YOU WERE LOOKING FOR: Performance Assessment Workbook Answers
Children taking these tests are assessed on isolated skills in ways that are unfamiliar to them, and the test results often do not reflect children's personal experiences or knowledge. In recent years, however, a new approach to assessment has been...
They are flexible enough to allow teachers to evaluate each child's progress using information obtained from ongoing classroom interactions with materials and peers. In other words, they permit an individualized approach to assessing abilities and...
In completing this summary, teachers should carefully review the checklists and portfolios and then make overall judgments in order to report to parents, administrators, and others about each child's activities and progress. The three basic components of performance assessment — developmental checklists, portfolios, and summary reports — are all necessary. Without ongoing checklists, teachers could not keep track of children's progress toward widely accepted curriculum goals. Without portfolios, differences in the quality of one child's work over time might be hidden, and children's ability to take an active role in evaluating their own work ignored. Without summary reports, easily understandable information for parents, teachers, and school administrators would be unavailable.
Together, the three components constitute a dynamic, authentic performance system. Advocating For Performance Assessment Whenever you gather with other professionals, parents, your supervisor, principal, or members of your school board, use the opportunity to promote the use of some kind of performance assessment in early childhood classrooms. Copy and distribute the "Benefits of Performance Assessment" see below. Also, remember that whether you use an available system of performance or authentic assessment, or develop a tool of your own, the actual examples of children's work that you have on file, as well as ongoing observations of their individual growth and development, are the strongest possible advocates for performance assessment.
Use them to show the depth and breadth of information they contain about each child. No other approach has so much to say about what the child brings to the learning situation, and what the learning situation brings to the child! Benefits of Performance Assessment A system of developmental checklists, portfolios of children's work, and summary reports, when used together, can help you to: Recognize that children can express what they know and can do in many different ways. Evaluate progress as well as performance. Evaluate the "whole child. Establish a framework for observing children that is consistent with the principles of child development.
Contribute to meaningful curriculum planning and the design of developmentally appropriate educational interventions. Give parents specific, direct, and understandable information about their child. Collaborate with other teachers, thus enhancing your own professional skills.
Action What is the performance management process? This process is continual, with regular sessions where both management and employees have the opportunity to give and receive feedback. Employees who are engaged and thriving are more likely to maintain strong work performance, even during difficult times. Some reasons cited in this study for lack of motivation are seeing less deserving employees receive promotions, lack of actionable feedback, and management not involving employees in goal setting.
All of these taken together show the importance of the performance management process, and why each part of it must be done well for the process as a whole to succeed. The performance management process, when done correctly, is designed to fix those problems in the workplace, setting employees up for success in achieving both their goals and overall company objectives. Performance management process steps The steps in the performance management process can be broken down into four broad categories: Planning, coaching, reviewing and rewarding.
Planning The first step of the performance management process is Planning. HR and management need to define the job itself, including a comprehensive description, long and short-term goals, identify key objectives and develop a clear metric for how those objectives and goals will be assessed. Goals should be clear, done in the SMART format specific, measurable, attainable, relevant, time-based and clear performance standards should be set. They are the one doing their job and will have a key insight into what skills, competencies and goals will best assist the company to achieve organizational goals. By making this first step of the performance management process collaborative, management sets the stage for the process as a whole to be collaborative, and the employee feels that they are involved in goal setting - an important thing, as evidenced by the Gallup study.
Coaching 2. The coaching process is extremely important and must be done on a regular basis. Meetings should be at least quarterly, although monthly meetings are the ideal. If accountability is made into a negative, then employees will avoid it rather than being honest about where they are struggling. In some cases, management training in this area can be very helpful to an organization.
The ability to give actionable feedback is important here. This step involves reviewing the overall performance of the employee, how well the process itself worked, and it also includes the reward - which is an extremely important part of the overall process. Reviewing 3. Typically, these are held once a year, to look at how well the employee performed over that span of time. The monthly check-ins are to help the employee with problem-solving, adjusting goals and other future-looking tasks. This performance review is the only step that looks backward, to assess the behavior of the past year. Questions that can be asked are: Were personal and organizational objectives met? If not, why? What challenges did the employee face? What training would help the employee perform better? How did management feedback help? How could the process be made better?
Was the time spent on this process effectively? It is important to look at both smaller and larger goals, as this can give an indication to problem areas where training or interventions can be applied. Management should give actionable feedback for the employee so that they know areas where they can improve future performance. The employee should also be invited to give feedback on the process, and how management can do better on their end. Action The last step in performance management process is Action. This step is absolutely key - employees will not stay motivated if they are given no reason to. This does not necessarily have to be monetary, although it likely will include monetary compensation. Other rewards could be new projects, company-wide recognition, time off, or leadership opportunities.
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Internet How you will be assessed Upon completion of your responses you will be assessed against a standard answer sheet to ensure that you have covered the questions and that your responses are consistent with the unit requirements. All questions must be correct for satisfactory completion. For more information on the specific criteria contained in the unit descriptor, speak with your trainer. They will provide you with a copy of the criteria or refer to your learner guide which includes the performance criteria. Assessment 1: Short Answer Questions Question 1 Think about a time where you have worked in a team and established a common understanding and purpose. Discuss the following points below words Was there a clear team purpose? What were the roles, responsibilities and accountabilities in accordance with organisational goals, plans and objectives?
Question 2 You been asked to develop a performance plan to establish expected outcomes, outputs, key performance indicators and goals for work team. Complete the following questions based on how you would develop the performance plan: What is the process for this? Who is involved? How does this help the team and individuals involved? What could be improved? Process Set your vision, objectives and communication needs - How is this done in the workplace? Are people aware of it? Determine your communication strategy as each approach and circumstance will be different - Which methods do you use to communicate? Plan for any organisational changes that may occur when communicating with stakeholders - Give an example - a restructure in the company - how would you communicate this with relevant stakeholders Create your communication implementation plan - Link to the example above - how will you communicate the change?
Measure your success - As required by the organisation- did it work or would there have been a better way? Other - Any additional information that you wish to provide to support your communication methods and outcomes Question 9 Discuss the following and offer suggestions for improvement. Suggested area Your comments and suggestions How would you encourage a culture of open communication from appropriate workplace senior management to teams? How could you ensure all forms of communications answered or followed promptly and appropriately?
You have just been notified by one of your major customers Pathfinder Outdoor Destinations Pty Ltd, that they are going to cancel their order for the 40 top of the range Stargazer Mark V Camper Trailers. The company has made this decision based on the cost of the product and the proposed Government tax rise on Off Road activities to protect the environment. This has had an impact on the team and their performance of National Camper Trailers. There is anxiety, fear and some staff are becoming disgruntled as they are not sure what this means for their jobs. There is conflict in some teams.
Some individuals are not performing, and this is causing larger issues in the team. Is there an alternative that can be offered to the client? Declining performance in the sales team has further reduced since the rumours began. The CEO has asked you to head up a team to discuss these issues and consider what can be done to rectify the issues, including addressing performance gaps in the organisation. The CEO has identified that there are gaps in policies and procedures in the workplace and has requested new policies and procedures be developed. A template has been provided for use. It has also been acknowledged that there is a gap in performance, particularly in the sales team.
A performance plan and process to deliver the improved performance is required to be developed. Based on these discussions, the CEO has also requested an in depth analysis of the situation, the impact to the organisation and how you will address these issues Part 2 of your assessment. You have been asked to develop the following four 4 documents: Policy and procedure for responsibilities of the organisation Policy and procedure for decision making Policy and procedure for addressing issues and concerns in the workplace Completion of a Performance Plan including the planning process. You have been provided with a template for the Policy and Procedure and the Performance Plan.
When you first click on the assessment, you will see that along with the assessment, there are two additional templates. All sections must be completed. Develop a Policy and Procedure: Due to the issues raised in the Case Study, you have been requested to create three 3 new policies and procedures using the template provided. This should also reference performance review processes including the development and review of KPIs and the Code of Conduct. Develop a Policy and Procedure to implement strategies to ensure that team members have regular forums and opportunity to provide input into planning, decision making and operational aspects of work team. This should also reference performance review processes and the Code of Conduct.
This should link to both meeting management, Code of Conduct and a grievance process. Please note: All sections of the Policy and Procedure template must be completed. We do expect a level of detail in the responsibilities and procedures. If you only provide one or two dot points in this section, we will request further detail.
Develop a Performance Plan As per the Case study, it has also been acknowledged that there is a gap in performance, particularly in the sales team. A performance plan and process to deliver the performance plan is required to be developed. There are two sections to this. The first is to discuss how to create the performance plan and the second part is to complete a performance plan. All sections of the document are required to be completed. Part 2 Answer the questions below, and address the issues, concerns and problems that may present themselves in this case study.
Question 1 Complete the below table using the information outlined in the case study. Please note there is more than one issue to be addressed.
K Education August 30, Performance Task Assessment: 10 Things for Educators to Think About 1 Comment Performance Task Assessment, sometimes referred to simply as Performance Assessment, is coming soon in a substantial and significant way to K schooling; 21st century principals and other educational leaders would do well to familiarize themselves with this method and began to make plans for successful integration of this new, alternative format of assessments. These prototypes will include both assessment and classroom-based tasks. Smarter Balanced, meanwhile, states that by , Smarter Balanced assessments will go beyond multiple-choice questions to include performance tasks that allow students to demonstrate critical-thinking and problem-solving skills.
Performance tasks challenge students to apply their knowledge and skills to respond to complex real-world problems. They can best be described as collections of questions and activities that are coherently connected to a single theme or scenario. These activities are meant to measure capacities such as depth of understanding, writing and research skills, and complex analysis, which cannot be adequately assessed with traditional assessment questions.
Samples of the performance tasks being developed for grades K-8 are available here. One quick example , from a 7th grade assessment, provides students a series of videos and articles with information about bottled water, and then poses them the following: Task 5: Argument essay: Should our school ban bottled water or not? Students will be prompted to write an argument essay, revised from their first draft or completely re-envisioned, in which they craft an argument, and provide reasons and information supporting that argument, on the topic of whether their school should ban bottled water or not.
CWRA is an exact parallel indeed, it is word for word the same test to the far more prominent and widely used Collegiate Learning Assessment CLA , employed by more than colleges and universities nationally. CAE is also participating in the consortium Smarter Balanced is assembling to develop these new performance tasks. CLA, the Collegiate Learning Assessment, received a fair amount of attention about 18 months ago when a book, Academically Adrift , was published, drawing inferences and conclusions about the effectiveness, and more pointedly, lack of effectiveness of many colleges and universities in improving the higher order thinking skills of their students during their college years.
I wrote about that book here and here. Because the CLA is controversial among some university educators who oppose the external measurement, its administrators accordingly have prepared several reports defending against their critics and advocating for their approach. In my following discussion, I am doing drawing upon that report and other recent publications. Higher order thinking skills matter now more than ever, and what effective performance task assessment demands of students and measures in learning are these skills. Therefore, the skills taught in higher education are changing; less emphasis is placed on content-specific knowledge and more is placed on general higher-order skills, such as: analytic reasoning and evaluation, problem solving, and written communication. Recent theories of learning that reflect the change in emphasis from specific content domains to a focus on higher-order skills are redefining the concept of knowledge.
Some experts argue that higher order thinking skills can only be developed and only assessed when embedded in a content area, and if were one to accept that position, it is a significant challenge to the value of these performance task assessments. Just like with mathematics, the principles of critical thinking do not change from one domain to the next. Performance Task assessment is an improvement because of its open-ended, essay format. It is high time we changed course and began asking our students not to select their answer among a few options, but analyze, fashion, explain and write their own solutions to complicated problems.
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