Is it possible to manage informal learningCarol Bleyle
Informal learning takes center stage in employee development, but managers often put it on the back burner. But it's possible to manage informal learning and make it more effective for your employees. This presentation from Pract.us training software offers simple advice for how to do it.
City of Hamilton - Self Learning Cataloguetomjlewington
This "Self Learning Catalogue" was developed for the City's Operations division to provide a range of educational materials to support the continued development of supervisors. It addresses the division's specific needs and interests covering a range of related subject areas in a variety of formats to match varying learning style preferences.
This document summarizes an internship at Abu Dhabi EHS (Abu Dhabi Environment Health and Safety Center) where the intern engaged in tasks like writing emails and calls, creating PowerPoints and proposals, research, design work, translation, and more. The internship helped them learn about asking questions when unsure, being professional, organizing work, learning through observation, and presentation techniques. The environment and employees were described positively and the intern believes the experience will help them get a job in the future. Suggestions are made for Zayed University to provide more internship preparation and job application support.
Micro-Video + Manager Training = High Performing Employees | Webinar 10.14.15BizLibrary
When we couple video-based support for employees, with manager support using the right tools, we can magnify the impact of our training efforts by significant amounts. In this session, you’ll learn some easy to adopt methods to do exactly that.
www.bizlibrary.com
SkillBott is a comprehensive standards based online College & Career Readiness curriculum that teaches America's youth the essential 21st Century skill required to succeed in College, Career and Life.
SkillBott.com
The corporate manager feels that new graduates lack sufficient practical experience and training for their jobs. They want graduates to have more of the hands-on experience and skills from older generations. However, the manager does not have the time to provide thorough on-the-job training and would prefer if companies implemented better initial training programs so new hires could contribute more quickly.
This document discusses the 70:20:10 model of learning and development. The model suggests that 70% of learning comes from on-the-job training, 20% comes from interactions with others, and 10% comes from formal education programs. However, the document notes that the model has been misinterpreted by some companies to undervalue classroom training and formal education. It provides additional context about the origins and meanings of the different components to better understand how to apply the principles of the 70:20:10 model.
Is it possible to manage informal learningCarol Bleyle
Informal learning takes center stage in employee development, but managers often put it on the back burner. But it's possible to manage informal learning and make it more effective for your employees. This presentation from Pract.us training software offers simple advice for how to do it.
City of Hamilton - Self Learning Cataloguetomjlewington
This "Self Learning Catalogue" was developed for the City's Operations division to provide a range of educational materials to support the continued development of supervisors. It addresses the division's specific needs and interests covering a range of related subject areas in a variety of formats to match varying learning style preferences.
This document summarizes an internship at Abu Dhabi EHS (Abu Dhabi Environment Health and Safety Center) where the intern engaged in tasks like writing emails and calls, creating PowerPoints and proposals, research, design work, translation, and more. The internship helped them learn about asking questions when unsure, being professional, organizing work, learning through observation, and presentation techniques. The environment and employees were described positively and the intern believes the experience will help them get a job in the future. Suggestions are made for Zayed University to provide more internship preparation and job application support.
Micro-Video + Manager Training = High Performing Employees | Webinar 10.14.15BizLibrary
When we couple video-based support for employees, with manager support using the right tools, we can magnify the impact of our training efforts by significant amounts. In this session, you’ll learn some easy to adopt methods to do exactly that.
www.bizlibrary.com
SkillBott is a comprehensive standards based online College & Career Readiness curriculum that teaches America's youth the essential 21st Century skill required to succeed in College, Career and Life.
SkillBott.com
The corporate manager feels that new graduates lack sufficient practical experience and training for their jobs. They want graduates to have more of the hands-on experience and skills from older generations. However, the manager does not have the time to provide thorough on-the-job training and would prefer if companies implemented better initial training programs so new hires could contribute more quickly.
This document discusses the 70:20:10 model of learning and development. The model suggests that 70% of learning comes from on-the-job training, 20% comes from interactions with others, and 10% comes from formal education programs. However, the document notes that the model has been misinterpreted by some companies to undervalue classroom training and formal education. It provides additional context about the origins and meanings of the different components to better understand how to apply the principles of the 70:20:10 model.
Not sure where to start with your internship search?
Do you feel like you're at a standstill and unsure about the next steps in your search?
Then join Career Services in this informational workshop and learn about:
The importance of internships
▪ Eligibility requirements
▪ Process for getting registered with Career Services
▪ Importance of resume and interview preparation
▪ Searching for an internship
The document discusses a proposed training session for teachers to address learning issues arising from school closures during the COVID-19 pandemic. It identifies key challenges including learning poverty, gaps, and loss. Questions from teachers relate to reconnecting with students, limited content coverage, assessment strategies, and restoring motivation. Proposed training areas include content, pedagogy, assessment, technology skills, counseling, and minimizing learning loss. The document provides examples of training objectives, importance, activities, and formats for developing training needs. The overall goal is to help teachers effectively support students in recovering from pandemic-related educational disruptions.
The document discusses training and development in organizations. It covers identifying training needs through organizational, task, and individual analysis. Training benefits include increased productivity, less supervision, job satisfaction, and skills development. Training methods can be on-the-job like mentoring or off-the-job like simulations and role playing. After training, evaluation is important to assess the impact on individual and organizational performance.
1) Human resource development (HRD) involves integrating training, organizational development, and developing effective teams and organizations. It can involve both human resource and development functions.
2) Training involves teaching people skills to perform jobs, while development aims to improve employees' abilities to handle various assignments and cultivate capabilities beyond their current roles.
3) Training focuses on understanding concepts, developing judgement, and demonstrating techniques. Development focuses on expanding capabilities and learning over a longer period of time.
Career and Talent Management by Junaid ChohanJunaid Ashraf
The document discusses career and talent management. It defines key terms like career, career management, and career development. Career is the occupational positions a person has over many years, while career management is the process of helping employees understand and develop their career skills. Career development refers to lifelong activities that contribute to a person's career exploration, establishment, success, and fulfillment. The document also discusses the roles of employees and employers in career development. Employers should facilitate career self-analysis and development through human resource activities. Employees should seek variety in their work, ask for feedback, and develop goals and relationships to aid their growth.
Doing more training with less money (2) michael millwardVisitYork OurYork
Doing more with less through effective employee training and development. Training should be linked to both business objectives and individual employee goals. It is important to know your employees' existing skills and provide the right training, such as on-the-job or classroom. Regular skills audits and learning from employee appraisals can ensure training is tailored to needs. Linking learning to performance management makes it a win-win for both the organization and employees.
Students graduating from university struggle with balancing work and study. They feel the knowledge and skills learned in school do not fully prepare them for careers. It is difficult to find work they enjoy that also provides enough money. Students have doubts about choosing the right career path and if their degree will lead to a better job. They want more practical, hands-on learning instead of just theoretical lessons.
This document provides an agenda and information for Professor Marino's Business and Professional Communication course. The agenda covers introducing the professor and reviewing the syllabus, discussing how to succeed in the course, business communication in the workplace, resumes and interviews, designing and delivering speeches, and business writing. Upcoming homework assignments are also listed and include drafting cover letters, resumes, and LinkedIn profiles. The document provides an overview of the key topics and skills that will be covered during the course.
The Operations Management team at the University of Hertfordshire has successfully run 40 Business Field Trips as part of its modular programme in the last 5 years. This full day HEA session was designed as a workshop built around appreciative enquiry to share best practice and identify/address issues with the wider HEA Operations Management group.
This presentation is part of a blog post about this event, which can be accessed via http://bit.ly/18m8F7f
For further details of HEA Social Sciences work relating to employability and global citizenship please see http://www.heacademy.ac.uk/resources/detail/disciplines/Soc_Sci/Strategic_2013/EmployabilityAndGlobal
This document outlines the steps involved in strategic planning. It discusses gathering information through tools like SWOT analysis and stakeholder inputs. The key elements of vision, mission, values and strategy are explained. Developing clear objectives and reviewing them with management is important for effective implementation. Benchmarking other organizations can help set goals, and periodic reviews ensure the plan stays on track to achieve long-term objectives. Strategic planning is essential for any organization to define its direction and allocate resources effectively.
Throughout the years how teams worked has changed. There was a time when one person was responsible for all tasks, project management, business analysis, development and quality assurance and implementation. Then there was a swing to individual roles for each. Now, organizations are realizing the best approach is somewhere in between. Teams have to come together and determine what is necessary to reach their goals and determine who on the team is best to do the work.
This is easier said than done. This presentation will discuss the differences, in skills and tasks, which separate the team roles and discuss specific strategies for building a strong partnership between all team members.
Continuing professional development (CPD) helps teachers maintain and improve their knowledge, skills, and qualities through their careers. There are three main types of CPD learning: structured/active learning through interaction; reflective learning through independent study; and self-directed learning through individual activities like reading. An effective CPD process is self-driven, focuses on learning from experience and review, and includes both formal and informal learning to help set goals. Maintaining a CPD provides benefits like an overview of development, identifying strengths and gaps, and supporting career progression and applications. It is important to keep a learning log to record progress towards goals.
Structured for Success: Why & How to Restructure an L&D TeamKatrina Baker
The document discusses restructuring an L&D team. It describes a case study where the presenter restructured an L&D team at a law firm with 13 locations and 4,700 learners. The team was originally structured with generalist trainers focused on technology and legal topics. After analyzing problems, the presenter restructured the team into subgroups of an organizational change manager, learning advisors, instructional designers, and eLearning developers. Meeting schedules and responsibilities were also adjusted. The restructuring addressed issues like uneven workloads, bottlenecks, and a lack of coordination across locations.
EFFECTIVE COACHING AND TRAINING ESP.pptxoforijulius77
This document outlines a coaching at work training program with three sessions. The first session defines coaching and its benefits for managers, including improving employee performance. The second session covers coaching skills and tools like the EDAC model (Explain, Demonstrate, Apply, Consolidate) and the 4Ps model for problem solving. The third session details a four-step process for successful coaching: identifying needs, planning, implementation, and follow-up/feedback. The overall training aims to help managers apply coaching strategies to enhance employee skills and performance long-term.
Those Who Can Should Teach, by Urban Airship Senior Technical Advisor Lennon ...Recruiting Technology
Learn how to create a learning culture as your engineering team scales from Urban Airship Senior Technical Advisor, Reed College Professor and former Twitter Engineer, Lennon Day-Reynolds.
Presented at the Hive engineering leadership summit at the Tumo Center in Yerevan Armenia. Learn more about hiring top tech talent: https://teamable.com
The document discusses several coaching and mentoring programs:
1. A Turkish brewery has a one-year mentoring program to support professional and personal growth through experience sharing and developing relationships. It includes initial training and pairing participants who meet monthly.
2. A British American Tobacco program uses action learning, group coaching, and individual coaching over 12 months to improve skills and confidence with monitoring of workplace application.
3. Nielsen's mentoring program includes selection, matching, orientation, check-ins and completion to help mentees surface issues and identify actions through understanding interests and gaps.
This document provides an overview of work-life balance strategies and initiatives. It defines work-life balance and discusses models of balance. It also outlines types of initiatives like flexible work options and leave policies that can help balance work and life. The document then discusses strategies for achieving balance, rethinking traditional views of balance, and concerns and problems employers may have in supporting work-life balance. It concludes by suggesting actions employers can take and posing questions about balance.
Developing the Coaching Skills of Your Managers and Leaders [Webinar 04.13.16]BizLibrary
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important? In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development? In this webinar you'll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A "coaches toolkit" that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
www.bizlibrary.com
Not sure where to start with your internship search?
Do you feel like you're at a standstill and unsure about the next steps in your search?
Then join Career Services in this informational workshop and learn about:
The importance of internships
▪ Eligibility requirements
▪ Process for getting registered with Career Services
▪ Importance of resume and interview preparation
▪ Searching for an internship
The document discusses a proposed training session for teachers to address learning issues arising from school closures during the COVID-19 pandemic. It identifies key challenges including learning poverty, gaps, and loss. Questions from teachers relate to reconnecting with students, limited content coverage, assessment strategies, and restoring motivation. Proposed training areas include content, pedagogy, assessment, technology skills, counseling, and minimizing learning loss. The document provides examples of training objectives, importance, activities, and formats for developing training needs. The overall goal is to help teachers effectively support students in recovering from pandemic-related educational disruptions.
The document discusses training and development in organizations. It covers identifying training needs through organizational, task, and individual analysis. Training benefits include increased productivity, less supervision, job satisfaction, and skills development. Training methods can be on-the-job like mentoring or off-the-job like simulations and role playing. After training, evaluation is important to assess the impact on individual and organizational performance.
1) Human resource development (HRD) involves integrating training, organizational development, and developing effective teams and organizations. It can involve both human resource and development functions.
2) Training involves teaching people skills to perform jobs, while development aims to improve employees' abilities to handle various assignments and cultivate capabilities beyond their current roles.
3) Training focuses on understanding concepts, developing judgement, and demonstrating techniques. Development focuses on expanding capabilities and learning over a longer period of time.
Career and Talent Management by Junaid ChohanJunaid Ashraf
The document discusses career and talent management. It defines key terms like career, career management, and career development. Career is the occupational positions a person has over many years, while career management is the process of helping employees understand and develop their career skills. Career development refers to lifelong activities that contribute to a person's career exploration, establishment, success, and fulfillment. The document also discusses the roles of employees and employers in career development. Employers should facilitate career self-analysis and development through human resource activities. Employees should seek variety in their work, ask for feedback, and develop goals and relationships to aid their growth.
Doing more training with less money (2) michael millwardVisitYork OurYork
Doing more with less through effective employee training and development. Training should be linked to both business objectives and individual employee goals. It is important to know your employees' existing skills and provide the right training, such as on-the-job or classroom. Regular skills audits and learning from employee appraisals can ensure training is tailored to needs. Linking learning to performance management makes it a win-win for both the organization and employees.
Students graduating from university struggle with balancing work and study. They feel the knowledge and skills learned in school do not fully prepare them for careers. It is difficult to find work they enjoy that also provides enough money. Students have doubts about choosing the right career path and if their degree will lead to a better job. They want more practical, hands-on learning instead of just theoretical lessons.
This document provides an agenda and information for Professor Marino's Business and Professional Communication course. The agenda covers introducing the professor and reviewing the syllabus, discussing how to succeed in the course, business communication in the workplace, resumes and interviews, designing and delivering speeches, and business writing. Upcoming homework assignments are also listed and include drafting cover letters, resumes, and LinkedIn profiles. The document provides an overview of the key topics and skills that will be covered during the course.
The Operations Management team at the University of Hertfordshire has successfully run 40 Business Field Trips as part of its modular programme in the last 5 years. This full day HEA session was designed as a workshop built around appreciative enquiry to share best practice and identify/address issues with the wider HEA Operations Management group.
This presentation is part of a blog post about this event, which can be accessed via http://bit.ly/18m8F7f
For further details of HEA Social Sciences work relating to employability and global citizenship please see http://www.heacademy.ac.uk/resources/detail/disciplines/Soc_Sci/Strategic_2013/EmployabilityAndGlobal
This document outlines the steps involved in strategic planning. It discusses gathering information through tools like SWOT analysis and stakeholder inputs. The key elements of vision, mission, values and strategy are explained. Developing clear objectives and reviewing them with management is important for effective implementation. Benchmarking other organizations can help set goals, and periodic reviews ensure the plan stays on track to achieve long-term objectives. Strategic planning is essential for any organization to define its direction and allocate resources effectively.
Throughout the years how teams worked has changed. There was a time when one person was responsible for all tasks, project management, business analysis, development and quality assurance and implementation. Then there was a swing to individual roles for each. Now, organizations are realizing the best approach is somewhere in between. Teams have to come together and determine what is necessary to reach their goals and determine who on the team is best to do the work.
This is easier said than done. This presentation will discuss the differences, in skills and tasks, which separate the team roles and discuss specific strategies for building a strong partnership between all team members.
Continuing professional development (CPD) helps teachers maintain and improve their knowledge, skills, and qualities through their careers. There are three main types of CPD learning: structured/active learning through interaction; reflective learning through independent study; and self-directed learning through individual activities like reading. An effective CPD process is self-driven, focuses on learning from experience and review, and includes both formal and informal learning to help set goals. Maintaining a CPD provides benefits like an overview of development, identifying strengths and gaps, and supporting career progression and applications. It is important to keep a learning log to record progress towards goals.
Structured for Success: Why & How to Restructure an L&D TeamKatrina Baker
The document discusses restructuring an L&D team. It describes a case study where the presenter restructured an L&D team at a law firm with 13 locations and 4,700 learners. The team was originally structured with generalist trainers focused on technology and legal topics. After analyzing problems, the presenter restructured the team into subgroups of an organizational change manager, learning advisors, instructional designers, and eLearning developers. Meeting schedules and responsibilities were also adjusted. The restructuring addressed issues like uneven workloads, bottlenecks, and a lack of coordination across locations.
EFFECTIVE COACHING AND TRAINING ESP.pptxoforijulius77
This document outlines a coaching at work training program with three sessions. The first session defines coaching and its benefits for managers, including improving employee performance. The second session covers coaching skills and tools like the EDAC model (Explain, Demonstrate, Apply, Consolidate) and the 4Ps model for problem solving. The third session details a four-step process for successful coaching: identifying needs, planning, implementation, and follow-up/feedback. The overall training aims to help managers apply coaching strategies to enhance employee skills and performance long-term.
Those Who Can Should Teach, by Urban Airship Senior Technical Advisor Lennon ...Recruiting Technology
Learn how to create a learning culture as your engineering team scales from Urban Airship Senior Technical Advisor, Reed College Professor and former Twitter Engineer, Lennon Day-Reynolds.
Presented at the Hive engineering leadership summit at the Tumo Center in Yerevan Armenia. Learn more about hiring top tech talent: https://teamable.com
The document discusses several coaching and mentoring programs:
1. A Turkish brewery has a one-year mentoring program to support professional and personal growth through experience sharing and developing relationships. It includes initial training and pairing participants who meet monthly.
2. A British American Tobacco program uses action learning, group coaching, and individual coaching over 12 months to improve skills and confidence with monitoring of workplace application.
3. Nielsen's mentoring program includes selection, matching, orientation, check-ins and completion to help mentees surface issues and identify actions through understanding interests and gaps.
This document provides an overview of work-life balance strategies and initiatives. It defines work-life balance and discusses models of balance. It also outlines types of initiatives like flexible work options and leave policies that can help balance work and life. The document then discusses strategies for achieving balance, rethinking traditional views of balance, and concerns and problems employers may have in supporting work-life balance. It concludes by suggesting actions employers can take and posing questions about balance.
Developing the Coaching Skills of Your Managers and Leaders [Webinar 04.13.16]BizLibrary
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important? In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development? In this webinar you'll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A "coaches toolkit" that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
www.bizlibrary.com
Open Source Contributions to Postgres: The Basics POSETTE 2024ElizabethGarrettChri
Postgres is the most advanced open-source database in the world and it's supported by a community, not a single company. So how does this work? How does code actually get into Postgres? I recently had a patch submitted and committed and I want to share what I learned in that process. I’ll give you an overview of Postgres versions and how the underlying project codebase functions. I’ll also show you the process for submitting a patch and getting that tested and committed.
Discovering Digital Process Twins for What-if Analysis: a Process Mining Appr...Marlon Dumas
This webinar discusses the limitations of traditional approaches for business process simulation based on had-crafted model with restrictive assumptions. It shows how process mining techniques can be assembled together to discover high-fidelity digital twins of end-to-end processes from event data.
Discover the cutting-edge telemetry solution implemented for Alan Wake 2 by Remedy Entertainment in collaboration with AWS. This comprehensive presentation dives into our objectives, detailing how we utilized advanced analytics to drive gameplay improvements and player engagement.
Key highlights include:
Primary Goals: Implementing gameplay and technical telemetry to capture detailed player behavior and game performance data, fostering data-driven decision-making.
Tech Stack: Leveraging AWS services such as EKS for hosting, WAF for security, Karpenter for instance optimization, S3 for data storage, and OpenTelemetry Collector for data collection. EventBridge and Lambda were used for data compression, while Glue ETL and Athena facilitated data transformation and preparation.
Data Utilization: Transforming raw data into actionable insights with technologies like Glue ETL (PySpark scripts), Glue Crawler, and Athena, culminating in detailed visualizations with Tableau.
Achievements: Successfully managing 700 million to 1 billion events per month at a cost-effective rate, with significant savings compared to commercial solutions. This approach has enabled simplified scaling and substantial improvements in game design, reducing player churn through targeted adjustments.
Community Engagement: Enhanced ability to engage with player communities by leveraging precise data insights, despite having a small community management team.
This presentation is an invaluable resource for professionals in game development, data analytics, and cloud computing, offering insights into how telemetry and analytics can revolutionize player experience and game performance optimization.
Did you know that drowning is a leading cause of unintentional death among young children? According to recent data, children aged 1-4 years are at the highest risk. Let's raise awareness and take steps to prevent these tragic incidents. Supervision, barriers around pools, and learning CPR can make a difference. Stay safe this summer!
We are pleased to share with you the latest VCOSA statistical report on the cotton and yarn industry for the month of May 2024.
Starting from January 2024, the full weekly and monthly reports will only be available for free to VCOSA members. To access the complete weekly report with figures, charts, and detailed analysis of the cotton fiber market in the past week, interested parties are kindly requested to contact VCOSA to subscribe to the newsletter.
4. Setting and reaching PD goals
is challenging. Why?
•Competing Contingencies in LIFE
•Support from the larger community is limited
•Time is not allocated by employers
•Only so many slices of the pie.
5. Just as an example…
•Reviewed 48 job postings on ABAI website
•39 had NO reference to PD
•3 only referred to paying for CEs
•0 included specifics
*In everyone’s defense: I only took an hour to review
the postings and did not visit websites.
6. Here’s a sample of our
Professional Development charts
•Accessing the literature
•Managing time
•Developing skills related to job duties
25. Conclusion
•PD is important for ALL of us
•Time must be allocated
•Reinforcement must be provided
•It is PART of a better, healthier, more professional
precision teacher
One of the ways we turn the lens on our own behavior is through professional development goals. I’m going to talk about how members of ORL set professional development goals, measured progress, and the antecedent and consequent variables that are being manipulated.
At ORL, we are a group of do-ers and we like to… (see slide)
Getting shit done means we not only have to take care of ourselves, as Kelly and Megan spoke about, but also, continue to grow as professionals. Just as we create objectives and goals for our emotional and physical well being, we do so for our professional development. Getting everything done, including growing as professionals can be challenging.
Fitting in taking care of ourselves, taking care of others, everyday necessities (laundry, eating, commuting) actually getting our jobs done! There is only so many slices in the pie. (Is this the right figure of speech)
Limited research on the professional development of professional staff, more focus on paraprofessional. Even recent conversations across ABAI, the focus in on supervision while becoming a BCBA or BCaBA, NOT the continuing development of skills after. CEs don’t always do it!
3. Look at this from a reinforcer standpoint- if time is not allocated, if it is not included in job description, then you are doing this on your own time outside your job, which means competing contingencies, slicing your pie even further…you have to be healthly, be professional, do your job, maintain social interactions mostly on your on time. That pie has too many pieces.
We identify and set goals with our supervisors.
We provide high rates of positive feedback to one another.
We carve out time within our work day.
We read, a lot, and are on the hunt for support in the literature.
We share what we have done.
Anotate o the chart
Trends and consulutions
Counts
Slices and interventions
Antecented and consequent interventions
Chart 1 Kelly
Chart 2 Ann
Chart 1 Megan
Chart 2 Ali BCBA
Chart 4 Ali grad school
Liz chart- saying no
Chart 1 Ann A/D
Chart 1 Ann A/D
Making DBD is a large part of our jobs. We review data no less frequency than every 3 data points. Therefore, maintaining reliability between Program Managers (the person who reviews data most frequently) and the consultant (the person who designs the programs and reviews the data at least monthly). This chart is a nice example of progress AND why antecedent variables are so important. If you take data and “go back to chart” you are less likely to chart (another slice of the pie is taken up). The intervention that worked the best was charting before leaving the team meeting, making charting a TM activity.