Psychology Commons^™

Cultural Intelligence, Megan Paul

Umbrella Summaries

What is cultural intelligence? Cultural intelligence (CQ) is “a person’s adaptation to new cultural settings and capability to deal effectively with other people with whom the person does not share a common cultural background and understanding” (Earley & Ang, 2003, p. 34). Note that this is about general capabilities that cut across different cultures, rather than effectiveness in a specific culture (Ang et al., 2015). Though this definition sounds like it includes all types of intercultural interactions, the focus is a bit more limited—work settings and situations that involve differences in race, ethnicity, and nationality, either within or across countries. …

Communication Is Key To Success, Quality Improvement Center For Workforce Development

QIC-Tips

Research on organizational communication describes a connection between poor communication, negative attitudes towards the workplace, and decreased worker satisfaction. Conversely, in an environment where communication is valued by management, staff can be encouraged to participate in practice and policy change. Too often new initiatives are announced and then fade away. Clear lines of communication, involving varying levels of staff and using a variety of methods, are key to gaining staff buy-in and keeping workers informed of initiative progress.

The Quality Improvement Center for Workforce Development (QIC-WD) is working with eight jurisdictions to develop and test promising workforce interventions. Effective communication …

Addressing Work-Related Traumatic Stress Nebraska - Intervention Logic Model, Quality Improvement Center For Workforce Development

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Each QIC-WD site developed a logic model to serve as a visual representation of their selected intervention. All logic models included four main components: inputs, activities, outputs, and outcomes. Collectively, these demonstrate the resources and actions required to implement the program, as well as the associated result or changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes. For more information see Site Overview.

Supportive Supervision And Resiliency Ohio - Logic Model, Quality Improvement Center For Workforce Development

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Each QIC-WD site developed a logic model to serve as a visual representation of their selected intervention. All logic models included four main components: inputs, activities, outputs, and outcomes. Collectively, these demonstrate the resources and actions required to implement the program, as well as the associated result of changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes.

Supportive Supervision And Resiliency Ohio - Intervention Overview, Quality Improvement Center For Workforce Development

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Coach Ohio, a multi-level supportive supervision intervention, was designed as part of the QIC-WD project to help child welfare staff within the six Ohio implementation counties prevent and mitigate the effects of burnout, secondary trauma, employee dissatisfaction, and disengagement from families and children served by the agencies (for more information see the Site Overview). Coach Ohio initially included two components: Resilience Alliance (RA) was developed by the New York City Administration of Children’s Services-New York University Children’s Trauma Institute to mitigate the effects of secondary trauma, create a healthier work environment for child welfare staff, and to help staff develop …

Addressing Work-Related Traumatic Stress Nebraska - Intervention Overview, Quality Improvement Center For Workforce Development

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CFS Strong–Building a Resilient Workforce (known as CFS Strong) was the intervention designed as part of the QIC-WD project to address secondary traumatic stress (STS) among child welfare workers and supervisors in Nebraska’s Division of Children and Family Services (DCFS) agency (for more information see the Site Overview). CFS Strong included multiple components:

• Resilience Alliance (RA), developed by the New York City Administration of Children’s Services-New York University Children’s Trauma Institute, to create a better and healthier work environment, and to help staff develop skills and behaviors that promote their physical and psychological well-being, thereby putting them in the …

Frontline Job Redesign Louisiana - Site Intervention Logic Model, Quality Improvement Center For Workforce Development

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Each QIC-WD site developed a logic model to serve as a visual representation of their selected intervention. All logic models included four main components: inputs, activities, outputs, and outcomes. Collectively, these demonstrate the resources and actions required to implement the program, as well as the associated result of changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes.

Onboarding Program Eastern Band Of Cherokee Indians - Site Intervention Logic Model, Quality Improvement Center For Workforce Development

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four main components: inputs, activities, outputs, and outcomes. Collectively, these demonstrate the resources and actions required to implement the program, as well as the associated result or changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes. For more information see Site Overview.

Onboarding Program Eastern Band Of Cherokee Indians - Intervention Overview, Quality Improvement Center For Workforce Development

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The QIC-WD coordinated with the Eastern Band of Cherokee Indians (EBCI) Family Safety Program (FSP) to create an onboarding program for child welfare social workers. The intervention was designed to address role clarity, social integration, and understanding of Cherokee history and culture for new hires. (For more information see the Site Overview.) The 5-week onboarding program included activities completed by the new employee, his/her supervisor, and other FSP team members. Onboarding program elements included:

• A structured, interactive review of FSP’s policies and procedures;
• A mock family case to illustrate the full case process;
• Content related to Cherokee culture, historical …

Nebraska Child Care Market Rate Survey Report 2021, Greg W. Welch, Elizabeth Svoboda, Alexandra Daro, Venessa Bryant, Caitlyn Glissmeyer

Buffet Early Childhood Institute Reports and Publications

Consistent with the 2019 MRS, the Institute conducted a survey of all licensed child care providers across the state to obtain private pay child care rates for children with or without medical and behavioral needs. Categories of focus for data collection and reporting included: 1. Geographic location: rural or urban 2. Type of care: Family Child Care Home I, Family Child Care Home II, Child Care Center, and School Age License 3. Age group of children: infant, toddler, pre-school, and school-age 4. Status of medical and behavioral needs 5. Accreditation 6. Extent to which child care providers participate in Child …

Abusive Supervision, Megan Paul

Umbrella Summaries

What is abusive supervision? Abusive supervision refers to “subordinates' perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact” (Tepper, 2000, p. 178). Abusive supervision is most commonly measured using 15 items that describe abusive behaviors, and subordinates rate the frequency with which the supervisor engages in each behavior. Examples include “Ridicules me,” “Puts me down in front of others,” “Blames me to save himself/herself embarrassment,” and “Breaks promises he/she makes” (Tepper, 2000). Thus, subordinates do not judge whether they feel abused or consider their supervisors’ behavior abusive; they …

Generations In The Workplace, Stephanie Weddington

Umbrella Summaries

What is a generation? A generation is defined as “a group of individuals, who are roughly the same age, and who experience and are influenced by the same set of significant historical events during key developmental periods in their lives, typically late childhood, adolescence, and early adulthood. Further, these differences are not attributable solely to an individual’s age but rather to the common influence of shared experiences on the cohort” (Costanza et al., 2012, p. 377). There is general agreement on the labeling of generations (i.e., Silent, Baby Boomer, Generation X, Millennial, Generation Z); however, the date ranges used to …

How Can Public Child Welfare Agencies Get And Keep A Great Workforce?, Quality Improvement Center For Workforce Development

QIC-Tips

Public child welfare agencies continue to face complex challenges including high workforce turnover. An examination of federal data found that, from 2003 to 2015, states experienced 14-22% annual turnover rates, with caseworkers staying on the job for an average of 1.8 years. Such turnover increases workloads for remaining workers and negatively impacts children and families. The QIC-WD is working with eight jurisdictions to better understand turnover and test interventions to improve workforce retention. The following tips were compiled based on the experience of QIC-WD sites. They are intended to help child welfare administrators, state legislators, or other local policymakers consider …

How Can Child Welfare Agencies Leverage Data To Address Important Workforce Questions?, Quality Improvement Center For Workforce Development

QIC-Tips

Child welfare agencies experience workforce turnover (14-20% annually) that can be costly and result in poorer outcomes for children and families. Although turnover is often acknowledged as a significant problem, it is not one that is easily understood or addressed. The following tips and strategies being implemented by jurisdictions working with the QIC-WD may be helpful for child welfare administrators, legislators, and other policymakers seeking to utilize agency data to answer pertinent child welfare workforce questions.

• Understand what data is collected and stored, and where. Oftentimes, there are multiple systems used by agencies during the employee lifecycle that may contain …

Supportive Supervision And Resiliency Ohio - Site Overview, Quality Improvement Center For Workforce Development

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The Ohio Department of Job and Family Services (ODJFS), through the Office of Families and Children (OFC), is responsible for Ohio’s state-supervised, countyadministered child welfare system. Ohio’s 83 singlecounty agencies and two multi-county agencies are responsible for the delivery of child protective services and ongoing case management in Ohio’s 88 counties. Sixty-three agencies are housed in a county ODJFS department, overseen by county commissioners, and 22 children services boards are stand-alone child welfare agencies overseen by citizens appointed by county commissioners. OFC is responsible for state-level administration and oversight of programs that prevent child abuse and neglect; provide services to …

Addressing Work-Related Traumatic Stress Nebraska - Site Overview, Quality Improvement Center For Workforce Development

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The Nebraska Department of Health and Human Services (DHHS) is a multi-service agency led by a Chief Executive Officer (CEO), who is appointed by the Governor. The CEO oversees six divisions including the Division of Children and Family Services (DCFS), which is the state’s child welfare agency. The divisions are supported by centralized operations that include Human Resources (HR) & Development. HR has at least one individual with a strong working knowledge of DCFS operations and who is specifically assigned to provide support solely to DCFS.

DCFS is a state-administered system organized into five geographic regions: Western Service Area (WSA), …

Competency-Based Personnel Selection Oklahoma - Site Overview, Quality Improvement Center For Workforce Development

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The Child Welfare Services division of Oklahoma Human Services (OKDHS) is a state-administered child welfare agency. The OKDHS divisions are supported by centralized operations including Human Resource Management (HRM). A small team of human resources professionals within Child Welfare Services work closely with HRM to support Child Welfare Services’ personnel needs.

The executive team of Child Welfare Services includes the director and deputy directors (who lead teams of district directors, field administrators, and program administrators). The agency is divided into five field regions serving 27 districts and 77 counties. At least one district director leads each district. The district directors …

Frontline Job Redesign Louisiana - Site Overview, Quality Improvement Center For Workforce Development

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The Louisiana Child Welfare Division (CWD) of the Department of Child and Family Services (DCFS) is a state-administered child welfare system. In 2016, the Secretary of DCFS separated child welfare from economic security and child support enforcement, creating CWD. CWD is organized into a state office and three regional “super areas” composed of three regions each. (The super areas consist of regions 1, 3 and 4; regions 2, 5 and 6; and regions 7, 8 and 9.) Though Louisiana has 64 parishes statewide there are only 48 parish/local CWD offices in the nine regions due to small size of some …

Onboarding Program Eastern Band Of Cherokee Indians - Site Overview, Quality Improvement Center For Workforce Development

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The federally-recognized Eastern Band of Cherokee Indians (EBCI) administers the Division of Public Health and Human Services (PHHS), a multi-service agency. PHHS is led by a Secretary who reports directly to the Tribe’s governing Council. PHHS consists of two Departments, each led by a Director. The Tribe’s child welfare agency is the Family Safety Program (FSP), and it sits within the PHHS Department of Human Services under the leadership of a Manager. Human Resources is a separate tribal division and is directed by a Secretary who is appointed by the Chief. Individual programs have discretion of hiring and manage the …

Video Feedback, Megan Paul

Umbrella Summaries

What is video feedback? Video feedback refers here to a training method that involves giving learners feedback on their skills using a video recording of their behavior in a real or simulated environment. Though video feedback is used in a variety of settings (e.g., athletic, parenting, or surgical training), the focus here is on skill development among professionals that engage in interpersonal interactions (e.g., teachers, social workers, nurses; Fukkink et al., 2011). Targeted skills may be broad (e.g., empathy, nervousness, active listening) or narrow (body posture, eye contact, gestures, use of open questions). The process typically involves recording learners as …

After-Action Reviews, Megan Paul

Umbrella Summaries

What are after-action reviews? An after-action review (AAR) is “a systematic technique that turns a recent event into a learning opportunity through a combination of task feedback, reflection, and discussion” (Keiser & Arthur, 2020, p. 2). The process has been used in various fields, leading to a variety of labels, including after-event review, debrief, guided team self-correction, and reflexivity (e.g., Chen et al., 2018; Couper et al., 2013; Ellis & Davidi, 2005; Smith-Jentsch et al., 2008). Note that though the term “debrief” is sometimes used, AARs are distinct from debriefing sessions that are intended to help individuals process stressful or …

Data Quality (Video), Quality Improvement Center For Workforce Development

Workforce Analytics Resources

Data-driven decisions cannot be effective if they are based on poor-quality data. Thus, it is important to ensure that any data that will be used for workforce analytics are accurate and can be trusted.

Data Quality Criteria

There are many potential data quality criteria to consider. Below are 9 selected criteria that are relevant for workforce data. If there are others that are also important to you, they should be included as well. These questions should be asked of every variable for which data are collected.

1. Relevance: Are the data useful and relevant for business needs?
2. Granularity: Are the data …

Workforce Metrics, Quality Improvement Center For Workforce Development

Workforce Analytics Resources

Calculating and tracking workforce metrics is a valuable way to assess workforce needs and examine workforcerelated processes, interventions, and outcomes. This resource includes over 90 metrics related to recruitment and selection, education, work hours, work arrangements, caseload capacity, supervision, career development, performance, turnover and tenure, and costs. Note that these metrics are not universal, and many other variations exist elsewhere. These have been selected or developed based on their applicability to the child welfare workforce.

Workforce Analyses Using Combined Human Resources And Child Welfare Data, Quality Improvement Center For Workforce Development

Workforce Analytics Resources

When conducting workforce analyses, it can be valuable to capitalize on data from both human resources (HR) databases and child welfare (CW) information systems. Each can be useful on their own, but additional information can be learned when the two types of data are connected. There are two primary uses of combined HR and CW data:

1. CW data can serve as objective measures of employee job performance, which is one of the most important workforce outcomes to measure, particularly when examining the effectiveness of various workforce decisions and practices.
2. CW data can provide useful contextual information for studying workforce outcomes. …

Creating A Workforce Analytics Team (Video), Quality Improvement Center For Workforce Development

Workforce Analytics Resources

When conducting workforce analytics, it can be helpful to adopt a team approach and involve various experts and stakeholders, each of which can make a valuable contribution.

The Big Picture

• Ensure that you have the commitment and buy-in from leaders who control the agency’s budget and policies.
• Team membership may vary depending on the analytics goals and the stage of the work, but potential participants include representatives from agency leadership, Human Resources (HR), child welfare, Information Technology (IT), and training.
• It’s likely that no one person is going to possess all the skills needed; building a strengths-based, interdisciplinary team can …

Creating A Workforce Analytics Action Plan (Video), Quality Improvement Center For Workforce Development

Workforce Analytics Resources

An action plan can be a useful tool for implementing workforce analytics, especially if there are multiple people involved in the process. This resource provides some general advice on action planning, with specific examples for advancing the use of workforce analytics.

What is an Action Plan?

An action plan outlines the actions, resources, and people needed to achieve goals. It is vital to strategic planning. Action plans include the following components:

• A well-defined goal
• Tasks/steps needed to reach the goal
• Individuals or teams responsible for each task
• Task milestones and timeframes
• Resources and data needed to complete tasks
• Evidence or …

Seductive Details In Training, Megan Paul

Umbrella Summaries

What are seductive details? In a learning environment, seductive details are interesting but unimportant details that are not necessary to achieve the instructional objective (Garner et al., 1989). The information may be tangentially related to the topic but is not relevant to the main teaching goal. Such details are often included for the purpose of making the topic more interesting and engaging. There are many potential types of seductive details; they can be visual, verbal, or aural—static or dynamic images (e.g., illustrations, photos, animations), written or spoken words (e.g., text, narration), or sounds (e.g., music; Sundararajan & Adesope, 2020). Why …

Supporting The Child Welfare Workforce During The Coronavirus Pandemic: Addressing Worker Stress And Trauma, Quality Improvement Center For Workforce Development

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Studies and our own assessment of secondary trauma in the eight QIC-WD study sites indicate that up to 75% of child welfare caseworkers, especially those with high caseloads and exposure to traumatized families and children, are at risk of experiencing secondary traumatic stress and PTSD. The Coronavirus pandemic exacerbated an already beleaguered workforce. Data from previous pandemics is alarming. Research from the SARS pandemic indicates that survivors often developed PTSD which could last for many years. Those most affected were health care workers who, similar to child welfare workers, were impacted by the social isolation imposed by authorities to contain …

Supporting The Child Welfare Workforce During The Coronavirus Pandemic: Technology, Quality Improvement Center For Workforce Development

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The child welfare workforce is responsible for ensuring children’s safety and well-being, delivering treatment, and intervention services to families. Workers must document child and family information, service plans, and visit records in secure data systems, that are often only accessible from an office. When the COVID-19 pandemic struck, many states had to rapidly pivot to remote technology to conduct mandatory visits of children in foster care and engage in supervised visitation between children and their families. They also had to determine how to provide oversight of treatment and intervention services required through case plans even though many provider services had …

Workforce Scorecards, Quality Improvement Center For Workforce Development

Workforce Analytics Resources

What Is a Child Welfare Workforce Scorecard?

A Workforce Scorecard is a tool that can be used to track key performance indicators (KPIs) related to workforce outcomes of interest. This approach is derived from the balanced scorecard (Kaplan & Norton, 1992) and HR scorecard (Becker, Huselid, & Ulrich, 2001) strategic planning tools. The process involves linking key strategic goals to workforce-related initiatives and KPIs to demonstrate the alignment between the outcomes being measured and overarching child welfare strategic goals. The scorecard allows agency leaders to monitor progress towards key HR and workforce objectives. The scope of the scorecard can be …