the Procedures establish a fair process for
resolving all potential misconduct violations; and Covered Individuals further acknowledge and
agree that they will be bound by decisions made, and sanctions issued, pursuant to the
Procedures.
These Procedures shall apply to all complaints, allegations, or inquiries received about a
Covered Individual, whether initiated by another individual holding the CPTD credential, ATD CI
or its agents, or other third party. Actions taken under these Procedures do not constitute
enforcement of the law, although referral to appropriate federal, state, or local government
agencies may be made in connection with a Covered Individual’s conduct in appropriate
situations. Individuals bringing complaints are not entitled to any relief or damages by virtue of
these Procedures, although they will receive notice of the actions taken. Complaints essentially
of a commercial nature, primarily involving claims of libel or slander, or primarily requesting
judicial-type relief, may not be considered under these Procedures unless they also involve
potential violations of provisions 1-4 of the Code of Ethics, CPTD program rules and policies, or
otherwise are included in the grounds for disciplinary action set forth herein.
Notices provided under these Procedures shall be delivered to the delivery address on file with
ATD CI using either registered mail or reliable delivery service with signature required by the
recipient. Parties are responsible for maintaining up-to-date delivery addresses with ATD CI.
II. Grounds for Disciplinary Action

The grounds for disciplinary action are as follows:
A. Gross negligence or willful misconduct in the performance of services, or other unethical or

unprofessional conduct based upon demonstrable or serious violations of provisions 1-4 of
the ATD CI Code of Ethics, or applicable rules or policies.
B. Conviction of a Covered Individual of a felony or other crime of moral turpitude under
federal or state law, which impacts their ability to effectively practice in the talent
development profession.
C. Fraud or misrepresentation in the application, testing process, or maintenance of ATD CI
certification, industry certification, or other professional recognition or credential,
including cheating or plagiarism during any aspect of the certification and maintenance
process.
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III. Development and Administration of Procedures

A. The ATD CI Board of Directors (the “CI Board”) is responsible for the development and
administration of these Procedures; however, the Professional Conduct Review Committee
(the “Review Committee”) is delegated to administer these Procedures on behalf of the CI
Board.
B. The Chair of the Professional Conduct Review Committee (the “Review Committee Chair”)
is specifically responsible for ensuring that these Procedures are implemented and
followed.
C. All members of the CI Board, ATD staff, members of the Review Committee, and other
individuals engaged in investigations or decisions on behalf of ATD CI with respect to any
complaint, allegation, or inquiry under these Procedures are indemnified and shall be
defended by ATD CI against any liability arising from related activities to the extent
permitted by law, provided such individuals act in good faith and with reasonable care,
without gross negligence or willful misconduct, and do not breach any fiduciary duty owed
to ATD CI. No one who has any personal involvement in the alleged misconduct or any
conflict of interest shall be permitted to participate in the matter to be reviewed.
IV. Complaints
A. Complaints may be transmitted to ATD CI by any individual or entity, but must be set forth
in writing on the Complaint Form of the ATD CI Code of Ethics. A copy of the Complaint
form is available through ATD CI upon request. In addition, the CI Board Chair may self-
initiate an inquiry if circumstances warrant. Inquiries or submissions other than properly
submitted complaints may be handled by ATD CI at its discretion. All such complaints,
allegations, inquiries, or submissions relating to the Code are directed to the Review
Committee Chair. Upon receipt and preliminary review of any such submission, the Review
Committee Chair may conclude, in his or her sole discretion, that the submission: (1)
contains facially unreliable or insufficient information; or (2) is patently frivolous or trivial.
In such cases, the Review Committee Chair may determine that the submission does not
constitute a potentially actionable complaint that would justify bringing it before the
Review Committee, as defined in Section V, for determination of whether there has been a
violation of provisions 1-4 the Code. If so, such submission shall be disposed of by the
Review Committee Chair, and notice to its submitter shall be provided by the Review
Committee Chair, if the submitter is identified. All such preliminary dispositions by the
Review Committee Chair shall be reported to the CI Board Chair and the President of ATD
CI.
B. If a submission is deemed by the Review Committee Chair to be a potentially actionable

complaint, the Review Committee Chair shall see that written notice is provided to the
Covered Individual whose conduct has been called into question, advising the Covered
Individual that an investigation is being initiated, providing the Covered Individual with a
copy of the complaint documentation, and advising the Covered Individual that the
Covered Individual shall submit a written response within thirty (30) days of the date of the
notice. The Review Committee Chair also shall provide notice to the individual submitting
the complaint that the complaint is being reviewed by ATD CI.
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V. Review Panel
A. For each complaint involving an alleged violation the Review Committee Chair believes is
potentially actionable, the Review Committee Chair shall convene a Review Panel made up
of three persons.
B. The Review Committee Chair shall select members of the Review Panel from among a
group of individuals selected in advance by the CI Board to be potential Review Committee
members. The CI Board Chair shall be notified when members are selected to a Review
Panel to address a complaint. Each member of the Review Committee may hold the
Certified Professional in Talent Development (“CPTD”) credential from ATD CI, may be a
CPTD Fellow, and/or have other expertise in the field.
C. The Review Committee Chair will authorize, and members of the Review Panel will be
tasked with investigating the specific facts and circumstances to whatever extent necessary
to clarify, expand, or corroborate the information provided by the submitter, and deciding
as to whether charges, and what charges, against the Covered Individual should be
brought, pursuant to these Procedures.
VI. Review of Complaint

A. For each submission involving an alleged violation of the Code that the Review Committee
Chair believes is a potentially actionable complaint, the Review Committee Chair shall
authorize a three (3) person Review Panel (from among members of the Review
Committee) to investigate its specific facts or circumstances to whatever extent is
necessary to clarify, expand, or corroborate the information provided by the submitter.
The Review Panel may be assisted in the conduct of its investigation by ATD staff and/or
legal counsel.
B. The Review Panel may determine that it would be appropriate to discontinue consideration
of the matter due to: (1) the existence of another proceeding before another professional
body, a court, or a government agency; or (2) a determination that the nature of the
allegations dictate that the matter should be referred to another entity engaged in the
administration of law.
C. The Review Panel may contact the individual submitting the complaint and the Covered
Individual for information in addition to the initial complaint and response. The time for
providing such additional information shall be established by the Review Panel, and the
individuals shall be given not less than 15 days to respond. The Review Panel may, at its
discretion, contact such other individuals who may have knowledge of the facts and
circumstances surrounding the complaint.
D. If, after an initial review, the Review Panel concludes that formal charges may be
warranted, the Review Panel shall provide the Review Committee Chair, CI Board Chair,
and President of ATD CI with notice of such conclusion and a copy of the Review Panel’s
initial report. The President of ATD CI shall notify the Covered Individual to be charged and
send the Covered Individual a copy of the charges and the Review Panel’s report. The
Covered Individual shall be advised that he or she may request the opportunity to submit
information or arguments contesting the charge in writing, by submitting such request
within 30 days of receipt of the notice. The Covered Individual shall also be sent a copy of
these Procedures.
E. No member of the Review Panel should have an anticompetitive or commercial reason for
applying sanctions against the Covered Individual, or otherwise have any conflict of interest
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with respect to the Covered Individual or the conduct resulting in the investigation.
Members of the Review Panel have a responsibility to identify any potential or actual
conflicts they may have and bring such conflicts to the attention of the CI Board Chair. With
the agreement of the CI Board Chair, members of the Review Panel may recuse themselves
due to a conflict of interest. The vacant seat will be filled by a different member of the
Review Committee. The Covered Individual who is the subject of the investigation shall be
provided with a list of the individuals making up the Review Committee.
F. All investigations and deliberations of the Review Panel are to be conducted in confidence
to the extent practical, except that the Review Panel shall be permitted to disclose any
relevant information when compelled by a validly issued subpoena or other government
order or request, when otherwise required by law, or to parties essential to the review and
investigation of the alleged aggrieved conduct, including, without limitation, potential
witnesses. All written communications relating to the investigations and deliberations of
the Review Panel should be sealed and marked “Personal and Confidential.” All
investigations and deliberations of the Review Panel shall be conducted objectively,
without prejudgment of any kind. An investigation may be directed toward any aspect of a
complaint that is relevant or potentially relevant.
G. The Review Panel meetings may be held in person or virtually as determined by the Review
Committee Chair. The Review Committee Chair shall preside and make evidentiary and
other procedural rulings with the advice of ATD CI legal counsel. Written statements may
be submitted in advance of Review Panel meetings and accepted as evidence within
reasonable deadlines established by the Review Committee Chair and communicated to
the Covered Individual.
VII. Determination of Violation

A. Upon completion of its investigation and the hearing, the Review Panel shall determine by
majority vote, upon a preponderance of the evidence, whether there has been a violation
of the Code, and whether sanctions should be imposed. When the Review Panel finds that
there has been a violation, it shall also determine the appropriate sanction. If the Review
Panel so recommends, a written determination with the applicable sanction shall be
prepared under the supervision of the Review Committee Chair, a copy of which shall be
provided to the CI Board Chair and President of ATD CI, along with the record of the Review
Panel’s investigation and deliberation. Written notice of the Review Panel’s determination
and the proposed sanctions shall be provided to the charged Covered Individual within 15
days of the Review Panel’s determination. If the Review Panel determines that a violation
has not occurred, the complaint shall be dismissed with notice to the Covered Individual, as
well as to the individual or entity who submitted the complaint; a summary report shall
also be provided to the CI Board Chair.
B. In certain circumstances, the Review Panel may determine that the Covered Individual in
violation of the Code should be offered the opportunity to submit a written assurance that
the conduct in question has been terminated and will not recur, with the expectation that
such written assurance would be taken into consideration by the Review Panel when
deciding whether to pursue charges and, if applicable, what sanction to impose. If such an
offer is extended, the Covered Individual at issue must submit the required written
assurance within 30 days of receipt of the offer, and the assurance must be submitted in
terms that are acceptable to the Review Panel.
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VIII. Sanctions
A. Any of the following sanctions may be imposed by the Review Panel upon a Covered
Individual whom the Review Panel has determined to have violated the Code, specifically,
whose conduct the Review Panel has determined constitutes one or more of the grounds
for disciplinary action. The sanction applied must reasonably relate to the nature and
severity of the violation, focusing on reformation of the conduct of the Covered Individual
and deterrence of the same or similar conduct by others. The sanctions include:
1. Private written reprimand to the Covered Individual;

2. Suspension of the Covered Individual’s CPTD credential or candidacy for a designated
period; or
3. Permanent removal of the Covered Individual’s CPTD credential or candidacy.
For each of these three sanctions, a summary of the determination and the sanction, along
with the Covered Individual’s name, may be published more broadly at the discretion of
the Review Panel. No publication shall occur until either an appeal has been concluded in
the applicable case or the deadline to file an appeal has passed without such appeal being
filed.
IX. Appeal
A. Within 30 days of the date of notice of a determination by the Review Panel that a Covered
Individual has violated the Code, the affected Covered Individual may submit to the CI
Board in writing on the Code of Ethics Review of Conduct Appeals form a request for an
appeal. The form will be sent to the individual as part of the summary of determination
and sanction correspondence mentioned in the preceding sections. CI Board members shall
follow the terms of the CI Board Conflicts of Interest policy in connection with any filed
appeal.
B. The CI Board may only review the record to review whether the determination by the
Review Panel of a violation of the Code was inappropriate because of: (1) material errors of
fact, or (2) failure of the Review Panel to conform to published criteria, policies, or
procedures. The standard of review by the CI Board in making this determination in each
instance shall be whether the Review Panel’s actions were clearly erroneous. Only facts
and conditions up to and including the time of the Review Panel’s determination, as
represented by facts known to the Review Panel, may be considered during an appeal. The
appeal shall not include a hearing or any similar trial-type proceeding and shall be
considered and decided based solely on written submissions.
C. The CI Board shall conduct and complete the appeal within 90 days of receipt of the
request for an appeal. Written appellate submissions and any reply submissions may be
made by authorized representatives of the Covered Individual and of the Review Panel.
Submissions shall be made according to whatever schedule is reasonably established by the
CI Board. The decision of the CI Board shall either affirm or overturn the determination by
the Review Panel that a violation of the Code has occurred, but the CI Board shall not
address any sanction(s) imposed by the Review Panel. If significant deficiencies are found,
the CI Board may refer the matter back to the Review Panel for further and final action.
The decision of the CI Board, including a statement of the reason(s) for the decision, shall
CPTD
be reported to the Review Panel. The decision of the CI Board shall be binding upon ATD CI
and the Covered Individual.
X. Resignation
A. If a Covered Individual who is the subject of a complaint voluntarily surrenders his or her
CPTD credential at any time during the pendency of a complaint under these Procedures,
the complaint shall be dismissed without any further action by the Review Panel or the CI
Board. In such instance, the entire record shall be sealed and the Covered Individual may
not apply for the CPTD credential for five (5) years. The CI Board may authorize the
President of ATD CI to communicate the fact and date of resignation, and the fact and
general nature of the complaint which was pending at the time of resignation, to or at the
request of a government entity engaged in the administration of law or a potential
employer who requires reasonable knowledge of whether the Covered Individual holds the
CPTD credential. Similarly, in the event of such resignation, the person or entity who
submitted the complaint shall be notified of the fact and date of the resignation and that
the Board has dismissed the complaint as a consequence.
CPTD
Appendix B: CPTD Program Applicant Declaration & Release
I hereby submit this application to the ATD Certification Institute (or “ATD CI”) to be a Certified
Professional in Talent Development (CPTD) in accordance with and subject to ATD CI's standards, rules,
policies, and procedures. I understand that ATD CI and/or ATD may use the information gathered in the
certification process for statistical purposes for the evaluation of the certification program, or for other
research or study. I further understand that ATD CI will use reasonable efforts to keep the information in
its possession confidential.
I understand that ATD CI reserves the right to verify any or all the information associated with or
required by this application, and that providing false or misleading information, omitting required
information, or otherwise violating the rules of certification, may result in appropriate disciplinary
action. I further understand that I must immediately inform ATD CI of any changed circumstances that
may affect this application and the information that has been provided, or that may affect my
continuing certification eligibility.
I understand that I can be disqualified from taking or completing the examination, or from receiving
examination scores if ATD CI determines through either proctor observation or statistical analysis that I
have engaged in collaborative, disruptive, or other inappropriate behavior during administration of the
examinations. I agree that I will not list my passing status on any professional stationary or business
cards, nor will I use it in any advertising until I have passed both exams (the Knowledge Exam and the
Skills Application Exam) of ATD CI CPTD program.
I, the undersigned, recognize that ATD CI is the sole and only judge of my qualification to receive and
maintain certification. I further recognize that ATD CI reserves the right to modify or alter at any time
the certification standards, the requirements for certification and/or recertification, and any rules,
policies, or procedures in connection therewith.
I authorize ATD CI to include my name and contact information in any publicly available lists or
directories in which the names of Certified Learning and Performance Professionals (CPTDs) are
published, and hereby waive any rights of objections to such listings.
I understand and agree that ATD CI owns all right, title, and interest in and to all names, trademarks,
logos, copyrights, applications, and other material related to ATD CI and ATD CI's CPTD program, and I
agree that I shall only use such intellectual property in accordance with policies promulgated by ATD CI
and agree to cease using such intellectual property upon the expiration, suspension, or termination of
my certification.
I understand and agree that neither ATD CI nor ATD makes any claims, warranties, guarantees, or
promises regarding the content or performance of any Certified Professional in Talent Development
(CPTD); and I agree not to misrepresent my certification status and its meaning.
I, the undersigned, do hereby attest to the accuracy and validity of, and assume full responsibility for,
the content of my application and all materials and information submitted to ATD CI.
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In consideration of my application to and participation in ATD CI's CPTD program, I, the undersigned, do
hereby release, discharge, and hold harmless individually and collectively ATD CI, ATD, and their officers,
directors, employees, committee and commission members, members, subsidiaries, agents, successors,
and assigns, from any and all liability that may arise, directly or indirectly now or in the future, by reason
of or in connection with any decision, action, or omission relating to this application, the failure of ATD
CI to grant certification or recertification to me, the revocation of my certification, or ATD CI's
certification standards. This release and wavier of liability shall be binding on my heirs, executors,
administrators, successors, and assigns.
I also understand and agree that in considering this application, ATD CI may make inquiry of such
persons or entities, inspect such records, and make and retain copies of such materials as ATD CI deems
appropriate. Without limiting the generality of the foregoing, I hereby authorize ATD CI to make such
inquiries regarding my fitness for certification and authorize any persons or entities contacted by ATD CI
to respond to such inquiries and provide copies of any relevant and non-confidential information to ATD
CI. I further authorize ATD CI to provide a copy of this statement to those entities contacted by ATD CI
about this application.
CPTD Program Candidate Intent to Participate

I intend to participate in ATD CI's CPTD program and I agree to the following:
• My data can be released for research purposes and published as part of the program analysis.
• I will follow ATD CI’s Code of Ethics and Intellectual Property policy as may be amended from time to
time by ATD CI.
• I will provide a professional demographic profile to be used for research purposes and collected at
the time of examination.
• I will pay a nonrefundable exam fee in the amount specified in the program materials.
• I meet the eligibility requirements.
• I give my permission for ATD CI to release my name publicly if I obtain the CPTD credential.
• I have read and understand all the CPTD program materials and the CPTD requirements in the CPTD
Certification Handbook, including but not limited to the refund, transfer, deadlines, and appeals
policies.
In return, all participating professionals will be provided:
• a seat and score report for the CPTD Exam
I agree to the following:
• The exam fee is nonrefundable unless ATD CI does not fulfill the aforementioned terms. All
candidates are expected to participate in all aspects of the program for which they are eligible.
• To ensure the privacy and protection of all candidates, ATD CI and ATD representatives can only
respond to candidates directly and cannot speak or correspond with anyone calling or writing on a
candidate’s behalf.
CPTD
Appendix C: CPTD Gap Assessment

ATD Certification Institute’s Gap Assessment will help determine your readiness for the CPTD
certification exam. It can also help you identify personal strengths and areas for growth to support your
professional development objectives and help you acquire or strengthen skills and competencies
required for success as a talent development professional.
The certification exam and this Gap Assessment is built on the Detailed Content Outline for the CPTD,
which details the knowledge, skills and abilities needed to be a successful and effective talent
development professional in today’s rapidly changing environment.
The CPTD Detailed Content Outline is a subset of knowledge and skills from the three domains of
practice found in the Talent Development Capability Model that have been determined to be necessary
for successful and effective practice in talent development for someone with five (5) years of
experience.
I. Building Personal Capability – 20%

II. Developing Professional Capability – 45%
III. Impacting Organizational Capability – 35%
Under each of these essential capability areas are specific knowledge and skill statements identified in
the Detailed Content Outline. This Gap Assessment is constructed from those statements.
In each section of the Gap Assessment, you should review the knowledge and skill required. Using the
keys provided, consider your current level of understanding and experience in each task area. This is
your personal assessment of your competence, honesty with yourself is important. Then, determine the
gap, if any, that exists and whether any additional development on your part is needed. This exercise
will help you assess your current readiness for the CPTD certification exam and identify areas where
additional experience, study, or mentoring would be beneficial.
Completing this Gap Assessment does not ensure mastery of the competencies required for the CPTD
certification exam but helps you assess your readiness, identify your current strengths, and chart a plan
for gaining knowledge and skills in areas of desired growth.
Proficiency
1 - Exploring - I have had no exposure to this concept OR I have little knowledge or skill in this area.
2 - Informed - I only have general, conceptual knowledge or awareness of this concept OR I have limited
ability to perform this skill. I need reference materials to complete tasks related to this concept.
3- Capable - I am able to apply my knowledge of this concept in my work OR I can perform this skill
consistently with minimal guidance.
4- Advanced - I am able to apply in-depth knowledge of this concept OR I use my experience in this skill
to lead or coach others in performing this skill.
5 - Expert - I provide expert advice and make sound judgments using my knowledge of this concept OR I
provide consultation and leadership to others using this skill. I can foster greater understanding of this
concept among colleagues and stakeholders.
Development Gap
3 – Little or no development needed
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2 – Some development needed

1 – Considerable development needed
Certified Professional in Talent Development (CPTD)
Building Personal Capability – 20%
Knowledge and Skill Statements Proficiency Gap

1.1 Communication
1.1.A Skill in using communication strategies that inform and influence 1 2 3 4 5 1 2 3
audiences.
1.1.B Skill in applying verbal, written, and/or non-verbal 1 2 3 4 5 1 2 3
communication techniques.
1.1.C Skill in conceiving, developing, and delivering information in 1 2 3 4 5 1 2 3
various formats and media.
1.2 Emotional Intelligence & Decision-Making

1.2.A Knowledge of theories of emotional intelligence. 1 2 3 4 5 1 2 3
1.3 Collaboration & Leadership

1.3.A Knowledge of theories, methods, and techniques to build and 1 2 3 4 5 1 2 3
manage professional relationships, for example group dynamics,
teamwork, shared experience, and negotiation.
1.3.B Knowledge of conflict management techniques. 1 2 3 4 5 1 2 3
1.3.C Knowledge of theories of leadership, for example 1 2 3 4 5 1 2 3
transformational, inclusive, and situational.
1.4 Cultural Awareness & Inclusion

1.4.A Skill in integrating diversity and inclusion principles in talent 1 2 3 4 5 1 2 3
development strategies and initiatives.
1.5 Project Management

1.5.A Skill in evaluating and prioritizing implications, risks, feasibility, 1 2 3 4 5 1 2 3
and consequences of potential activities.
1.5.B Skill in establishing, monitoring, and communicating progress 1 2 3 4 5 1 2 3
toward the achievement of goals, objectives, and milestones.
1.6 Compliance & Ethical Behavior

1.6.A Knowledge of laws, regulations, and ethical issues related to the 1 2 3 4 5 1 2 3
access and use of information, for example intellectual capital,
personally identifiable information, and customer data.
Proficiency
2 - Informed - I only have general, conceptual knowledge or awareness of this concept OR I have limited ability to perform this skill. I need
reference materials to complete tasks related to this concept.
3- Capable - I am able to apply my knowledge of this concept in my work OR I can perform this skill consistently with minimal guidance.
4- Advanced - I can apply in-depth knowledge of this concept OR I use my experience in this skill to lead or coach others in performing this skill.
5 - Expert - I provide expert advice and make sound judgments using my knowledge of this concept OR I provide consultation and leadership to
others using this skill. I can foster greater understanding of this concept among colleagues and stakeholders.
Development Gap
CPTD

Developing Professional Capability – 45%
2.1 Learning Sciences
2.1.A Knowledge of theories and models of adult learning, for example 1 2 3 4 5 1 2 3
Knowles’ Adult Learning Theory, Bloom’s Taxonomy, Gagne’s Nine
Levels of Learning, Mager’s Criterion-Referenced Instruction Approach,
social and collaborative learning, and experiential learning.
2.1.B Knowledge of the foundational learning theories of behaviorism, 1 2 3 4 5 1 2 3
cognitivism, and constructivism.
2.2 Instructional Design

2.2.A Skill in selecting and aligning delivery options and media for 1 2 3 4 5 1 2 3
training and/or learning events to the desired learning or behavioral
outcomes.
2.2.B Skill in developing learning and behavioral outcome statements. 1 2 3 4 5 1 2 3
2.2.C Skill in designing blueprints, schematics, and/or other visual 1 2 3 4 5 1 2 3
representations of learning and development solutions, for example
wireframes, storyboards, and mock-ups.
2.2.D Skill in designing and/or developing learning assets, for example 1 2 3 4 5 1 2 3
role plays, self-assessments, training manuals, job aids, and visual aids
that align to a desired learning or behavioral outcome.
2.3 Training Delivery & Facilitation

2.3.A Knowledge of facilitation methods and techniques. 1 2 3 4 5 1 2 3
2.4 Technology Application

2.4.A Skill in identifying, selecting, and/or implementing learning 1 2 3 4 5 1 2 3
technologies, for example using evaluative criteria and identifying
appropriate applications in an instructional environment.
2.4.B Skill in selecting, integrating, managing, and/or maintaining 1 2 3 4 5 1 2 3
learning platforms, for example learning management systems,
knowledge management systems, and performance management
systems.
2.5 Knowledge Management

2.5.A Skill in curating instructional content, tools, and resources, for 1 2 3 4 5 1 2 3
example researching, evaluating, selecting, and/or assembling publicly
available online courseware.
2.5.B Skill in designing and implementing knowledge management 1 2 3 4 5 1 2 3
strategy.

2.6 Career & Leadership Development
2.6.A Skill in sourcing, designing, building, and evaluating leadership 1 2 3 4 5 1 2 3
development experiences.
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2.6.B Knowledge of how to develop and implement qualification 1 2 3 4 5 1 2 3

programs.
2.7 Coaching
2.7.A Skill in helping individuals or teams identify goals, develop 1 2 3 4 5 1 2 3
realistic action plans, seek development opportunities, and monitor
progress and accountability.
2.7.B Skill in coaching supervisors and managers on methods and 1 2 3 4 5 1 2 3
approaches for supporting employee development.
2.8 Evaluating Impact

2.8.A Knowledge of models and methods to evaluate the impact of 1 2 3 4 5 1 2 3
learning and talent development solutions.
2.8.B Skill in creating data collection tools, for example questionnaires, 1 2 3 4 5 1 2 3
surveys, and structured interviews.
2.8.C Skill in identifying and defining individual and/or organizational 1 2 3 4 5 1 2 3
outcome metrics based on evaluation strategy and/or business
objectives of a solution.
Impacting Organizational Capability – 35%

3.1 Business Insight
3.1.A Skill in creating business cases for talent development initiatives 1 2 3 4 5 1 2 3
using economic, financial, and organizational data.
3.1.B Skill in managing budgets and resources. 1 2 3 4 5 1 2 3
3.2 Consulting & Business Partnering

3.2.A Skill in synthesizing information to formulate recommendations 1 2 3 4 5 1 2 3
or a course of action to gain agreement, support, and/or buy-in from
stakeholders.
3.2.B Skill in establishing and managing organizational and/or business 1 2 3 4 5 1 2 3
partnerships and relationships.
3.2.C Skill in partnering with other organizational units to provide 1 2 3 4 5 1 2 3
guidance on departmental or organizational talent requirements.
3.2.D Skill in identifying, minimizing, and overcoming organizational 1 2 3 4 5 1 2 3
barriers to implementing talent development solutions and/or
strategies.
Proficiency:
Development Gap:
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3.3 Organization Development & Culture
3.3.A Skill in designing and implementing organizational development 1 2 3 4 5 1 2 3
strategy.
3.3.B Knowledge of theories and frameworks related to the design, 1 2 3 4 5 1 2 3
interaction, and operation of social, organizational, and informational
systems, for example, systems thinking, open systems theory, chaos
and complexity theory, network theory, and action research.
3.3.C Skill in identifying formal and informal relationships, hierarchies, 1 2 3 4 5 1 2 3
and power dynamics in an organization.
3.3.D Skill in creating a culture which encourages and/or creates 1 2 3 4 5 1 2 3
opportunities for dialogue and feedback between individuals and
groups, for example designing collaborative work practices and/or
spaces, and role-modeling effective feedback techniques.
3.3.E Skill in assessing and evaluating employee engagement. 1 2 3 4 5 1 2 3
3.3.F Skill in designing and implementing employee engagement 1 2 3 4 5 1 2 3
strategy.
3.4 Talent Strategy & Management

3.4.A Skill in designing and implementing performance management 1 2 3 4 5 1 2 3
strategy.
3.4.B Skill in developing a talent strategy that aligns to organizational 1 2 3 4 5 1 2 3
strategy to influence organizational outcomes in a positive direction.
3.4.C Skill in designing and implementing strategic plans for talent 1 2 3 4 5 1 2 3
development projects, programs, and/or functions.
3.4.D Skill in identifying anticipated constraints or problems affecting 1 2 3 4 5 1 2 3
talent development initiatives, for example resource deficiencies or
lack of support.
3.4.E Skill in establishing and executing a marketing strategy to 1 2 3 4 5 1 2 3
promote talent development.
3.4.F Skill in designing and implementing communication strategy in 1 2 3 4 5 1 2 3
order to drive talent management objectives
3.4.G Skill in communicating how talent development strategies and 1 2 3 4 5 1 2 3
solutions support the achievement of targeted business/organizational
results.
3.4.H Skill in communicating the value of lifelong learning and 1 2 3 4 5 1 2 3
professional development.
Proficiency
Development Gap
CPTD

3.5 Performance Improvement
3.5.A Skill in designing and implementing performance support 1 2 3 4 5 1 2 3
systems and tools, for example instructional resources, data, process
models, job aids, and expert advice.
3.5.B Skill in designing and developing performance improvement 1 2 3 4 5 1 2 3
solutions to address performance gaps.
3.5.C Skill in conducting performance analysis to identify goals, gaps, 1 2 3 4 5 1 2 3
or opportunities.
3.5.D Skill in conducting analysis of systems to improve human 1 2 3 4 5 1 2 3
performance, for example determining how organizations learn,
closing knowledge or skill gaps, and addressing human factors issues.
3.5.E Knowledge of theories, models, and principles of human 1 2 3 4 5 1 2 3
performance improvement.
3.6 Change Management

3.6.A Knowledge of change management theories and models, for 1 2 3 4 5 1 2 3
example Lewin, Kotter, Bridges’ transition model, Kubler-Ross change
curve, and appreciative inquiry.
3.7 Data & Analytics

3.7.A Skill in selecting and/or using data visualization techniques, for 1 2 3 4 5 1 2 3
example flow charts, graphs, plots, word clouds, and heat maps.
3.7.B Skill in identifying stakeholders' needs, goals, requirements, 1 2 3 4 5 1 2 3
questions, and objectives to develop a framework and/or plan for data
analysis.
3.7.C Skill in analyzing and interpreting results of data analyses to 1 2 3 4 5 1 2 3
identify patterns, trends, and relationships among variables.
3.7.D Skill in gathering and organizing data from internal and/or 1 2 3 4 5 1 2 3
external sources in logical and/or practical ways to support retrieval
and manipulation.
3.8 Future Readiness

3.8.A Knowledge of techniques to promote, support, and/or generate 1 2 3 4 5 1 2 3
innovation and creativity, for example design thinking, brainstorming,
and ideation.
3.8.B Knowledge of internal and external factors that influence talent 1 2 3 4 5 1 2 3
development, for example organizational/business strategies,
availability of labor, developments in other industries, societal trends,
and technological advances.
Proficiency
CPTD
Appendix D: Sample Test Questions
These sample test questions are made available by the ATD Certification Institute (ATD CI) to
prospective candidates as a way to introduce them to the format and type of question that will appear
on the actual CPTD examination. These items should in no way be used to determine readiness to test,
as they are simply a small sampling for informational purposes.
There are two sections to the CPTD examination. Each section contains a separate type of question. The
first section is made up of traditional, four-option, multiple-choice question.
An answer key can be found at the end of second section.
CPTD Multiple-Choice Questions

1. A talent development professional has identified performance gaps and a need for skill
development in the administrative department of an organization. The employees,
however, are reluctant to attend training. What should the talent development
professional do to communicate the value of the training to the employees and
convince them that it will be beneficial?
a. Befriend the employees from the administrative department

b. Get senior management to endorse the training.
c. Attract employees by offering small rewards to attend the training.
d. Make the training mandatory.
2. When creating a knowledge management system in an organization, a talent

development professional curates information from internal and external sources and
creates a process for periodically updating and evaluating the information in the system.
What is the most important consideration for the talent development professional
when using external public domain content?
a. Determine the review cycle for the content.
b. Determine the shelf life of the content.
c. Determining when the content will be retired.
d. Determining what content should be included.
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3. A talent development professional is training a group of managers in coaching

techniques to make them better leaders. Which performance issue should the talent
development professional tell the managers to address through coaching?
a. A team is unable to meet all the goals for the year, as the team has many
conflicting responsibilities.
b. An employee struggles to achieve goals due to lack of appropriate
development activities and access to resources
c. An employee performs poorly due to lack of understanding of the
expectations and priorities for the role.
d. A team performs poorly because the expectations for its projects don’t
match its skillsets.
4. A talent development professional is working with new housekeeping staff in a hospital.

The employees must learn and remember detailed procedures for maintaining hospital
equipment. Which step in the training program would encourage retention according to
the cognitive approach?
a. Allow learners to practice the procedure and give them immediate feedback for
each step.
b. Avoid providing information about the procedures directly but let learners
experiment to discover the best practices themselves.
c. Reward learners when they perform each step in a procedure correctly.
d. Present the procedures to learners logically and explain the reason for each step.
5. Which is the best strategy for selecting a data visualization technique?

a. Ensure the visuals use animation to keep the audience engaged.
b. Use a variety of visuals to present the same data to satisfy multiple audiences.
c. Identify the purpose and audience for the data being presented.
d. Choose the visuals that best project the presenter's agenda for the data.
6. A talent development professional is asked to design a wireframe for a company’s

proposed learning management system (LMS) for a presentation. What should the
talent development professional do?
a. Create a page that looks exactly like the proposed LMS but without interactive
elements.
b. Focus on conveying the page structure and size and position of elements on the
page.
c. Include the fonts, font sizes, and colors that will be used on the actual LMS.
d. Make some elements in the LMS interactive or clickable to convey the final
experience.
CPTD
7. A talent development professional has recently joined a company and believes that the
company can be more inclusive in hiring and can increase diversity. What should the
talent development professional highlight to convince senior management to rethink its
strategy on diversity?
a. Diversity will help to reduce high rates of employee turnover.
b. The competition is doing well but could do even better if it had a more diverse
culture.
c. The industry trends suggest that the company must be prepared for some major
changes in the next two years.
d. Diversity brings in a wider range of perspectives and enables more innovation
and better decision making.
8. What is the best method for a talent development professional to use to improve active
listening skills for a group of training participants?
a. Use podcasts as listening exercises and ask participants to take notes.
b. Discuss the importance of focusing on the speaker’s words rather than on the
speaker's gestures or tone.
c. Have participants watch a video on active listening skills.
d. Facilitate a role-play exercise that involves asking and answering questions.
9. A talent development professional facilitates a brainstorming meeting with managers of

an organization to decide on a new rewards and recognition approach. The managers
have proposed different ideas and need to finalize a single approach by the end of the
meeting. During the discussion, there are differing opinions and many participants are
arguing for their own approaches. What should the facilitator do to help them arrive at
a decision?
a. Avoid asking tough questions about the options; leave questioning to the
participants.
b. Explain their own preferred idea and clearly list the reasons for it.
c. Use prioritization techniques to arrive at the top ideas quickly.
d. Avoid using small groups so that the decision is made by the larger group as a
whole.
10. What is the best approach to take when developing a marketing strategy to promote
the talent development function within an organization?
a. Expand the talent development function's purpose within the organization.
b. Create a comprehensive business case supporting the value of talent
development.
c. Partner with the organization to become a trusted advisor.
d. Influence a culture of continuous learning in the organization.
CPTD
CPTD Case Management Questions
In developing its revised exams, ATD CI wanted to be sure our exams presented modern assessment
tools and reflected real-world scenarios to assess a candidates abilty to apply their knowledge. As a
result, we have incorporated case management questions into the new CPTD exam.
Case management questions assess your ability to analyze and respond to a situation that talent
development (TD) professional may encounter. Each case has three or four steps. In each step
information is provided on the left side of the screen and a question with several potential actions or
responses is presented on the right side of the screen.
Additional information is added at each step in the case. The information from previous steps remains
on the left side of the screen with new information added below it.
For each step, a candidate selects as many actions or responses as are needed to appropriately respond
to the situation as presented. Candidates should only select actions that are necessary at the current
step or stage. Candidates should not select actions or repsonses that are not needed, not yet needed,
or not appropriate at this point in the scenario.
Candidates MUST select at least one action or response for each step; however, more than one action
or response may be correct.
Those actions or responses that are appropriate for this step which the candidate does select will be
scored as +1 point. Selecting actions or responses that are not needed, not appropriate, or incorrect for
this stage will be scored as -1 point. Points are not awarded or lost for actions or responses not selected.
Once a candidates moves to the next step or stage in a case, the candidate CAN NOT go back to previous
steps in that case and change their answer. This is because information provided in the next step may
provide the answer to a previous step. However, the scenario information from the prior steps in each
case is repeated on subsequent steps so you do not have to go back to review previous information.
Once a candidate completes a step and moves forward to the next step, the answer CAN NOT be
changed for a previous step.
CPTD
Sample Question A
Candidate Name
Calculator
Step 1
A TD professional in a large hospital system What should the TD professional do in the
is tasked with developing and delivering a initial phase of the project prior to the
training for how to use ultrasound selection of a subject matter expert (SME)?
equipment in the emergency room. The TD
professional does not have any clinical or
o Identify the audience for the training
medical equipment expertise.
o Establish learning objectives
o Identify the appropriate learning
approach
o Develop clear guidelines on role and
responsibilities of the SME.
o Select a training location
o Determine training time frame
End Exam Next ->
CPTD
Sample Question A
Candidate Name
Calculator
Step 1
A TD professional in a large hospital What qualifications should the TD
system is tasked with developing and professional require in the SME?
delivering a training for how to use
ultrasound equipment in the emergency
o Relevant healthcare experience
room. The TD professional does not have
any clinical or medical equipment o In-depth clinical knowledge
expertise. o Recent clinical training on the equipment
Step 2 o Experience with a variety of learning
After identifying the audience for the approaches
training, the TD professional begins the o Knowledge of adult learning principles
process of selecting a technical SME to o Prior mentoring and coaching experience
assist in developing the training content. o Ability to manage difficult learners in a
classroom setting
End Exam Next ->
CPTD
Sample Question A
Candidate Name
Calculator
Step 1 What should the TD professional do while
A TD professional in a large hospital system working with the SME?
is tasked with developing and delivering a
training for how to use ultrasound o Show appreciation of the SME's
equipment in the emergency room. The TD contribution
professional does not have any clinical or o Provide clear guidelines on roles and
medical equipment expertise. responsibilities
Step 2 o Makes the SME part of the instructional
After identifying the audience for the design team
training, the TD professional begins the o Pay attention to the needs of the SME
process of selecting a technical SME to o Encourage the SME to include personal
assist in developing the training content. experiences with the equipment in the
Step 3 training content
The TD professional has selected a technical
o Ensure high reimbursement for the SMEs
time
SME to assist with the development of the
ultrasound training.
End Exam Next ->
< END >
CPTD
Sample Question B
Candidate Name
Calculator
Step 1 What should the TD manager do?
A mid-sized manufacturing company has o Start to plan who will attend culture
problems with low trust, high absenteeism, improvement sessions.
and significant turnover. The Chief o Ask the CEO for more detail about the
Executive Office (CEO) asks the talent source of the problems.
development (TD) manager to develop a o Plan a needs analysis to determine the
culture improvement program to help root causes of the issues.
people work better together and reduce o Identify which teams are at odds with
conflict between teams. other teams.
o Discuss with the CEO the vision for
success of the culture improvement
program
o Prepare a list of potential company
values for the CEO to select
End Exam Next ->
2022 CPTD Certification Handbook 58 Last edited: 1/10/2023

Sample Question B
Candidate Name
Calculator
Step 1 How should the TD manager react to this
A mid-sized manufacturing company has input?
problems with low trust, high
absenteeism, and significant turnover. o Start designing training for the teams
The Chief Executive Office (CEO) asks the identified by the CEO.
talent development (TD) manager to o Suggest a meeting with the senior
develop a culture improvement program leadership team to discuss the results of
to help people work better together and the research
reduce conflict between teams. o Conduct an organization-wide survey to
Step 2 find out the true cause of the problem.
The needs analysis is now complete and o Provide the CEO with examples of the role
indicates that and many employees lack of senior leadership in culture
confidence in leadership. The CEO improvement
reviews the needs analysis and agrees o Recommend that leadership team
that the marketing team ignores the members participate in the training
production team, the research team does sessions.
not trust the engineering team, but o Inform the CEO that just training the
disagrees that there are problems at the identified teams may not resolve the
senior leadership level. The CEO cultural issues.
requests that the training begin as soon
as possible.
End Exam Next ->

Sample Question B
Candidate Name
Calculator
Step 1 What should the TD professional do?
A mid-sized manufacturing company has
problems with low trust, high absenteeism, o Coach the CEO about the CEO's role in
and significant turnover. The Chief developing a positive corporate culture.
Executive Office (CEO) asks the talent o Recommend no further action on the
development (TD) manager to develop a program until the CEO and the leadership
culture improvement program to help team recognize their contribution to the
people work better together and reduce problems.
conflict between teams. o Conduct a confidential survey of the senior
Step 2 leadership team to determine the
corporate culture problems.
The needs analysis is now complete and
indicates that and many employees lack o Suggest that the CEO evaluate and
confidence in leadership. The CEO reviews reorganize the senior leadership team
the needs analysis and agrees that the o Recommend that the CEO champion a
marketing team ignores the production senior leadership coaching program
team, the research team does not trust the
engineering team, but disagrees that there
are problems at the senior leadership level.
The CEO requests that the training begin as
soon as possible.
Step 3
The CEO agrees to a meeting with the TD
professional and senior leaders. None of
the leadership team publicly validates that
the culture problem is at their level.
End Exam Next ->

Sample Question B
Candidate Name
Calculator
Step 1 What should the TD manager do?
A mid-sized manufacturing company has
problems with low trust, high absenteeism, o Conduct an employee engagement survey
and significant turnover. The Chief o Review HR records on turnover
Executive Office (CEO) asks the talent o Create a report on employee absenteeism
development (TD) manager to develop a o Plan to administer the same training
culture improvement program to help annually
people work better together and reduce o Conduct employee focus groups
conflict between teams. o Conduct one-on-one interviews with
Step 2 members of the leadership team
The needs analysis is now complete and o Perform employee observations
indicates that and many employees lack
confidence in leadership. The CEO reviews
the needs analysis and agrees that the
marketing team ignores the production
team, the research team does not trust the
engineering team, but disagrees that there
are problems at the senior leadership level.
The CEO requests that the training begin as
soon as possible.
Step 3
The CEO agrees to a meeting with the TD
professional and senior leaders. None of
the leadership team publicly validates that
the culture problem is at their level.
Step 4
Nine months later, the employee training is
complete and the leadership coaching is
ongoing.
End Exam Next ->
< END >

Answer Key for the Multiple-Choice Questions
1. B
2. D
3. C
4. D
5. C
6. B
7. D
8. D
9. C
10. B
Answers for the Sample Case Management Questions
Sample Question A:
Step 1:
What should the TD professional do in the initial phase of the project prior to the selection of a
subject matter expert (SME)?
o Identify the audience for the training (+1)

o Establish learning objectives (-1)
o Identify the appropriate learning approach (-1)
o Develop clear guidelines on role and responsibilities of the SME (+1)
o Select a training location (-1)
o Determine training time frame (-1)

Step 2:
What qualifications should the TD professional require in the SME?
o Relevant healthcare experience (+1)

o In-depth clinical knowledge (+1)
o Recent clinical training on the equipment (-1)
o Experience with a variety of learning approaches (-1)
o Knowledge of adult learning principles (-1)
o Prior mentoring and coaching experience (-1)
o Ability to manage difficult learners in a classroom setting (-1)
Step 3:
What should the TD professional do while working with the SME?
o Show appreciation of the SME's contribution (+1)

o Provide clear guidelines on roles and responsibilities (+1)
o Makes the SME part of the instructional design team (-1)
o Pay attention to the needs of the SME (+1)
o Encourage the SME to include personal experiences with the equipment in the training
content (+1)
o Ensure high reimbursement for the SMEs time (-1)
Sample Question B:
Step 1:
What should the TD manager do?
o Start to plan who will attend culture improvement sessions. (-1)

o Ask the CEO for more detail about the source of the problems. (+1)
o Plan a needs analysis to determine the root causes of the issues. (+1)
o Identify which teams are at odds with other teams. (-1)
o Discuss with the CEO the vision for success of the culture improvement program (+1)
o Prepare a list of potential company values for the CEO to select (-1)
Step 2:
How should the TD manager react to this input?
o Start designing training for the teams identified by the CEO. (-1)
o Suggest a meeting with the senior leadership team to discuss the results of the research
(+1)
o Conduct an organization-wide survey to find out the true cause of the problem. (-1)
o Provide the CEO with examples of the role of senior leadership in culture improvement (+1)
o Recommend that leadership team members participate in the training sessions. (+1)
o Inform the CEO that just training the identified teams may not resolve the cultural issues.
(+1)
Step 3:
What should the TD professional do?
o Coach the CEO about the CEO's role in developing a positive corporate culture. (+1)
o Recommend no further action on the program until the CEO and the leadership team
recognize their contribution to the problems. (-1)
o Conduct a confidential survey of the senior leadership team to determine the corporate
culture problems. (-1)
o Suggest that the CEO evaluate and reorganize the senior leadership team (-1)
o Recommend that the CEO champion a senior leadership coaching program (+1)
Step 4:
What should the TD manager do?
o Conduct an employee engagement survey (+1)

o Review HR records on turnover (+1)
o Create a report on employee absenteeism (+1)
o Plan to administer the same training annually (-1)
o Conduct employee focus groups (+1)
o Conduct one-on-one interviews with members of the leadership team (+1)
o Perform employee observations (-1)

Appendix E: Appeal Process and Form

The ATD Certification Institute (ATD CI) makes every attempt to make fair and accurate decisions based
on the information provided by the applicants and certificants. An appeal procedure is available to those
who wish to contest any adverse decision affecting his or her application or certification status. Any
individual who does not file a request for an appeal within the required time limit shall waive the right
to appeal.
ATD CI will review appeals of adverse certification decisions from applicants for APTD or CPTD
certification (“applicants”) or APTD or CPTD certified individuals (“certificants”).
Candidates are permitted to appeal an adverse certification decision on the grounds that ATD CI did not
properly apply specified certification eligibility criteria or the decision was based on a factual error that
affected the outcome. Adverse certification decisions include: denial of eligibility for initial certification,
denial of recertification, suspension of certification or revocation of certification.
Appeals are not allowed for adverse decisions based on an individual’s receipt of a failing score on an
ATD CI certification examination, absent extraordinary circumstances, as determined solely by ATD CI.
Individuals cannot appeal (1) the passing score or actions taken in setting a passing score; (2)
establishment of eligibility criteria; (3) individual test items; and (4) test content validity.
Privileged Information, including the nature, format, content and results of examinations administered
by ATD CI are considered privileged information. Due to the importance of exam security and item
banking, neither exam forms nor answer keys will be disclosed or made available for review by
candidates or any other unauthorized third party. Upon receipt of the notice of an adverse decision, the
applicant or certificant may submit a written notice of appeal to ATD CI no more than ten (10) calendar
days following notice of the adverse decision.
In the written appeal, the applicant or certificant shall detail the nature of the appeal and the specific
facts and circumstances supporting the request and all reasons why the action or decision should be
changed or modified. The applicant or certificant must provide written, factual documentation to
support his/her appeal. The applicant shall bear the burden of proving the adverse decision was based
on erroneous factual determination. Incomplete appeal requests will not be considered.
Applicants or certificants submitting a request for review to ATD CI shall receive notification of the
results within fifteen (15) calendar days of receipt of the request. Should the candidate not be satisfied
with the decision rendered, the candidate may submit a written appeal to ATD CI within ten (10) days.
ATD CI will review the appeal submission and accompanying documents and make a determination.
Candidates will be notified of ATD CI’s decision within forty five days (45) of receipt of the request. ATD
CI will notify candidates in writing with its decision. The decision of ATD CI is final.
Appeals should be mailed to:

ATD CI - Appeals
ATD Certification Institute
1640 King Street, 5th Floor
Alexandria, VA 22314
Or emailed to [email protected]
CPTD Program Appeal Form

Instructions: The CPTD Appeals Form must be completed and submitted per the appeal guidelines.
1. Background (Required)
Candidate Name: ______________________________________________________________
Candidate ID Number: __________________________________________________________
Today’s Date: ___________________________________
Type of Appeal (must choose one):  Denial of eligibility to take exam
 Denial of recertification  Suspension of certification  Revocation of certification
2. Statement of Appeal (Required)

C. What is the reason for your appeal?
Check one of the reasons below (these are the only reasons that an appeal will be considered):
Improperly Applied Eligibility Criteria

ATD CI did not follow its policies in the review of my eligibility for the
exam or for recertification against its stated criteria

Factual Error
ATD CI made a factual error in the review of my application for
certification, review of my application for recertification, or
administration of my exam
D. Explain the reason for your appeal.
On a separate sheet of paper provide an explanation of the reason for your appeal in 500
words or fewer. Include the following in your write-up:
1. The reasons for filing appeal
2. Explain on what grounds you believe the appeal should be granted.
3. Details and documents to support your grounds for appeal
3. Submission Instructions (Required)

Send your information to ATD CI by email to the Director at [email protected]. Information must be
received by the deadline set forth in the appeal guidelines (No more than ten (10) calendar days
following the decision) to be accepted for review. Information received after this period will not
be considered.
Appeal notifications will be made within 15 days of receipt of an appeal.


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What is the purpose of the CPTD Certification Handbook?

What is the purpose of the CPTD Certification Handbook?

What are the eligibility requirements for CPTD certification?

What are the eligibility requirements for CPTD certification?

CERTIFICATION

Effective January 10, 2023

Personal Identification Requirements ................................................................................................ 27

The Institute’s mission is to elevate the talent development profession by:

The Talent Development Capability ModelTM

Work Experience and Professional Development Definitions:

Professional Capabilities Organizational Capabilities

Examples of Eligible Continuing Education Programs or Courses:

CPTD Testing Dates

Registration Deadline Exam Testing Window Testing Not Permitted

January 1 February – April March

March 1 April – June May

May 1 June - August July

July 1 August – October September

September 1 October – December* November

2022 CPTD Testing Fees

NOTE: Candidates must register for a specific window at the

Candidates who opt for remote proctoring may cancel up to

Candidates who are unable to launch a remote exam due to

Recertification $200.00 USD Fee applies to participate in the recertification process. A

CPTD Exam Format

During the test, the CPTD Exam will be presented as follows:

Section Content Time Allowed

Section 1: Multiple-Choice Items

Section 2: Case Management Problems

Scoring of Case Management Questions

What is on the CPTD Exam

Certified Professional in Talent Development (CPTD)

1.1.B Skill in applying verbal, written, and/or non-verbal

1.1.C Skill in conceiving, developing, and delivering information

1.2 Emotional Intelligence & 1.2.A Knowledge of theories of emotional intelligence.

1.3.B Knowledge of conflict management techniques.

1.3.C Knowledge of theories of leadership, for example

1.5.B Skill in establishing, monitoring, and communicating

Content Area Capability Statement Percentage

2.1.B Knowledge of the foundational learning theories of

2.2.B Skill in developing learning and behavioral outcome

2.2.C Skill in designing blueprints, schematics, and/or other

2.2.D Skill in designing and/or developing learning assets, for

2.4.B Skill in selecting, integrating, managing, and/or maintaining

2.5.B Skill in designing and implementing knowledge

2. Developing Professional Capability (con’t)

2.6.B Knowledge of how to develop and implement qualification

2.7.B Skill in coaching supervisors and managers on methods and

2.8.B Skill in creating data collection tools, for example

2.8.C Skill in identifying and defining individual and/or

Content Area Capability Statement Percentage

3.1.B Skill in managing budgets and resources.

3.2.B Skill in establishing and managing organizational and/or

3.2.C Skill in partnering with other organizational units to provide

3.2.D Skill in identifying, minimizing, and overcoming

Content Area Capability Statement

3.3.B Knowledge of theories and frameworks related to the

3.3.C Skill in identifying formal and informal relationships,

3.3.D Skill in creating a culture which encourages and/or creates