1 Using feedback to help students to learn Phil Race Summary Feedback is vital in just about all learning contexts. These pages look at the central role that feedback plays in student learning, and explores ways to help the reception of feedback to be improved. I've also linked feedback to the development of competence, exploring the different roles that feedback has at different stages on the pathway towards conscious competence. The main section of these pages then expands on some tactics for making feedback work, whether in writing, face-to-face, in print, or electronically. All forms of feedback have their pros and cons, and I've tried to highlight both sides of the picture in each case, to help you decide how best to use feedback in your own teaching, learning and assessment contexts. Biography Phil Race is an independent educational developer and writer, with a particular interest in how people learn best. He works with teaching staff to help them optimise the learning experience of their students, and with students to help them get the most from their teachers. He is a Member of ILT, and an elected Council Member, and also serves as an ILT Accreditor. Details of his background, publications and workshop programmes can be found on Race.net. Keywords Race, model of learning, feedback, empowerment, competence development, word-processed feedback, model answers, class reports, face-to-face feedback, electronic feedback, feedback by , computer-delivered feedback Feedback and learning
2 My 'ripples on a pond' model of the main factors underpinning successful learning was developed by asking countless people (students, colleagues, professionals, trainers, all sorts of people) straightforward questions about how they learned things - all sorts of things. Probably the most universal of the factors in their responses was that feedback was essential. Most often, this feedback comes from other people - fellow learners, tutors, trainers, instructors, expert witnesses, and so on. Quite often, however, it is sufficient to gain feedback from existing (or specially designed) information, which responds to tasks that have been attempted in the bid to learn. Imagine feedback bouncing back in to the 'ripple' of learning. This keeps the ripple going, increases the intensity of the rippling, and deepens learning. If there were to be no feedback the ripple would tend to fade away and die out. The learning would vanish. Feedback is normally something which happens as a result of some learning-oriented action. Feedback may be provided after the event, or during the event, or both. However, feedback can be provided even in the absence of any learning action, and may even cause a learning event to take place thereafter. In other words, strong ripples bouncing in towards the centre can in due course bring the whole ripple system into being, and ideally cause learning-by-doing and even create some motivation. What do you think? This 'ripples on a pond' model of mine is essentially a metaphor. It's a way of reminding ourselves that several things contribute concurrently to successful learning, rather than consecutively. We could add a third axis and make it threedimensional, with 'depth' perhaps representing deep learning and 'shallowness' surface learning, and so on. Developing good reception What kinds of feedback are there? Positive or negative? We tend to regard feedback as being one or other of these, but in practice, the most useful feedback usually contains both. Positive feedback embraces praise, and the only problem is that in many cultures human beings are not particularly good at accepting praise, tending to shrug it off in a bid to demonstrate modesty. Positive feedback is most effective when we take ownership of it, and swell with pride about it. We therefore need to help our students become more adept at making the most of the positive feedback they receive - whether from us, of from each other, or from anyone else. However, 'negative' is an unfortunate word, and 'critical' (or at least 'constructive') is much more acceptable for the elements of feedback which are not just praise and affirmation. Human beings are often not too adept at making best use of critical feedback. We may instinctively become defensive, and close the doors to really analysing the feedback and
3 adapting our actions on the basis of it. Yet learning by trial and error is a perfectly natural and valid way of learning, and depends on making optimum use of feedback about mistakes. Feedback qualities and attributes How can we best give feedback to students? We can select from a wide range of processes, but we also need to address as many as possible of a range of qualities and attributes in our strategy for providing feedback. For example, feedback needs to be: Timely - the sooner the better. There has been plenty of research into how long after the learning event it takes for the effects of feedback to be significantly eroded. Ideally feedback should be received within a day or two, and even better almost straightaway, as is possible (for example) in some computer-aided learning situations, and equally in some face-to-face contexts. Intimate and individual. Feedback needs to fit each student's achievement, individual nature, and personality. Global ways of compiling and distributing feedback can reduce the extent of ownership which students take over the feedback they receive, even when the quality and amount of feedback is increased. Each student is still a person. Empowering. If feedback is intended to strengthen and consolidate learning, we need to make sure it doesn't dampen learning down. This is easier to ensure when feedback is positive of course, but we need to look carefully at how best we can make critical feedback equally empowering to learners. We must not forget that often feedback is given and received in a system where power is loaded towards the provider of the feedback rather than the recipient - for example where we are driving assessment systems. Feedback should open doors, not close them. In this respect, we have to be particularly careful with the words we use when giving feedback to students. Clearly, words with such 'final language' implications as 'weak' or 'poor' cause irretrievable breakdowns in the communication between assessor and student. To a lesser extent, even positive words such as 'excellent' can cause problems when feedback on the next piece of work is only 'very good' - why wasn't it excellent again? In all such cases it is better to praise exactly what was very good or excellent in a little more detail, rather than take the short cut of just using the adjectives themselves. Manageable. There are two sides to this. From our point of view, designing and delivering feedback to students could easily consume all the time and energy we have - it is an endless task. But also from students' point of view, getting too much feedback can result in them not being able to sort out the important feedback from the routine feedback, reducing their opportunity to benefit from the feedback they need most. What else? These are only five facets of the range of qualities and attributes we need to think about when reviewing our feedback provision. You might like to look at the longer list of 'Guidelines on Giving Feedback', provided by Brenda Smith and Sally Brown in 'Getting to Grips with Assessment' (SEDA Special No3), for further suggestions to make your assessment and feedback integral to learning. SEDA's website is at Feedback and competence development Please look through the PowerPoint sequence on my 'conscious-unconscious competence-uncompetence' model of learning. The overall model is summarised on the slide below.
4 Feedback addressing conscious competence This area is trickier than may seem obvious! When students know that they have done something well, any feedback which smacks of 'faint praise' can be quite damning. However, if we wax too lyrical in our praise, it can be seen as condescending. We need to pit our wits towards helping students to take ownership of their successes in this scenario, for example: "I'm sure you already realise you've done a really good job with this&." Or "Do stop for a moment and think about how well you've done this, and how useful it will be for you to continue to hone these skills - don't lose them!" Feedback addressing conscious uncompetence We're more practised at this. Much of the feedback we routinely give students is directed towards helping them to become better at things they already know they can't yet do. We can help by giving them suggestions about what to do first in their attempts to move things upwards out of the 'transit' box on the diagram. We can help them prioritise which things are worth trying to move, and which are not important enough to bother with. Feedback addressing unconscious uncompetences This is by far the most important area for feedback. One of the main points of having assessed coursework with feedback is to use this to help students find out much more about what they didn't yet know that they couldn't yet do. In other words, we use feedback to help students to move things out of their danger box and into their transit box, on the way towards the target box. It could be said that the art of teaching lies in helping students to explore their danger box, and to identify important elements hiding there, bringing them out into the open, then moving them towards conscious competence. The fact that this is an everyday part of helping students to learn does not mean that it is an easy part. For a start, we are talking about unconscious uncompetences. Therefore, the first hurdle is gently alerting students to things that they didn't know were there. There is an element of surprise. Some of the surprises will be unpleasant ones - where (for example) students had thought that they were consciously competent in the aspect concerned. It's the 'bad news' box. The good news is that the things identified won't be bad news any more, once moved. Feedback addressing unconscious competence
5 This is another surprise box, but this time it's a 'good news' box. For example, part-time mature students bring to their educational experience a wide range of unconscious competences. These are things that they are good at, but don't know how useful and important the things themselves could turn out to be. For example, they're often really skilled at time-management and task-management. Their life experience has often allowed them to develop skills at handling a number of different agendas at once, and prioritising between competing demands. Moving these unconscious competences towards the conscious level almost always results in an increase of confidence and self-esteem. If you've just been helped to see that you're actually very good at something that you hadn't ever suspected was among your strengths, would you not feel good about it? Towards a strategy for feedback Any strategy is essentially a combination of tactics. You can choose your feedback tactics from a wide variety of processes, each with its own advantages and drawbacks in the particular contexts in which you might choose to use it. The following pages invite you to think about which processes you currently use, and which you might wish to embark upon. You're also invited to add your own experiences to the advantages and drawbacks I've already suggested for each method. The ideas in the following pages are based on ones I published in 'Enhancing Student Learning' SEDA Special No10. Contact SEDA at for details. Feedback in writing or print The pages which link to this section are about hard-copy feedback, whether written directly onto students' assessed work, or supplied in writing or print alongside returned work. A clear advantage of hard-copy feedback is that it is enduring, and can be viewed and reviewed again by students (and indeed by assessors themselves and quality reviewers). However, a clear disadvantage with hard-copy feedback is that it is enduring! A batch of feedback comments to different students can endure quite long enough for each and every inconsistency we make to be used against us in evidence. In the pages which follow, we'll explore half a dozen of the range of processes involving feedback in writing or print. You'll be able to think of other ways of combining these, and alternatives which may have more advantages and fewer drawbacks. Handwritten comments on (or about) students' assessed work This is one of the most widely used forms of feedback to students. It includes our written feedback on essays, reports, dissertations, solutions to problems, and so on. Not so long ago, there were few alternatives to this way of giving students feedback on their work, usually accompanied by an assessment judgement of one kind or another. Feedback can be personal, individual, and directly related to the particular piece of work. Feedback may be regarded as authoritative and credible. The feedback can be tailored to justify an accompanying assessment judgement. Students can refer to the feedback again and again, and continue to learn from it. Such feedback provides useful evidence for external scrutiny (such as QAA Subject Review). Handwritten feedback can be hard to read! When critical, handwritten feedback - because of its authoritativeness - can be threatening. It is slow and time-consuming to write individually on (or about) students' work, and hard to make time for when class sizes are large. You can't refer to your own feedback to different students unless you keep photocopies of their work and your comments. It becomes too tempting to degenerate into shorthand - ticks and crosses - rather than to express positive and critical comments. Word-processed overall comments on each student's assessed work This is feedback which you compose, then print out, for each student, summarising your reactions to their work. It may be accompanied by an assessment judgement.
6 Such feedback can remain individual, personal and authoritative. It is easier to include pre-prepared statements, using 'cut and paste'. Students can refer to it time and time again. It is easier to read. You can keep copies (paper or electronic) and refer to it easily again. It provides useful evidence for external scrutiny. Printed feedback can still be threatening to students when critical. It may appear less personal to students than handwritten feedback. It is not so easy to link each feedback point to the exact part of the work which caused you to write it. The 'cut and paste' elements may show up too strongly to external reviewers, if they have been used too widely. It's not so easy to make emphasis in word-processed feedback, so that the most important messages stand out from those that are merely routine. Model answers or solutions, issued to students along with their marked work This category covers a wide range of feedback aids, including model answers, perhaps supported by 'commentary' notes highlighting principal matters arising with students' work as a whole, worked solutions to calculations or problems, and so on. Students can use model answers to revisit their own work in self-assessment mode, and can continue to use them as a frame of reference illustrating the standards they are working towards. Model answers can save you a lot of time writing individual feedback or explanation to students. They can be issued to students who missed an assignment, or for reference by students who may have been exempted from it. They constitute useful evidence of standards and expectations, both for students and for external quality reviewers. Because model answers or solutions are relatively impersonal, some students will not really engage in comparing their own work to them. Students who do the assignment equally well overall, but in different ways, may feel that their individuality is not being valued or recognised. Students may assume that the model answers represent all that they need to know about the topic on which the assignment was based. Students who missed out an important aspect in their own work may not notice the significance of this, and may still need further feedback about their own particular strengths and weaknesses. If the same assignment is used again within a year or two, there may be clear evidence that the model answers are still in circulation! Assignment return sheets These are normally pre-prepared proformas, where you provide detailed written word-processed or electronic feedback comments to students on each of a number of assessment criteria applied to their work. You can plan to address each of the most important or recurring feedback agendas, without having to write out the context, or the relevant criteria, each time. Students can compare the feedback they receive with that received by peers on the basis of each separate criterion if they wish. You can copy the assignment return sheets and keep them for your own records (and for external scrutiny) much more easily than you could keep copies of whole assignments along with your written feedback.
7 The essential parts of the feedback agenda are clarified by the assignment return sheets, giving students a frame of reference for what is expected of them in similar assignments in future. The elements of the assignment return sheets can be fine-tuned to reflect the intended learning outcomes associated with the assessed work (particularly welcomed by external reviewers seeking connections between assessment criteria and published learning outcomes). Not all of the feedback you wish in practice to give to individual students is likely to relate to the anticipated agendas on an assignment return sheet. Students may question you about the differences in their scores or grades. You may have to find other ways to keep for your own records (and for external review) the individual feedback that you add for students. Any pre-prepared agenda is likely to be found to be inappropriate for at least some of the assignments, for example students who do the assignment very well but in an unanticipated way, or students whose work meets the published agenda but where you feel that they still have not actually understood what they are doing (or suspect that plagiarism has occurred). Word-processed overall class reports on an assignment These might be issued to a whole (large) group of students, after their work has been marked, along with (or even in advance of) returning to them their marked work. Ideally, such an overall report can be debriefed in a whole-group session with the students. Students can look back at the report again and again as necessary. Students can learn from the feedback on mistakes or inadequacies of other students' work, and find out from the report about difficulties which were commonly encountered. Such reports can save you from having to write repeatedly the same feedback messages in response to commonly-occurring mistakes. Writing such feedback reports causes you to reflect in some detail on overall student performance in the particular assignment concerned, and you can show this to significant others (for example, quality reviewers). Feedback to students is much less personal than is possible using some of the other processes described elsewhere on these pages, will tend to concentrate on commonly-occurring features in the work of the cohort, and may miss out on individuality shown by some of the stronger students. Students may think that the only important points they need to bear in mind are contained in the report. If some students are likely to submit their work late, you may need to delay issuing the report (or even have to make further adjustments to it), resulting in the main body of students experiencing delay in receiving feedback, and a loss of the 'fresh in mind' dimension when they compare the report with their own work. Codes written on students' work, debriefed in a whole-group session For example, instead of writing individual positive or critical comments directly onto students' work, write only a code (a letter, or a number, or a symbol), and alongside compile your 'glossary of codes' on overheads, paper or PowerPoint slides, to use when you debrief the work to the whole group (and to issue as a translation-device, so that students can revisit their work and remind themselves of your feedback). This can save you a very significant amount of time and energy when 'hand-marking' a set of assignments, as in principle you only need to spell out each common feedback comment once (in your glossary, rather than on their work). When addressing common errors or misunderstandings, you can take more time to adjust your feedback messages to make them really understandable. It is not always possible to squeeze in the comment you wish to make to a student in the space available between their lines; it's usually much easier to insert a code letter, number or symbol. This means that students see exactly where the feedback comment relates to their own work. Students get their work back without it being covered with threatening feedback markings.
8 In your debriefing with the whole group, you can go through each of the important codes one at a time, meaning that all of the students to whom the message is directed get the translation of their code at the same moment. This point-by-point debriefing focuses students' attention much more sharply than when general debriefings are given. For example, until you reveal your message, all students with a 'W' written once or more on their work will be trying to work out for themselves what that 'W' might mean. It is harder for you to remember which students made which misunderstandings or mistakes (unless you photocopy their work with your codes on it, or make some sort of grid recording the codes used for each student). Students may lose the glossary you issue to them, or may not go to the trouble of re-translating your codes when they review their work later. The process of debriefing can be boring to the better students who made few of the errors or misunderstandings which you explain to the rest of the cohort. Face-to-face feedback Face-to-face feedback can carry with it very high learning payoff for students. It can be memorable, and can help students to change attitudes and approaches. Face-to-face feedback (whether to individuals or groups) carries with it the additional explanation that comes through body language, facial expression, tone of voice, emphasis, and so on. Furthermore, in face-to-face feedback situations, you have immediate feedback on how your messages are getting across to students. You can tell a lot about how they are reacting to your feedback from their expressions, body language, and so on. Moreover, you can adjust what you say, and how you say it, to respond to your observations of what is happening. Face-to-face feedback to whole classes This includes giving oral feedback to a whole class after having marked their assignments, before or after returning their actual work to them. Alternatively, you can give face-to-face feedback to the whole group about the task immediately after collecting their work from them, but before you've marked it, so that they get at least some feedback on the task as soon as possible, while the task is still fresh in their minds. You can give a lot of feedback to a lot of students in a relatively short time. Feedback is strengthened by tone of voice, facial expression, body language, emphasis, and so on. Students can compare reactions to your feedback, especially when you use some discussion in the process. You can support (and partially evidence) giving feedback to the whole group by issuing a handout summarising the main points you include. Feedback is less individual, personal and intimate to students. You can only concentrate on principal feedback matters, and can't cover less-common feedback issues. Students' records or memories of your feedback may be inaccurate and sketchy, and they may not remember the detail when later they look back over their assessed work. Students may be so busy thinking about one particular aspect of your feedback, which they know will apply to their particular work, that they miss other elements as you talk. Face-to-face feedback to individual students This can include one-to-one appointments with students, individual discussions out of class or in practical settings, and so on. Feedback is likely to be found to be personal, intimate and authoritative. You can address each individual student's needs, strengths and weaknesses. It is often much quicker to talk rather than write or type.
9 It is an important feedback mechanism to be able to justify to external reviewers (but of course you'll need evidence to support your claims for it - for example, feedback from students about your face-to-face feedback with them). One-to-one face-to-face feedback can be extremely threatening when critical. Students may become defensive when receiving critical feedback, and you may feel tempted to go in harder to justify the feedback. Students can be embarrassed when receiving positive feedback, and this can cause them not to fully benefit from praise. It takes a great deal of time to organise individual appointments with each member of large classes. There can be even more time wasted between appointments, and with students who don't turn up. Students often tend to remember only some of a feedback interview with an important person like you, often the most critical element, and this may undermine confidence unduly. It becomes impossible to remember exactly what you said to whom, when class sizes are large. Face-to-face feedback to small groups of students Such feedback is often timetabled into tutorial sessions, or in group work where students are working on projects or practical tasks. Some of the advantages of face-to-face feedback can be further exploited, and some of the disadvantages of feeding back to individuals are reduced. It can be less threatening to students than one-to-one feedback, especially when critical. Individuals' needs can be addressed, while still retaining some degree of relative anonymity within the group. Students can learn from the detail of feedback to others in the group, avoid the problems which others have encountered, and put their own work into context. You can enter into detailed discussion if the students in the group wish, so that matters arising are followed up in as much - often more - depth than would have happened with individual one-to-one appointments. Students may not take quite as much notice of feedback to them as members of a group than they would have done to one-to-one feedback. It can be hard to remember to include all the feedback matters which are needed by the group as a whole. Discussions may get out of perspective, and result in only part of the intended overall feedback agenda being covered by the group session. Electronic feedback The range and variety of the use of electronic feedback is one of the fastest growth areas in higher education today. Increasingly, tutors are finding that electronic feedback not only speeds up the delivery of feedback and aids the effectiveness of reception of feedback, but also assists with generating appropriate evidence for the quality of feedback. We'll explore in these pages just three of the wide range of possibilities for electronic feedback. ed comments on students' assessed work This is most often one-to-one individual feedback on students' work, delivered to them by . The level can range from simple qualitative overall feedback to very detailed feedback. An example of the latter is when tutors use the 'tracking changes' facilities of word-processing packages to return to students their original word-processed assignments, duly edited with feedback comments which appear on-screen in another colour. Suggested changes can be electronically 'accepted' or 'rejected' by students using these facilities, and they can produce a post-feedback edition of their work if they wish (or they can be required to do so as part of the overall assessment process). You can send at any convenient time or place as you're assessing their work.
10 You have the opportunity to edit your feedback before you finally send it - how often have we (when using handwritten feedback) written quite a lot of feedback down, only to find that the student concerned addressed the point a paragraph or page later! They can receive when they're ready, and usually take in your feedback in the relative comfort of privacy. You can tailor your feedback to individual students' needs, strengths and weaknesses. Students can refer back to your feedback again and again. You can keep track of what feedback you have given to which students. You can use electronic cut and paste, and save yourself having to type out frequently-needed messages more than once. Students can reply directly about your feedback. Useful evidence is built up relatively automatically, for external review. Students may have limited access to networked computers, and may be somewhat rushed when they have opportunities to receive your feedback. Students may not treat your feedback as seriously as if it were face-to-face, or on printed or handwritten paper. Students may not be able to look at your feedback at the same time as their original work (you may still have the latter), or may not take time to look through their returned work and match up your feedback comments with the detail of their work. Students are more likely to 'lose' ed feedback than printed or handwritten feedback. Using computer conferences for overall comments on batches of students' work Computer conferences provide the option for one-to-many electronic communication for feedback messages which have relevance to the majority of a group of students, along with the choice to go to one-to-one communication for those parts of feedback messages which are more individual or personal. Just about all the advantages of ed feedback still apply, except the option of responding individually through the conference to each student's strengths and weaknesses. Even this can, of course, be addressed by adding individualised s to the computer conference communication. Your overall feedback response to an assignment can be sent as it stands to each of many students, who can each receive it when and where it is convenient to them. You can save time responding to matters affecting many students, and use some of the time saved to reply separately by to those students needing more detailed or individual feedback. Students can learn from your feedback to other issues than the ones which they themselves need to think about. Students can reply individually to you about your overall feedback, and (if you structure the conference accordingly) can directly see each other's responses to your feedback, and generate real conference-type discussion of matters arising from an assignment (and to your own assessment and feedback of the assignment). Students may be less inclined to search through a generalised electronic feedback message for elements which apply to their own work. Students replying to the conference about your feedback may feel more exposed than when replying directly to you by . (Of course there is no reason why you should deny them private communication.) Computer-delivered feedback This broad category includes the use of (pre-prepared) feedback responses to structured self-assessment questions in computer-based learning packages. Computer-based feedback can be programmed into learning packages on floppy disk or CD Rom, and can also be programmed into web-based packages delivered through Intranets or the Internet.
11 Students can work through computer-based learning materials at their own pace, and within limits at their own choice of time and place. Feedback to pre-designed tasks can be received almost instantly by students, at the point of entering their decision or choice into the system. Computer-based feedback legitimises learning by trial and error, and allows students to learn from mistakes in the comfort of privacy. You can prepare detailed feedback in anticipation of the most likely mistakes or misconceptions which you know will be common among your students. Students can view the feedback as often as they need it as they work through the package. You can not easily tell to what extent individual students are benefiting from the feedback you have designed. Students who don't understand the feedback responses you have designed may not be able to question you further at the time, in the ways they could have used with ed or computer-conference-based feedback. The 'now you see it, now it's gone' syndrome can affect students' retention of your feedback messages, as students move quickly from one screenful of information to another in the package. Feedback: balancing learning payoff and efficiency Some feedback processes deliver high learning payoff - notably one-to-one face-to-face feedback. Other feedback processes are highly efficient in terms of our time - notably electronic one-to-many communication, or face-to-face communication with a large group of students. How can we think about efficiency and learning payoff at once? In two dimensions. Task 1. On post-its, or small pieces of paper, jot down (one on each) each of the different methods you presently use to deliver feedback to your students. Also jot down other feedback methods you have thought of developing in your own work. 2. Shuffle the post-its according to the level of learning payoff that you believe each method achieves, on average, with your students. Arrange that the methods delivering high learning payoff drift towards the top of your desk or wall. 3. Further shuffle the post-its according to the degree of efficiency (in terms of your time) you feel that each method achieves. Move the most time-efficient methods towards the left, the less-efficient ones towards the right. 4. Decide into which box of the grid above each method fits most closely. Are there any surprises to you in your conclusions? (There usually are such surprises when I run this exercise at a workshop.) 5. Send to me via my website the most interesting of your findings. I'll try in due course to include on these web pages an analysis of which feedback methods most people regard as delivering high learning payoff, and as highly efficient, along with an exploration of the particular strengths that make some of the alternative methods still worthwhile.
Module Design & Enhancement Assessment Types Author: Feargal Murphy Email: firstname.lastname@example.org Date: March 2009 Assessment One of the most important drivers of student learning is how that learning is
Section 15 Revision Techniques Introduction This section in your Study Skills manual will consolidate information relating to revision techniques. This section will consider how to prepare for examinations
Teacher Notes Introduction Why ICT 4 Life? Wouldn t it be great to have classes of enthusiastic, ICT-capable learners, performing and progressing well? Of course, we see fantastic examples of good practice
Writing a Requirements Document For Multimedia and Software Projects Rachel S. Smith, Senior Interface Designer, CSU Center for Distributed Learning Introduction This guide explains what a requirements
Using technology to help students engage with their feedback Technology, Feedback, Action! A Short Report by Stuart Hepplestone, Helen Parkin, Brian Irwin Graham Holden and Louise Thorpe Technology, Feedback,
Writing an essay Look back If this is not your first essay, take a look at your previous one. Did your tutor make any suggestions that you need to bear in mind for this essay? Did you learn anything else
Boost Your Skills with On-Site Courses Tailored to Your Needs www.aticourses.com The Applied Technology Institute specializes in training programs for technical professionals. Our courses keep you current
Data in Head Start and Early Head Start: Creating a Culture That Embraces Data Guide for Users and Trainers Table of Contents Overview... 1 Audience... 2 Objectives... 2 Using the Module... 2 Using the
Heathcote School & Science College Business Studies Department BTEC Level 3 Extended Diploma in Business Student Course Handbook 2015-16 Name: Teacher/s: Course Introduction Welcome to the BTEC Level 3
Chapter Four: How to Collaborate and Write With Others Why Collaborate on Writing? Considering (and Balancing) the Two Extremes of Collaboration Peer Review as Collaboration * A sample recipe for how peer
Mortgage Guide and Helpful Tips Dear Prospective Home Owner, Let me tell you that home ownership is one of the key ingredients to building wealth. Take any 100 people at the start of their working careers
Funding success! How funders support charities to evaluate A review of Evaluation Support Accounts with Laidlaw Youth Trust and Lloyds TSB Foundation for Scotland The process of working with ESS has greatly
www.pwc.co.uk/riskassurance Social media governance Harnessing your social media opportunity June 2014 Social media allows organisations to engage with people directly, express their corporate personality
EMPLOYEE JOB IMPROVEMENT PLANS This Employee Job Improvement Plan designed by Kielley Management Consultants achieves results because: it is simple and understandable it keeps supervisors and employees
Cambridge International Certificate in Educational Leadership 6247 Cambridge International Diploma in Educational Leadership 6248 For examination in 2015 Preface This syllabus sets out the details of the
Self Study and Training for Members and Staff of Agricultural Cooperatives A Guidance Manual for Advisers and Trainers This manual offers guidance to field workers involved in advising and providing training
REFLECTING ON EXPERIENCES OF THE TEACHER INDUCTION SCHEME September 2005 Myra A Pearson, Depute Registrar (Education) Dr Dean Robson, Professional Officer First Published 2005 The General Teaching Council
Tutor s Creed As tutors, we are responsible for improving the skills of our peers. As tutors, we will consider the body of work presented at the session in the following manner: First, we will impart to
Unit Q107 Make and receive telephone calls What you will learn Understand how to make telephone calls Understand how to receive and transfer telephone calls Be able to make telephone calls Be able to receive
2013 Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model Marion Foster Scottish Practice Management Development Network [Pick the date] IMPLEMENTING CHANGE POWERFULLY
Preparing Presentations Like any academic project, before giving a PowerPoint presentation you need to prepare and plan ahead. Dundee and Angus College Identifying the purpose By firstly identifying the
ASSESSMENT, RECORDING AND REPORTING(ARR) POLICY. Introduction The ARR Policy is closely linked to other key school policies (in particular: Teaching and Learning and Gifted and Talented) to ensure whole
Team Brief Guidelines CONTENTS Introduction What is team briefing? The benefits of team briefing The team briefing process The team briefing calendar Guidelines for managers with a responsibility for delivering
Cambridge International Certificate in Teaching with Digital Technologies 6224 Cambridge International Diploma in Teaching with Digital Technologies 6225 For examination in 2015 Preface This syllabus sets
Code of conduct for Healthcare Support Workers Working to standard: a code of conduct for support workers in health care 1. Introduction 1.1 Welcome to this code of conduct for support workers in health
Teaching Public Speaking Online By Tim Sheldon Bryant & Stratton College January 27, 2009 I teach public speaking Online using PowerPoint audio, and it has proven to be as effective in developing speaking
Preparing and Revising for your GCSE Exams Preparing and Revising for GCSEs Page 2 Contents Introduction 3 Effective Learning and Revision 4 What you need to Revise 5 Revision Notes and Practice 6 Getting
HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY Guide to180 Feedback The goal of an effective 180 feedback implementation should be positive, measurable, long-term leadership growth and development
The Challenge of Helping Adults Learn: Principles for Teaching Technical Information to Adults S. Joseph Levine, Ph.D. Michigan State University email@example.com One of a series of workshop handouts made
STAFF TRAINING SESSION i The following are some exercises for staff to use to prepare to deliver the programme. Exercises can be used as part of an INSET/training day. You may wish to invite volunteers
Considering changing or leaving your course? This guide is intended to help you consider your options and to make an informed and logical decision about your future. There may be a number of reasons why
TELEPHONE SKILLS & TELEPHONE SALES You never get a second chance to make a first impression! Do you want to add new customers and increase sales? Viable solutions, such as database software packages, employee
INTRODUCTION: COURSE OBJECTIVES AND CRITERIA FOR RECEIVING THE SIT TESOL CERTIFICATE A. Course Objectives B. Course Requirements C. Course Competencies A. Course Objectives By the end of the course, participants
Making the Most of Lectures This section will help you to : O BJECTIVES Identify why lectures are used Get the most out of lectures by knowing how to prepare and learning how to listen Identify different
Page1 Legal Information Management 2013 Flipping the classroom: revolutionising legal research training Nicola Sales Subject: Education. Other related subjects: Legal profession. Libraries Keywords: BIALL;
Law Firms and Succession Planning Jeff Gillingham, Senior Partner of SSG Legal August 2008 Organisations, by definition, have structures. These structures are not to curtail initiative but simply to ensure
Integrated Skills in English ISE II Reading & Writing exam Sample paper 2 Your full name: (BLOCK CAPITALS) Candidate number: Centre: Time allowed: 2 hours Instructions to candidates 1. Write your name,
Examiner s report P5 Advanced Performance Management June 2013 Introduction Firstly, we would like to offer our congratulations to all of those candidates who achieved a pass at this diet and our commiserations
GETTING THE MOST OUT OF LECTURES Use this sheet to help you: prepare for and learn from lectures manage note-taking during lectures 5 minute self test 1. What are some of the purposes of lectures? 2. How
Becoming an Online Learner Online education is where it is at. As an online student, I have control of when I learn, how I learn, and what extra I learn. I gain only as much as I put in; this is what distinguishes
Whether and How to Apply to Ph.D. Programs in Political Science: FAQs Matthias Staisch, The University of Chicago This Version: October 4, 2013 1 Do I need a Ph.D. to attain my professional goals? Before
P r o v i d i n g q u a l i t y f e e d b a c k a g o o d p r a c t i c e g u i d e Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5 Positive Feedback... 5 Developmental
EnglishBusiness CompactMINIs Fast and to the point. Cheap and effective. CLICK ON THE MINI OF YOUR CHOICE TO READ MORE M01: How to present your company in just 5 minutes M02: How to present yourself in
Achieving Excellence through Executive Coaching Good Leaders Accelerate with Good Coaching At White Water, we love to work with successful executives we always marvel at how well they respond to good coaching:
Assessment and Feedback Policy Department of Economics University of Warwick Undergraduate and Postgraduate Degrees Appendix A1: Forms of Assessment Appendices Our modules contain a mixture of both summative
PERFORMANCE APPRAISAL WHAT IS A PERFORMANCE APPRAISAL? The Appraisal Process PHASE 1 Identification and Observation of Behaviour PHASE 2 Measurement of Performance PHASE 3 Development of future Performance
Learning From Lectures: A Guide to University Learning Learning Services University of Guelph Table of Contents Student Guide:... 3 University Lectures... 3 Preparing for Lectures... 4 Laptop Pros & Cons...
13. Project Management and the Australian Bureau of Statistics: Doing What Works Dennis Trewin, Australian Statistician, Australian Bureau of Statistics Introduction Project management has to be a core
Evaluating Teaching Innovation By Richard James The evaluation of teaching and learning, and particularly of teaching and learning innovation, has become a priority in universities. The idea in writing
INTERNAL COMMUNICATIONS REVIEW TOOLKIT Leaders and managers do not have a choice whether to communicate or not. They only have a choice about how much to manage what they communicate. Ed Schein, Professor,
Customer Retention Strategies Quick Tips To Make A Positive Difference Brought to you by and www.learndirect.co.uk/businessinfo/ Improve your workforce with learndirect Business Customer Retention Strategies
Email and Mobile Digital channels have many strengths, but they also have weaknesses. For example, many companies routinely send out emails as a part of their marketing campaigns. But people receive hundreds
Vernon Park Primary School Teaching and Learning Policy The school s approach to teaching and learning is based upon the school vision: At Vernon Park Primary School we aim to provide all children, parents,
A COACHING STYLE OF MANAGEMENT In this chapter we look at how you might use a coaching approach in managing people. We begin by exploring what we mean by coaching, which I regard as being primarily non-directive.
COURSE INFORMATION is a 13-week course providing a foundation for cross-cultural mission and an opportunity for participants to God s purposes for them. It is intended to form part of an on-going journey
Reflective Writing Reflective Writing There are a variety of reasons you might need to write reflectively. When you apply for jobs, undertake self-evaluation at work or whilst studying, or when writing
Unit 3 Effective Communication in Health and Social Care Learning aims In this unit you will: investigate different forms of communication. investigate barriers to communication in health and social care.
Email Marketing For Chiropractors How Email Marketing Can Bring In More Clients And Boost Your Profits Introduction Your existing clients will know exactly what you do and how regular visits to a chiropractor
Complete a Relationships Presentation Speech Tips 1. I am so scared of giving my speech. How do I get over my nervousness? Nervousness is natural. Think of it as a friend rather than an enemy. You need
Cleveland College of Art & Design BA (Hons) Fashion Enterprise Programme Handbook 2013-2014 1 BA (Hons) Fashion Enterprise Programme Handbook 2013-2014 Your Programme Handbook provides you with a range
Applying for Scholarships & Awards: A Professor s Advice to Students D Farenick, University of Regina. Introduction My first scholarship application was a complete dud. Some mistakes I made were: I asked
Module 6; Managing Large Classes Approaches to Language Teaching: Extension; Video Length: Approximately 11 Minutes; Notes to the Trainer; For best results, have participants go through the readings for
ONTARIO NURSES ASSOCIATION The Mentor Toolkit Updated ONA is the union representing 60,000 registered nurses and allied health professionals and more than 14,000 nursing students providing care in hospitals,
Lecture Notes Human Resource Management MBA- IInd Semester Lecture 7 Training 2 Human Resource Management @ Prikshat Verma LECTURE 7 - TRAINING We can define Training as any planned or structured activity
Assessment That Promotes Learning John P. Lowe The teacher in an elementary school class is understood to have the capability of evaluating all of the students across a range of skills throughout the school
Back to School: Working with Teachers and Schools Starting school each fall is a challenge for the student and parents. The following article offers some valuable suggestions as your child starts a new
EFFECTIVE ORAL PRESENTATIONS EVA CURTO Oral Presentations: Delivering Information Face-to-face FIRST THING: DON T PANIC!! The content is the most obvious component of any oral presentation - after all,
Guide to Studying and Exam - taking This booklet has been prepared as a guide to help you through the Edinburgh MBA programme. In compiling it, we have tried to bring together a wide range of sources to
FOCUS GROUPS FOR THE HSE MANAGEMENT STANDARDS SECTION 5 Page 1 of 16 5.0 FOCUS GROUPS FOR THE HSE MANAGEMENT STANDARDS 5.1 What is a Focus Group? Page 3 5.2 Why use Focus Groups? Page 3 5.3 Purpose Page
Electronic feedback: Staff and student perceptions and the search for an ideal Liam O Hare Masum Patwary Tim James Abstract This paper reports an evaluation of staff and student experiences following an
Board Certified - Civil Trial Practice National Board of Trial Advocacy Licensed in Mississippi and Louisiana Law Offices of Paul Snow A Professional Law Corporation 419 S. State Street, Suite A-100 Jackson,
Retention and Communication Strategies Michelle L. Pilati, PhD Coordinator, Rio Hondo Virtual College CVC Online Teaching Conference 2006 Description "Regular Effective Contact" is the guiding principle
UNDERGRADUATE PROGRAMME SPECIFICATION Programme Title: HNC in Applied Technologies Awarding Body: Teaching Institutions: Staffordshire University Barnsley College Shrewsbury College of Arts and Technology
Unit Purpose: The lessons in this unit emphasise the importance of communication and critically analyse different approaches to communication. This analysis will include a focus on verbal and non-verbal
A Knowledge Base General Tips and Advice for Candidates for Interview An overview of the interview process with general advice, pointers and reminders Summary of contents 1. Maintain Professionalism at
TAKING NOTES I. There are many reasons for taking lecture notes. A. Making yourself take notes forces you to listen carefully and test your understanding of the material. B. When you are reviewing, notes
Blackboard Learn Self and Peer Assessment Tool Case Study Engaging students in feedback production not just its receipt can add significantly to student learning interrogating others work and producing
Assessment Policy 1 Introduction This document has been written by the National Foundation for Educational Research (NFER) to provide policy makers, researchers, teacher educators and practitioners with
1 Critical Thinking Typical Comments I m not sure what they expect when they ask us to critically evaluate The word critical sounds so negative, as though you have to undermine everything The word analysis
England Your project and its outcomes Sally Cupitt with Jean Ellis Charities Evaluation Services Acknowledgements This booklet has been prepared for the Big Lottery Fund by Charities Evaluation Services.