This document outlines a policy for fairness in assessment at the Pre-school Learning Alliance. It explains that plagiarism and collusion will not be tolerated as they provide an unfair advantage. The policy defines plagiarism and collusion and lists specific examples that are considered cheating. It details the procedures that will be followed if a learner is found to have plagiarised, including warnings and potential removal from a course for serious offenses. The policy aims to ensure all learners are treated fairly in the assessment of their work.
Michael Cosgrove from Workplace Laws discusses:
- Steps to prevent workplace bullying
- The process of dealing with workplace bullying after it occurs
- Legal frameworks, resources available for businesses and options for employees to have their workplace bullying issues dealt with effectively
Cover your workplace with LawPath's Workplace Policies Bundle: http://bit.ly/1AFe9VM
Employers Say Skills Are LackingIn Candidates And New Hires.docxSALU18
Employers Say Skills Are Lacking
In Candidates And New Hires
Today, more than ever before, employers say job candidates are outside the company. If you can't accept feedback, handle
lacking basic skills. They may have a degree or a diploma, but emotions, resolve conflict, and work well with others, you won't
don't measure up to workplace standards. Several skills areas be hired and if on the job, could be fired.
frequently mentioned include: Adaptability. Change is constant. We all have to adapt -
Speaking skills. Many of us have grown lax and don't even to new things, new people, new ways, new technologies. If you
hear ourselves use phrases like, "he ,---------------------, can't adapt and if you don't quickly
don't", "it ain't right", "he and me bounce back after set-backs, you
went" and so on. But others do hear it r.~'iIt--,\ won't last long.\tc'3~
and it will keep someone from getting Problem solving and critical
a job or a promotion. thinking. Employers want employees-.
Businesswriting. With Twitter and who can innovate, analyze situations,
texting, it's easv-to-tall into-the -trap - - and find-solutions-to problems. With
of shortcutting and taking liberties less people and fewer resources,
with generally accepted writing rules. employees have to be self-directed,
But, whether it's a letter, memo, work independently as well as in
e-mail, phone message, or a report, teams, and think on their feet.
employers expect employees to write, ~ These skills seem common
proof, and distribute proper, clear, sense. But they are not transferring
and error-free messages. into the workplace. Some of these
Understanding numbers. Everyone is responsible for the skills can be measured, some observed, others are harder to
bottom line and the bottom line is defined by numbers. Without assess. But all of them are essential.
being well-grounded in simple and complex math, you won't One excellent program for assessing skills of job candidates
have value. and skill gaps for employees is the Office Proficiency Assessment
Interpersonal skills. Today's workplace requires teamwork
- with people above and below your rank, people inside and ... see Skills Lacking on page 3
Susan Fenner, Ph.D. has made a career out of following workplace and workforce trends. For
more than 25 years, she was the Manager of Education and Professional Development for the
International Association of Administrative Professionals (IMP) and now serves as the Chief
Learning Architect for Speakers you Need (SyN), a consortium of subject-matter experts who
provide training to organizations. She was the Admin Support Advisor on Monster, and had columns
in Office
Solution
s and OfficePro magazines. She was also the General Editor for The Complete
Office Handbook. Susan has worked with business educators and corporations to prepare office
professionals to excel in their roles. She has also worked with educators to develop a business/
administrative curriculum used throughout the U.S. and Can ...
Michael Cosgrove from Workplace Laws discusses:
- Steps to prevent workplace bullying
- The process of dealing with workplace bullying after it occurs
- Legal frameworks, resources available for businesses and options for employees to have their workplace bullying issues dealt with effectively
Cover your workplace with LawPath's Workplace Policies Bundle: http://bit.ly/1AFe9VM
Employers Say Skills Are LackingIn Candidates And New Hires.docxSALU18
Employers Say Skills Are Lacking
In Candidates And New Hires
Today, more than ever before, employers say job candidates are outside the company. If you can't accept feedback, handle
lacking basic skills. They may have a degree or a diploma, but emotions, resolve conflict, and work well with others, you won't
don't measure up to workplace standards. Several skills areas be hired and if on the job, could be fired.
frequently mentioned include: Adaptability. Change is constant. We all have to adapt -
Speaking skills. Many of us have grown lax and don't even to new things, new people, new ways, new technologies. If you
hear ourselves use phrases like, "he ,---------------------, can't adapt and if you don't quickly
don't", "it ain't right", "he and me bounce back after set-backs, you
went" and so on. But others do hear it r.~'iIt--,\ won't last long.\tc'3~
and it will keep someone from getting Problem solving and critical
a job or a promotion. thinking. Employers want employees-.
Businesswriting. With Twitter and who can innovate, analyze situations,
texting, it's easv-to-tall into-the -trap - - and find-solutions-to problems. With
of shortcutting and taking liberties less people and fewer resources,
with generally accepted writing rules. employees have to be self-directed,
But, whether it's a letter, memo, work independently as well as in
e-mail, phone message, or a report, teams, and think on their feet.
employers expect employees to write, ~ These skills seem common
proof, and distribute proper, clear, sense. But they are not transferring
and error-free messages. into the workplace. Some of these
Understanding numbers. Everyone is responsible for the skills can be measured, some observed, others are harder to
bottom line and the bottom line is defined by numbers. Without assess. But all of them are essential.
being well-grounded in simple and complex math, you won't One excellent program for assessing skills of job candidates
have value. and skill gaps for employees is the Office Proficiency Assessment
Interpersonal skills. Today's workplace requires teamwork
- with people above and below your rank, people inside and ... see Skills Lacking on page 3
Susan Fenner, Ph.D. has made a career out of following workplace and workforce trends. For
more than 25 years, she was the Manager of Education and Professional Development for the
International Association of Administrative Professionals (IMP) and now serves as the Chief
Learning Architect for Speakers you Need (SyN), a consortium of subject-matter experts who
provide training to organizations. She was the Admin Support Advisor on Monster, and had columns
in Office
Solution
s and OfficePro magazines. She was also the General Editor for The Complete
Office Handbook. Susan has worked with business educators and corporations to prepare office
professionals to excel in their roles. She has also worked with educators to develop a business/
administrative curriculum used throughout the U.S. and Can ...
CHAPTER FIVESuccess Case Methodology in Measurement and Evaluati.docxmccormicknadine86
CHAPTER FIVE
Success Case Methodology in Measurement and Evaluation
Anne M. Apking
Tim Mooney
Fifty years ago, Donald Kirkpatrick, one of the pioneers in the learning and performance improvement fields, developed his taxonomy, the four levels of training evaluation. His seminal work has played a vital role in structuring how our profession thinks about evaluation and in giving us a common language for how to talk about this important topic. Human resource development (HRD) professionals around the world have benefited from his valuable contribution, which identified the following four levels of evaluation:
· Level 1: Did the participants like the training or intervention?
· Level 2: Did the participants learn the new skills or knowledge?
· Level 3: Did the participants apply the skill or knowledge back on the job?
· Level 4: Did this intervention have a positive impact on the results of the organization?
Yet, when we recently went to the Internet and typed “training evaluation process” into the search engine, more than six million entries surfaced on the subject. They included recommended processes, reports, tips, books, articles, and websites. This multitude of resources was provided by universities, vendors, hospitals, state agencies, various military branches, and the federal government.
We believe this extraordinarily large number of entries on this topic strongly suggests two things:
1 The concept of training evaluation is a hot topic that many HRD organizations are interested in, and
2 Our profession is still searching for the approach or formula that will make evaluation practical and the results meaningful.
So why does this search for the evaluation “Holy Grail” continue fifty years after Kirkpatrick first developed his taxonomy and approach? And why do we struggle as a profession to crack the code?
We suspect that many of you reading this chapter are hoping to find this magic formula for evaluation—one that is easy to use, yields compelling Level 3 and 4 results, and will solve the evaluation mystery. It is our belief that our profession does not need a slicker formula for evaluation or a new technique for performing ROI evaluation. Nor do we need more technology to make our current efforts faster and easier. Our profession is awash in formulas, equations, and techniques for evaluation. Therefore, the solution does not lie in inventing yet another formula or technique. The key to unlocking the mystery is developing a fresh perspective around the evaluation of training and performance improvement interventions—developing a whole new strategy that looks at why we do evaluation and how we approach it.
THE REALITIES OF TRAINING
After having conducted numerous evaluation studies during our careers, reviewing the evaluation studies conducted by prestigious organizations around the world, and talking with HRD professionals about the challenges associated with their evaluation efforts, we have seen two factors consistently emerge:
1 ...
Experience Counts! Leveraging Internship/Externship Experience to Secure Employment for your Graduates.
Join highly-rated APSCU speaker Ann Cross of the Sparrow Group and Connie Johnson Ed.D, Chief Academic Officer at CTU for this interactive and engaging workshop about standardizing and implementing institutional wide externship best practices. This is not a theoretical workshop- You’ll hear stories of success, see data that supports employment outcomes and leave with tools that you can take back to your institution and use immediately.
Share with the class the most valuable topic or subject area you l.docxbagotjesusa
Share with the class the most valuable topic or subject area you learned about during this course and why. When responding to classmates' posts, explain how the topic they chose was also valuable to you. Pick from below topics:
1. Data Security
2. Unions
3. Incentives
4. Appraisals
5. Recruiting
Susan Flammia
This course really influenced my thoughts on how to handle daily operations as being a human resource manager. With given the readings on best practices within the HR function as well as the discussions, I learned a lot. I would have to say that module 4 was my favorite topic, more specifically background investigations. No two companies conduct their investigations the same way and it is interesting to see from least to most in depth background checks. This past January, as the HR Manager, I implemented a new protocol for all new employees as a pre-onboading process where background checks are conducted based on criminal and employment verification. In the past there was only reference verification so by adding the extra layer, we eliminated the "bad apples."
Rachel Arthiste
The most valuable topic I've learned from this class was the article on the Kia recruitment process. Being an administrative assistant for over 15 years and working side by side with recruiting and HR, it was eye opening to see the length Kia went through to reach potential candidates. From setting up computers and work stations at the libraries and schools for those who did not access to ensuring assessments were part of the application process to weed out candidates. There are endless way to recruit and ensure you are reaching an entire population. So many people miss opportunities because they don't have a computer at home or their library has limited resources. Kia made sure they gave everyone an opportunity to apply and gain employment if they qualified.
The company I work for links up with the local colleges in our area and participate in their yearly career fair. They even have a special program to hire these young professional and put them through an extensive training program to learn a role that would have otherwise been unavailable to them due to lack of experience. It is important for businesses and companies to attract talent from all areas and ensure they are being diverse in their recruitment process.
Chapter 6 Best Practices for the Prevention and Detection of Insider Threats
This chapter describes 16 practices, based on existing industry-accepted best practices, providing you with defensive measures that could prevent or facilitate early detection of many of the insider incidents other organizations experienced in the hundreds of cases in the CERT insider threat database.1 1. This chapter includes portions from “Common Sense Guide to Prevention and Detection of Insider Threats 3rd Edition–Version 3.1,” by Dawn Cappelli, Andrew Moore, Randall Trzeciak, and Timothy J. Shimeall. This chapter was written for a diverse audience. Decision.
CHAPTER FIVESuccess Case Methodology in Measurement and Evaluati.docxmccormicknadine86
CHAPTER FIVE
Success Case Methodology in Measurement and Evaluation
Anne M. Apking
Tim Mooney
Fifty years ago, Donald Kirkpatrick, one of the pioneers in the learning and performance improvement fields, developed his taxonomy, the four levels of training evaluation. His seminal work has played a vital role in structuring how our profession thinks about evaluation and in giving us a common language for how to talk about this important topic. Human resource development (HRD) professionals around the world have benefited from his valuable contribution, which identified the following four levels of evaluation:
· Level 1: Did the participants like the training or intervention?
· Level 2: Did the participants learn the new skills or knowledge?
· Level 3: Did the participants apply the skill or knowledge back on the job?
· Level 4: Did this intervention have a positive impact on the results of the organization?
Yet, when we recently went to the Internet and typed “training evaluation process” into the search engine, more than six million entries surfaced on the subject. They included recommended processes, reports, tips, books, articles, and websites. This multitude of resources was provided by universities, vendors, hospitals, state agencies, various military branches, and the federal government.
We believe this extraordinarily large number of entries on this topic strongly suggests two things:
1 The concept of training evaluation is a hot topic that many HRD organizations are interested in, and
2 Our profession is still searching for the approach or formula that will make evaluation practical and the results meaningful.
So why does this search for the evaluation “Holy Grail” continue fifty years after Kirkpatrick first developed his taxonomy and approach? And why do we struggle as a profession to crack the code?
We suspect that many of you reading this chapter are hoping to find this magic formula for evaluation—one that is easy to use, yields compelling Level 3 and 4 results, and will solve the evaluation mystery. It is our belief that our profession does not need a slicker formula for evaluation or a new technique for performing ROI evaluation. Nor do we need more technology to make our current efforts faster and easier. Our profession is awash in formulas, equations, and techniques for evaluation. Therefore, the solution does not lie in inventing yet another formula or technique. The key to unlocking the mystery is developing a fresh perspective around the evaluation of training and performance improvement interventions—developing a whole new strategy that looks at why we do evaluation and how we approach it.
THE REALITIES OF TRAINING
After having conducted numerous evaluation studies during our careers, reviewing the evaluation studies conducted by prestigious organizations around the world, and talking with HRD professionals about the challenges associated with their evaluation efforts, we have seen two factors consistently emerge:
1 ...
Experience Counts! Leveraging Internship/Externship Experience to Secure Employment for your Graduates.
Join highly-rated APSCU speaker Ann Cross of the Sparrow Group and Connie Johnson Ed.D, Chief Academic Officer at CTU for this interactive and engaging workshop about standardizing and implementing institutional wide externship best practices. This is not a theoretical workshop- You’ll hear stories of success, see data that supports employment outcomes and leave with tools that you can take back to your institution and use immediately.
Share with the class the most valuable topic or subject area you l.docxbagotjesusa
Share with the class the most valuable topic or subject area you learned about during this course and why. When responding to classmates' posts, explain how the topic they chose was also valuable to you. Pick from below topics:
1. Data Security
2. Unions
3. Incentives
4. Appraisals
5. Recruiting
Susan Flammia
This course really influenced my thoughts on how to handle daily operations as being a human resource manager. With given the readings on best practices within the HR function as well as the discussions, I learned a lot. I would have to say that module 4 was my favorite topic, more specifically background investigations. No two companies conduct their investigations the same way and it is interesting to see from least to most in depth background checks. This past January, as the HR Manager, I implemented a new protocol for all new employees as a pre-onboading process where background checks are conducted based on criminal and employment verification. In the past there was only reference verification so by adding the extra layer, we eliminated the "bad apples."
Rachel Arthiste
The most valuable topic I've learned from this class was the article on the Kia recruitment process. Being an administrative assistant for over 15 years and working side by side with recruiting and HR, it was eye opening to see the length Kia went through to reach potential candidates. From setting up computers and work stations at the libraries and schools for those who did not access to ensuring assessments were part of the application process to weed out candidates. There are endless way to recruit and ensure you are reaching an entire population. So many people miss opportunities because they don't have a computer at home or their library has limited resources. Kia made sure they gave everyone an opportunity to apply and gain employment if they qualified.
The company I work for links up with the local colleges in our area and participate in their yearly career fair. They even have a special program to hire these young professional and put them through an extensive training program to learn a role that would have otherwise been unavailable to them due to lack of experience. It is important for businesses and companies to attract talent from all areas and ensure they are being diverse in their recruitment process.
Chapter 6 Best Practices for the Prevention and Detection of Insider Threats
This chapter describes 16 practices, based on existing industry-accepted best practices, providing you with defensive measures that could prevent or facilitate early detection of many of the insider incidents other organizations experienced in the hundreds of cases in the CERT insider threat database.1 1. This chapter includes portions from “Common Sense Guide to Prevention and Detection of Insider Threats 3rd Edition–Version 3.1,” by Dawn Cappelli, Andrew Moore, Randall Trzeciak, and Timothy J. Shimeall. This chapter was written for a diverse audience. Decision.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
8.fairness in assessment policy and procedure 2014 15
1. Fairness in
Assessment
Pre-school Learning Allianceprogramme
Policy
Thispolicyexplainsthe Alliance’sexpectationsregardingavoidingplagiarismand
collusion. The proceduresexplainwhatwillhappenif learnersplagiarise.
The Pre-school LearningAlliance regards actsof plagiarismas unethical anddishonest.
Throughplagiarisingsome learnerstrytoget an unfairadvantage.
The purpose of thispolicy and procedure istomake sure all learnersare treatedfairly
whentheirevidence isbeingassessed. There are clearproceduresand penaltieswhen
plagiarismisdiscovered.
Policy review 31stJuly2015
2. 8-140701042312-phpapp02
Page 2
Fairness inAssessmentPolicy
Thispolicywill explainhowyourworkis
assessedandwhatitwouldmeanif youhand
inwork that isnot yourownideasand words.
Whydo we have this policy?
Thispolicysetsoutthe rulesusedby the Pre-
school LearningAlliance,whichmake sure
that every learnerhasthe same chance to
learnand be assessedinafair way.
Assessmentproblems
Whena piece of work is handedinto the
tutor,and the learnerhascopiedfrom a book
or from anotherlearner,this workwill notbe
herown ideas.Itisunfairbecause other
learnerswill have workedhardtodo the work
themselves. Itisalso cheatingtouse
someone else’swork,foraspoken taskas
well asa writtenone.
Here is a listof ways tutors will regardas
cheating:
If you have copied large pieces of your
workfrom a book,the internetor
otherplacessuchas television, radio,
magazinesornewspapers,
If you have used someone else’swork
and justchanged a fewof the words,
If you have usedpartsfrom lotsof
booksor internetsites,thenput them
togethertomake a newpiece of work
that youhand inas your own
If you have used a piece of workfrom
a essaybank or buy it on-line froma
web-site,andhandedthisinasyour
own
If you hand in workthat has been
done byanotherlearner
If you hand in workthat has been
done bya relative,friend,work
colleague oranyone else.
If you give ina piece of workthat has
beencarriedoutwithsomeone else
or as part of a group andyou say itis
yours.
Using a false signature
Duringyour course,yourtutor or assessorwill
sign off work to show that you have passed
that part or sectionof the course. If you copy
the signaturesof staff yourself,thisis another
way of cheating and very serious, because it
means you have not passed all parts of your
qualification honestly and fairly.
Getting help and giving help to others
The Pre-school LearningAlliance expectsall
workand ideasto be yourown, it will be
considered cheatingif youhandina piece of
workand you have hadhelp fromanother
person.
Thiskindof cheatingcantake place whenyou:
give anotherlearneryourworkto copy
from,
workwithtwo or more learners andyou
handin work whichisthe same (evenif it
isonlyparts of it)
had help toimprove the style orthe
wordsused(Helptoput righttyping
errors, spellingandgrammarisallowed).
If a memberof staff thinksyouhave cheated,
theywill have tofollow asetof rules. Thiswill
dependonhow seriousthe cheatingis,but
3. 8-140701042312-phpapp02
Page 3
the staff memberwill alwayshave totell the
Course Manager.
What will happenif cheatingis found?
Where tutorsor assessorsare sure that
cheatinghastakenplace, theywill have to
talkto the Course Managerwhowill decide
on whatwill happenasa result. Cheatingis
alwaystakenseriouslybecause itmeansyou
have triedto getyour qualificationinan
unfairway
Stage 1 warning
These are the ruleswhere a Stage 1 warning
will be giventoyouforcheating.
Thisis the firsttime youhave handed
inwork where the tutoris sure that
cheatinghastakenplace
Onlya small areaof the work handed
to the tutor isnot your own
You have takenthe workof someone
else andchangeda fewwords
You have usedthe wordsof others
(Quotations) andnotgiventhe
writer’sname
You have copieda fewsentences
fromplacesand then giveninthe
workas your own.
What happensnext?
Whenthe tutor and the Course Manager are
bothsure thatcheatinghas takenplace,you
will receiveawarningfromyourtutor and a
note will be made at the TrainingCentre.
As itis a Stage 1 warning,youwill be allowed
to do the workagain andyour tutor will mark
it foryou.
A Stage 2 warningwill take place whenitisa
seriouscase of cheating
Here are a few areasof cheatingwhere the
tutor andmanagerswill thinkthe cheatingis
serious.
You have copieda large amountof
words
You have handedinan essayor piece
of workfromthe web-site
You have copieda large amountof
workfrom anotherlearner
You have cheatedinmanydifferent
piecesof workwhichyouhave given
infor markingto the tutor
You have askedsomeone elsetohelp
youdo the work
You have copiedandusedthe
signaturesof tutorsand/orassessors
to signoff work.
4. 8-140701042312-phpapp02
Page 4
What will happenif the cheatingis foundto
be serious?
You will be toldthata seriouscase of cheating
has takenplace.
The Pre-school LearningAlliance Training
Managers will be told. All the factsaround
the seriouscase of cheating will be brought
together. The TrainingManagerwill consult
otherseniorstaff tomake sure thatthe case is
lookedatfairly. Theywill considerall areasof
the case and here are some examples:
How muchcheatingtookplace?
Are there any Special Educational
Needs?
Have you spoke toyour tutor andsaid
that youhave cheated?
Have you involvedotherlearners?
Thisteam will be given20workingdaysto
lookat the case fairlyanddecide if the
cheatingisserious.
You will be sentacopy of all the paperwork
and askedif youwant to give the seniorstaff
your side of the case.You mustdo thisin 10
workingdays.
You will be toldwhathasbeen decided within
five daysof the team meeting.
What happensnext?
If the teamdecide thatyouhave cheatedona
seriouslevel,theycan:
Decide thatnothingneedstohappen
To give youa formal warningand make
sure you meetwithatutor/assessorto
have some trainingaboutthe rules
aroundmakingsure work isyour own
Askyou to leave the course because the
tutor/assessorhaslosttrustinyou.
Appeal
If you thinkthe decisionisunfair,oryouhave
since thoughtof otherpointsthe teamdidnot
see or thinkaboutwhenmakingtheir
decision, youcanask forThe Directorof
QualityImprovementtolookatyour case.
The decisionmade bythispersonwill be the
final one.