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The cognitive and educational evaluation

 

The cognitive and educational evaluation is a main data source for MET teams to determine eligibility and placement for special education services. All team members must make decisions and advocate for educational instruction, strategies, and placement based on evaluation report results. Collaboration with parents about sharing evaluation results and seeking consent for special education services is also a required professional and legal element. Teachers should gain valuable skills and knowledge regarding analysis, decision-making, and sharing results that pertain to cognitive and educational evaluations.

Part 1: Formal and Informal Assessment

Read the “Analyzing Cognitive and Educational Evaluation Report” provided for student Adam Gallery. Based on the report, create a table with a column for each formal and informal assessment. Complete the table with the following information, labeling each column and row:

In the first row, clearly identify each assessment.
In the second row, describe how each assessment is technically sound and minimizes rater bias
In the next row, provide a summary of Adam’s results on each assessment that will help guide appropriate educational decisions. (Do not simply cut and paste the findings.)
In the last row, explain why the selected assessment tool is appropriate for diagnosing Adam’s strengths and needs.
Beneath the table, in a 500-750 word analysis, advocate for the appropriate educational decisions for this student based on the assessment results. The analysis should include:

Recommendations for any needed classroom accommodations or modifications, and placement for specific content areas.
Appropriate accommodations for Adam’s assessments or testing conditions, including the use of technology for these accommodations.
Reflection on the role of special education teachers as advocates for students to help students realize and develop their unique talents and skills.

 

Sample Solution

mployee retention

Employee retention is a huge challenge faced by many organisations at present. “Employee experience” can be improved by balance work/life policies and can contribute positively in retaining employees. Ernst and Young estimated that the cost of turnover in a client services role averaged 150% of a departing employee’s annual salary (Hewlett et al, 2005).

The turnover cost of an employee is a combination of separation costs, replacement costs and training costs (Bohlander et al, 2004). Due to these huge costs employers are always on the hunt for ways to retain employees within their organisations. The direct correlation between the provision of flexible work options and reduced turnover means that work-life balance is now a strategic Human resource issue.

Company Image

Organisations who have genuine interest in promoting and supporting work-life balance policies often considered good corporate citizens. However an organisation’s keenness to be perceived as a good company may depend on its visibility to public, the nature of their business or the size of the business. Although large organisations might provision flexible work/life options to gain a good public image, small organisations might not do the same due to its low return of investment in a small organisation.

A government organisation might opt to consider flexible work conditions due to their responsibility towards public, but a private organisation which is driven by profit might not consider flexible work conditions to seek approval from public.