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Test Number : NSCA-CPT
Test Name : NSCA Certified Personal Trainer
Vendor Name : Trainers
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NSCA-CPT test Format | NSCA-CPT Course Contents | NSCA-CPT Course Outline | NSCA-CPT test Syllabus | NSCA-CPT test Objectives


Exam ID : NSCA-CPT
Exam Title : NSCA Certified Personal Trainer
Questions : 140 scored, 15 non scored
Pass Marks : 77%
Duration : 3 hours
Exam Type : multiple-choice

The NSCA-Certified Personal Trainer (NSCA-CPT) test is comprised of 140 scored and 15 non-scored* multiple-choice questions that tests candidate's knowledge in the following four domains:

Client Consultation/Fitness Assessment
Program Planning
Techniques of Exercise
Safety, Emergency Procedures and Legal Issues
There are 25-35 video and/or image items that assess competencies across multiple domains.
The pass rate was 77% for first-time candidates attempting the NSCA-CPT test in 2018.

Domain Percent of Exam Number of Questions
Client Consultation/Assessment 23% 32
Program Planning 32% 45
Techniques of Exercise 31% 43
Safety, Emergency Procedures and Legal Issues 14% 20
Non-Scored Questions - 15
Total 100% 155
Number of video questions (already included in the total) 25-35
Length of exam 3 hours

INTRODUCTION
About the Association
Certifications Offered
Accreditation of NSCA Certifications
Registration of NSCA Certifications
Statement of Nondiscrimination
ABOUT THE EXAMS
Job Analysis
Item Writing
Standard Setting
Exam Content Outlines
CSCS
CSPS
NSCA-CPT
TSAC-F
Exam Preparation
Example Preparation Plan Options
Plans Recommended by Background
CERTIFICATION ELIGIBILITY
Eligibility Requirements
CSCS
CSPS
NSCA-CPT
TSAC-F
Acceptable Accreditation of Colleges and Universities
Exercise Science-Related Fields
Acceptable CPR/AED Certifications
Discipline Policy and Certification Appeals
EXAM REGISTRATION PROCESS
Completing the Registration Form
Release of Information
Affirmation
Special Accommodations
Eligibility Documentation
Academic Transcripts (CSCS and CSPS only)
CPR/AED Certifications
Practical Experience (CSPS only)
Exam Fees
Scheduling an Appointment
Test Center Locations
Exam Authorization Period
Changes to Contact Information
Name Changes
Contact Information and Communications
Registration Withdrawal and Refunds
Cancelling and Rescheduling test Appointments
Late Arrival and No-Show
Late Arrival
No-Shows
Inclement Weather, Power Failure, or Emergency
EXAM DAY
Candidate ID Requirements
Security
Personal Belongings
Items Not Permitted
Permitted Items
Comfort Aids
Permitted Medicine and Medical Devices
Permitted Mobility Devices
Exam Supplies
Questions and Comments About test Content
Breaks
Leaving the test Early
Exam Misconduct
Exam Results
Exam Scoring
Exam Pass Rates
Confidentiality of Results
Cancelled Scores
Awarding of Certification
Retake Policy
90 Day Waiver
Privacy Policy
Appealing test Results

1. BASIC PATHOPHYSIOLOGY AND SCIENCE OF HEALTH STATUS or CONDITION, DISORDER, or DISEASE 8 22 10 40
A. Cardiovascular: Individuals with
1. Myocardial infarction
2. Angina
3. Hypertension
4. Peripheral vascular disease (e.g., deep vein thrombosis, peripheral artery disease)
5. Congestive heart failure
6. Valvular disorders
7. Revascularizations
8. Conduction defects or disorders (e.g., atrial fibrillation, pacemakers)
B. Pulmonary: Individuals with
1. Chronic obstructive pulmonary disease (COPD) (e.g., emphysema, chronic bronchitis)
2. Chronic restrictive pulmonary disease (CRPD) (e.g., fibrosis, sarcoidosis)
3. Asthma
4. Pulmonary hypertension
C. Metabolic
1. Individuals with diabetes mellitus (Type 1 and 2)
2. Individuals who are overfat
3. Individuals with pre-diabetes
4. Individuals who have metabolic syndrome
5. Individuals with thyroid disorders (hypo/hyperthyroidism)
6. Individuals with end stage renal disease
D. Immunological and Hematological: Individuals with...
1. AIDS/HIV
2. Chronic fatigue syndrome
3. Fibromyalgia
4. Anemia
5. Auto-immune disorders (e.g., lupus, rheumatoid arthritis)
6. Bleeding/clotting disorders
E. Musculoskeletal/Orthopedic: Individuals with...
1. Osteoporosis and other low BMD conditions
2. Limb amputations
3. Osteoarthritis
4. Lower back conditions
5. Chronic musculoskeletal conditions (e.g., OA, osteoporosis, low back pain)
6. Frailty
7. Joint disorders (e.g., muscle, labrum, ligament, cartilage, tendons)

8. Joint replacements (e.g., shoulder, knee, hip)
9. Sarcopenia
10. Posture conditions
11. Cystic fibrosis
F. Neuromuscular: Individuals with
1. Stroke or brain injury
2. Spinal cord disabilities
3. Multiple sclerosis
4. Cerebral palsy
5. Downs syndrome
6. Parkinsons disease
7. Epilepsy
8. Balance conditions
9. Muscular dystrophy
G. Post Rehabilitation: Individuals with
1. Musculoskeletal disorders/conditions
2. Cardiopulmonary disorders/conditions
3. Neuromuscular disorders/conditions
H. Individuals with Cancer
I. Female Specific Conditions
1. Pregnant and postpartum
2. Female athlete triad
3. Menopausal/post-menopausal
J. Individuals with Behavioral/Psychological Disorders
1. Disordered eating patterns
2. Body image
3. Depression
4. Chemical dependency
K. Older Adults
L. Children and Adolescents
2. CLIENT CONSULTATION 6 13 0 19
A. Determine the Fitness Professionals Role in the Wellness Continuum
1. Align goals of the medical professional, client, and fitness professional
2. Maintain lines of communication with the primary healthcare provider
3. Optimize communication between the fitness professional and medical professionals
4. Verify physicians clearance to exercise

B. Perform Health Appraisal
1. Understand basic medical terminology
2. Interpret medical history (e.g., contraindications, continuity of care, goal viability)
3. Administer life-style questionnaire
4. Interpret levels of pain or prognosis (severity of condition; e.g., kurtzke expanded
disability status scale)
5. Interpret medical documentation
6. Document subjective client feedback and observations relevant to medical condition
7. Contact medical professionals for needed information or clarification on
medical history, restrictions, etc.
8. Identify signs and symptoms that indicate an individual should be referred
for medical care
9. Understand the roles of health professionals that prescribe exercise (e.g., physicians,physical therapists, occupational therapists, athletic trainers)
10. Perform nutritional review
C. Fitness Evaluation
1. Conduct fitness evaluation
a. vital signs (e.g. heart rate, blood pressure)
b. height and weight
c. body composition (e.g., Bod Pod and DXA reports)
d. girth measurements
e. muscular strength and endurance
f. speed/agility/power
g. cardiovascular endurance (e.g., submaximal VO2 max test on treadmill and bike)
h. flexibility
i. lipid profile
j. lung function
k. postural assessment
l. balance
m. functional assessment
n. evaluations specific for individuals with limited ability (e.g., 6-min walk, modified sit-and-reach from a chair, 8 lb. curl test, chair stands)
2. Prioritize need for clients with multiple diseases
3. Adjust fitness evaluation based on medical conditions and restrictions
4. Determine testing measures for the client
5. Document client progression with objective and subjective criteria

A. Develop SMART Goals
1. Manage fear and expectations
2. Increase functional capacity
3. Excellerate health risk factors (e.g., muscle wasting)
4. Excellerate confidence and self-image
5. Excellerate quality of life
B. Program Design
1. Develop individual training programs that are adapted to specific health condition (types, duration, frequency, intensity, progression, rest)
2. Develop group training programs that are adapted to specific health condition (types, duration, frequency, intensity, progression, rest)
3. Identify exercises indicated and contraindicated for clients condition
4. Identify environmental risks (e.g., MS and heat tolerance)
5. Evaluate communicable disease risk (client to fitness professional OR fitness professional to client)
6. Modify the warm-up and cool-down program to coincide with the limitations and capacities of a client
7. Modify the exercise program to coincide with the limitations and capacities of a client
8. Instruct a client on therapeutic exercise technique and equipment (including body position, speed/control of movement, movement/range of motion, breathing, and spotting/safety guidelines)
a. aquatic
b. range of motion
c. exercise with accessory equipment (e.g., chairs, walker/cane, gait belt)
d. balance/perturbation training
e. partner-assisted (support person and conduction exercises beyond the medical
fitness center/facility, or how they can help during the process of exercise)
f. home programs
9. Understand exercise-induced changes to body systems
a. neuromuscular system
b. cardiorespiratory system
c. musculoskeletal system
d. endocrine
e. psychological
C. Apply Motivational/Coaching Techniques
1. Motivational interviewing
2. Stages of change
3. Transtheoretical model
4. Behavioral economics
5. Planned behavior theory
6. Cognitive theory
7. Relapse prevention
8. Positive psychology
9. Solution-focused coaching
D. Monitor Client Outcomes
E. Recognize Need for Referral to Healthcare Professional
4. SAFETY, EMERGENCY PROCEDURES, AND LEGAL ISSUES 4 6 0 10
A. Comply with Scope of Practice Requirements
B. Practice Safety Procedures
C. Follow Emergency Procedures
D. Recognize Professional, Legal, and Ethical Responsibilities
E. Comply with HIPAA regulations



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Trainers NSCA real Questions

Killer questions to unmask fake consultants and trainers | NSCA-CPT Real test Questions and test Questions

STEPHEN Ford, a contributor at Quora ventures to reply the question: “Is it correct to say ‘I even have type’ in English?” His reply will also be problematic to many arrogant men and women: “In British English announcing ‘I even have classification’ could be proof that you didn’t. this is as a result of in case you say, for instance, “she has class,” what you suggest is that the woman you're relating to is of high social repute and has the ladylike manners to match.

“someone who definitely has classification during this experience would on no account say it about themselves. To accomplish that could be arrogant in a means that proven that they didn’t have class,” he noted.

It’s the identical lesson that’s being taught with the aid of man Kawasaki and Peg Fitzpatrick in the paintings of Social Media (2014): “Don’t call your self a guru or an expert. when you are a guru or an expert, americans will realize it. in case you aren’t one, nobody is going to accept as true with you.”

Take this person who claims he’s a “world-category trainer” with consumers in several continents and greater than 300 webinars in six months. How practical is that? no one can say. but the certainty of the remember is – through boasting he’s a “world-type coach” that capability he doesn’t have type, if we’re to observe the argument via Ford, Kawasaki and Fitzpatrick.

Objectively, they will’t blame that alleged “world-category trainer.” How are you able to compete in this world with out trumpeting your own horn and beating your personal drum? He has to do anything to be observed. He has to ditch humility in favor advertising and marketing himself accessible. Of route, humility alone can’t help administration advisor or coach (MCT)to entice customers.

additionally, word the change between a specialist who offers an expert opinion internal a shopper’s workplace, while a trainer is limited most effective to a classroom set-up doing theoretical lecture.

“basically, of route, humility and ambition need not be at odds,” talked about invoice Taylor in Harvard company overview (2018). “certainly, humility within the provider of ambition is probably the most constructive and sustainable approach for leaders who aspire to do large things in a world crammed with big unknowns. Years ago, a bunch of HR (human elements) authorities at IBM embraced a time period to capture this approach. essentially the most beneficial leaders, they argued, exuded a sense of “humbition,” which they described as “one part humility and one half ambition.”

Eight killer questions

First and best, the surest MCT is one who can also be trusted. If an MCT can’t be depended on as a result of he has exaggerated his the content of his credentials, so what extra if he’s already on board wreaking havoc on the coronary heart and mind of your management group and its employees?

To assess the aspect of have faith (or lack of it) among MCT wannabes, you’ve to operate on the basis of their substance or the cognitive cost of what they can do to your company.

identical to for those who’re interviewing job applicants for a key managerial place, you’ve to ask lots of killer questions to determine the issues they could or can’t do. To support you to that, here are some crucial questions in ferreting out if the MCT earlier than you is more than certified:

One, ask the MCT how he proposes to remedy a administration problem? Would a lecture room practising software by means of a trainer or a consultant giving knowledgeable suggestions suffice or a combination of both. How and why?

Two, would the MCT settle for your perceived issue and solution? Or would he proposeanother strategy, like conducting statistics assortment and prognosis? The downside is that it may be an opportunity to do enterprise mining to create and perpetuate their contract.

Three, how believable is the extent of MCT’s technical potential? do they have a realistic talents spent for at the least 25 years of their corporate event? Would you settle for adventure from the government sector or any non-income, nongovernment organization?

4, what ideas and methodologies that an MCT is proposing? Is the company’s administration widely wide-spread with it? If yes, can’t they be executed by using the company’s current set of homegrown consultants? Why no longer construct a cadre of consultants and let them develop past their substance?

five, is there any plan by means of the MCT to achieve a a success technical transfer? It may be a practicing session for some department managers or key champions or mentoring them even after the event, free-of-cost for goodwill applications.

Six, how concerning the contrast of the program? Or, the objective parameters inside which to verify MCT’s success or failure? If it’s a reasonable to high failure, would there a money lower back assure? If finished smartly, can it provide a crucial journey that may additionally preserve the door open for future initiatives?

Seven, if an issue crops up, is there an “break out clause” within the contract to allow both parties to disengage? That’s the hardest a part of consulting and practicing. it's herbal for a shopper to believe that approach as it has the optimum interests of the organization that you work for,last, would the MCT volunteer to sign a non-disclosure settlement in want of the business?

Or, ought to he wait until the client forces the challenge. be aware, here is all about honesty, competence and impeccable character, which could’t be with ease overlooked.

This record is not finished. that you could improvise reckoning on the nature of the task and the personality of the MCT. everyone has a consulting skilled character inside us, and it’s simplest a count number of settling on the most effective healthy in your corporation and to minimize the antagonistic outcomes of an MCT weak spot.

purpose criteria

When doing the interview, insist that you just do it by means of Zoom or equivalent on-line platform so the would-be MCT can’t cheat by using his reference substances. here's an awful lot more suitable than sending inquiries through e-mail that enable an MCT to benefit from a time lag. A Zoom interview is instantaneous and presents a no-holds barred situation for each person.

If an MCT has the potential to help you, their solutions would come in genuine, herbal and professional. To get the most appropriate outcomes, it's better to do the Zoom interview with the support of your administration crew agreeing on an aim standards and scorecard with each element given relevant weight after every interview.

one of the ambitions in doing a Zoom interview (with or with out the pandemic) is for you because the customer to have a way of handle of the process and genuine effects. acting without correct due diligence because an MCT has blinded you together with his Toastmaster’s attract would not do you any respectable. If at all, accept as true with oral verbal exchange knowledge as one of the most standards, with a possible weight of only 20 percent.

Rey Elbo is a company advisor specializing in human resources and total fine administration as a fused hobby. send feedback to elbonomics@gmail.com or by way of https://reyelbo.consulting.


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