Objectives: Summarize the literature related to training, feedback and contingency management (pay for performance) in general Summarize literature specific to interventions in human services Give examples of strategies to improve staff performance in human service settings Develop pinpoints for staff performance Develop a method of monitoring staff performance

Learning Objectives: Define OBM Describe how OBM differs from other approaches State how to pinpoint targets in organizations Describe how to conduct assessments in organizations State common interventions used in organizations Describe how changes can be maintained in organizations Recognize ineffective management practices

Covers the behavioral systems analysis (BSA) approach in OBM. Presents organizations as systems, and introduce the tools used to assess the levels of the system.

Learning Objectives: Describe why traditional safety programs are often not effective. Describe the challenges associated with lone workers and how to overcome them. Identify the main components of the BBS process. State methods to maintain the safety process. State at least three interventions used to increase pedestrian and driver safety.

Objectives: Understand the entrepreneur and the small business Describe the opportunities that exist in today’s business world Understand business entity structures available and which one may be best for their business venture Describe the business plan Understand small business management basics Understand financial management basics

Learning Objectives: Describe the role of training in an organization. Describe how to write objectives. State the benefits of fluency in training. State the difference between instruction and practice. Define pyramidal training.

Objectives: Define pay for performance (PFP). Describe how PFP is superior to traditional pay. Be able to state how to set up a PFP system. Be able to calculate pay in PFP system. State considerations when making the transition to a PFP system

Objectives: Describe how to conduct a needs analysis; Determine when a learning intervention is required; Design, develop and implement learning interventions; Evaluate learning interventions for their effectiveness; Describe the evolution of workplace learning from a historical standpoint; Use antecedent interventions to improve performance of learners in the workplace; Describe ADDIE, a commonly used instructional design model, and the components within; Critically analyze popular trends in workplace learning and determine which are supported from an empirical standpoint.

Objectives: Describe why it is important to conduct a functional assessment with a functional analysis as part of the process prior to treating severe problem behavior. Describe the functional assessment tools that can be omitted from an effective functional assessment process. Describe the essential components of a functional analysis of problem behavior. Describe the essential features of an IISCA that distinguish it from a standard functional analysis. Describe the relative efficiency of the IISCA relative to other functional analysis formats. Describe the relative amount of control afforded by the IISCA relative to other functional analysis formats. Describe how to determine the validity of functional analyses. Describe the measures of behavior that are important for determining the success of function-based intervention for problem behavior. Describe the critical elements of functional communication training. Describe the critical features of programming to teach children to tolerate delays to and denials of the reinforcers found to be maintaining their problem behavior. Describe how to program for functional communication responses to maintain even when most of these responses cannot be reinforced. Describe several strategies for having multiple people implement this skill-based treatment throughout the day.

Objectives: Identify how to objectively evaluate employee performance Learn how to objectively measure quality State and discuss when and how to effectively train staff members State and discuss common antecedent interventions used with employees State and discuss common consequence interventions used with employees State and discuss the components of Reid’s seven-step outcome management process State common problems associated with leadership and how to overcome them.