The Best and Worst Things Staff Report About Behavioral Training Workshops: a Large-Scale Evaluation.

A variable affecting the success of staff training programs conducted by behavior analysts is trainee acceptance of the training. This study constituted a large-scale evaluation of staff acceptance of behavioral training workshops. Over a 10-year period, 646 human service staff who participated in 132 workshops were questioned regarding the best and worst thing about the workshops. The most common staff comments concerning the best thing pertained to the training content, followed closely by trainer style and then trainee activities. There were far fewer comments regarding the worst thing, with most involving aspects of the physical environment in which training occurred. Implications of the results for practitioners are offered in terms of conducting workshop training in accordance with trainees' reported preferences. Emphasis is placed on ensuring training content is specific in nature as well as new and relevant for the trainees' work situation, providing frequent demonstrations and examples, and structuring repeated opportunities for active trainee responding.

Maintaining Staff Performance Following a Training Intervention: Suggestions from a 30-Year Case Example.

A frequent challenge encountered by behavior analysts in human service agencies is maintaining effects of their training interventions with agency staff. A case example is provided to illustrate how effects of a staff training intervention initiated by a behavior analyst maintained for an extended period in a center-based program for adolescents and adults with severe disabilities. The process involved the behavior analyst working closely with the program supervisor and a professional staff member in a collaborative team approach to increase involvement of center participants in functional (vs. nonfunctional) educational tasks. Initially, the team jointly developed an intervention to increase staffs' provision of functional tasks. The behavior analyst subsequently worked with the team members regarding how to implement the intervention by training their staff and providing feedback. The two team members then continued providing feedback during their respective supervisor tenures without continued presence of the behavior analyst. Results indicated that initial increases in participant involvement in functional tasks maintained during follow-up observations encompassing 30 years. Normative comparisons also showed that the levels were well above the level of functional task involvement in other center-based programs across that time period. Results are discussed regarding recommendations for behavior analysts to use a collaborative team approach with supervisors indigenous to an agency to help maintain staff behavior targeted for change by the behavior analysts.

Familiarizing New Staff for Working with Adults with Severe Disabilities: a Case for Relationship Building.

In human service agencies, situations exist at various times in which consumers are not familiar with the staff who work with them. We evaluated effects of familiar versus unfamiliar staff working with two men with severe disabilities in a vocational program. Results indicated both participants displayed more compliance with familiar staff relative to unfamiliar staff and one exhibited more on-task (one was near ceiling levels with both staff). Subsequently, a familiarization process was conducted with four new staff before working with four men with severe disabilities that involved spending time with a participant in a preferred activity and phasing in to the participant's routine. Each staff worked with one participant after being familiarized and concurrently with another without being familiarized. In all but one case, participant compliance was greater with the familiarized staff. Except when on-task was near ceiling levels, it also was higher with the familiarized staff. Additionally, results offered some support for the existence of a good relationship between familiarized staff and participants in terms of more participant happiness indices than with unfamiliar staff and, to a smaller degree, less unhappiness indices and problem behavior. Implications for practitioners are discussed, including being aware of potential problems when unfamiliar staff work with adults with severe disabilities and considering familiarizing new staff prior to working with individuals. Discussion also addresses how more attention could be directed to relationship development from a practitioner and research perspective.

Teaching Practitioners to Conduct Behavioral Skills Training: A Pyramidal Approach for Training Multiple Human Service Staff.

A job responsibility of many behavior analysts that can involve significant amounts of time is training human service staff in behavior-change and related procedures. We evaluated a pyramidal approach using behavioral skills training (BST) for a trainer to train multiple staff. The BST skills of 10 practitioners in a human service setting were assessed as they trained a staff person in simulation before and after being trained (with BST) to conduct BST. Results indicated all participants improved their use of BST during the assessments following training and demonstrated proficient application of BST while training a staff person in the regular work setting. Acceptability measures suggested the training process was well received by the participants. Results are discussed regarding practical considerations with BST-based pyramidal training, including the conditions in which this training approach may be most advantageous.

Evidence-based staff training: a guide for practitioners.

Behavior analysts in human service agencies are commonly expected to train support staff as one of their job duties. Traditional staff training is usually didactic in nature and generally has not proven particularly effective. We describe an alternative, evidence-based approach for training performance skills to human service staff. The description includes a specific means of conducting a behavioral skills training session with a group of staff followed by on-the-job training requirements. A brief case demonstration then illustrates application of the training approach and its apparent effectiveness for training staff in two distinct skill sets: use of most-to-least prompting within teaching procedures and use of manual signs. Practical issues associated with applying evidence-based behavioral training are presented with a focus on providing training that is effective, efficient, and acceptable to staff trainees.

Identifying indices of happiness and unhappiness among adults with autism: potential targets for behavioral assessment and intervention.

Research is increasingly demonstrating the importance of monitoring indices of happiness as part of behavioral programs for individuals who have severe intellectual disabilities. We evaluated a practitioner-oriented process for identifying and validating individualized indices of this private event among three adults with autism who were nonvocal or minimally vocal. Caregiver surveys were administered to obtain agreement regarding behavior displayed when the individuals were happy and unhappy, as well as situations in which they were likely to experience happiness and unhappiness. Observations corroborated caregiver opinion in that participants displayed more happiness indices in situations reported to be accompanied by happiness, and for the most part, more unhappiness indices in reported unhappiness situations. Subsequent choices by each participant supported the validity of the individualized indices. Results are discussed regarding how identifying happiness indices can be a useful component of behavioral applications, as well as guidelines and cautions regarding use of the indices in routine practice.

Reading groups: a practical means of enhancing professional knowledge among human service practitioners.

Quality human service provision is heavily dependent on practitioners maintaining up-to-date professional knowledge. We evaluated a monthly reading group process as a practical means of enhancing professional knowledge among educators in a program for adults with severe disabilities. The reading group process was designed to minimize disruptions to participants' direct contact time with students and to promote participant acceptance of the process. The process followed a structured format involving study questions and systematic prompting to ensure active participation. Comparison of pre- and post-quiz responses to short-answer and multiple-choice questions showed consistent improvement in correct answers following each of four reading group meetings. Survey responses indicated all participants reported the process to be highly acceptable. Results are discussed regarding guidelines for behavior analysts interested in enhancing professional knowledge of other practitioners with whom they work, with a focus on obtaining administrative approval for reading group activities, structuring the activities to promote active participation, and using strategies to enhance participant acceptance.

Designing and evaluating assessment-based interventions to reduce stereotypy among adults with autism in a community job.

We designed and evaluated assessment-based interventions to reduce stereotypy among three adults with severe autism in a community job setting. An initial descriptive assessment, conducted during the regular work routine in the employing company, indicated that stereotypy occurred while the supported workers were waiting for work assignments or when they stopped working on an assigned task. An on-the-job functional analysis was then conducted; the results showed that the stereotypy of each worker was not maintained by socially-mediated consequences. Individualized interventions were then designed for increasing work behavior to compete with stereotypy by restructuring the job routine to reduce wait time and/or prompting and praising work behavior more frequently. The interventions increased work behavior and were accompanied by decreased stereotypy for each worker. Guidelines for practitioners and future research directions are offered, focusing on the use of assessment-based interventions for reducing stereotypy within community jobs.

Rapid training of a community job skill to nonvocal adults with autism: an extension of intensive teaching.

We evaluated an intensive program in a simulated format for rapidly teaching a job skill to nonvocal adults with autism. Following baseline probes with a new work task of assembling mailing boxes at a publishing company, 3 supported workers individually received repeated teaching sessions at a simulated work site. All workers met criterion with 1 day of simulation teaching, with subsequent criterion level performance upon returning to the job (1 worker required booster trials). Intensive teaching did not occasion problem behavior nor unhappiness indices. Improved work performance also occurred with two generalization tasks involving different materials. Implications for practitioners focus on improving worker performance without interfering with work completion that often accompanies on-the-job training. Potential applications of intensive programs for rapidly teaching other skills are discussed.

Increasing independence of adults with autism in community activities: a brief, embedded teaching strategy.

We evaluated a brief, embedded teaching strategy for increasing the independence of adults with autism in performing community activities. Initially, community situations were observed to identify an activity that a support staff was performing for an individual. The staff person was then trained to implement SWAT Support (say, wait and watch, act out, touch to guide) involving least-to-most prompting and praise to teach the individual on the spot to complete the activity. SWAT Support was implemented by support staff with 3 adults during break activities at a community job (Study 1), with 1 adult in a grocery store (Study 2), and with another individual in a secretary's office (Study 3). All applications of embedded teaching were accompanied by increased participant independence, which generally maintained across follow-up periods of up to 33 weeks. Results are discussed regarding how practitioners could use the teaching strategy to reduce staff and caregiver completion of activities for adults with autism and increase active community participation.

Simulation training of community job skills for adults with autism: a further analysis.

We evaluated the benefits of training work skills in a simulated situation to adults with autism by examining their performance at a job site. In the first study, simulation training on new work tasks included the same materials and job coach from the job setting (i.e., a common stimuli approach to promote generalization). In the second study, each participant received training on new work tasks using materials that were different from those in the job setting. In both studies, simulation training was accompanied by improvement in each participant's subsequent job performance. Results are discussed regarding the importance of using research-based procedures in supported work versus practices that are currently popular but not necessarily based on research. Working guidelines are offered for using simulation training to promote more success in supported work among adults with disabilities on the severe end of the autism spectrum.

Remediating minimal progress on teaching programs by adults with severe disabilities in a congregate day setting.

We evaluated a modified teaching approach for improving the performance of adults with severe disabilities who were making minimal progress on teaching programs in a congregate day setting. An approach for enhancing progress was developed for implementation within the ongoing routine of the adult day setting using resources indigenous to the setting. The teaching approach, based on early intensive teaching programs, involved increasing teaching trials, adding another consequence to the reinforcement component, and reducing distractions. Improved progress accompanied the approach with each of 4 participating adults. Measures of happiness and problem behavior showed no detrimental effect on quality of life. Advantages and disadvantages of the teaching approach are discussed regarding implications for practitioners.

Enhancing job-site training of supported workers with autism: a reemphasis on simulation.

Currently recommended practice in supported work emphasizes training job skills to workers with severe disabilities while on the job. Early behavioral research indicated that skills needed in natural environments could also be trained in simulated settings. We compared job-site plus simulation training for teaching job skills to supported workers with autism to provision of training exclusively on the job. Job-site training occurred in a small publishing company during the regular work routine, and simulation training occurred in an adult education site for people with severe disabilities. Two pairs of workers received training on two job skills; one skill was trained at the job site and the other was trained using job-site plus simulation training. Results indicated that for 3 of the 4 comparisons, job-site plus simulation training resulted in a higher level of skill or more rapid skill acquisition than did job-site-only training. Results suggested that job-site training, the assumed best practice for teaching vocational skills, is likely to be more effective if supplemented with simulation training. Directions for future research include expanding applications of behavioral technologies to other aspects of the current support paradigm.

Improving staff performance through clinician application of outcome management.

In two studies, three clinicians were assisted in using an outcome management approach to supervision for improving the work performance of their staff assistants. Using vocal and written instructions, feedback, and modeling, each clinician was assisted in specifying an area of staff performance (or consumer activity related to staff performance) to improve, developing and implementing a performance monitoring system, training staff in the targeted performances using performance- and competency-based training, and providing on-the-job supportive and corrective feedback. In Study 1, a senior job coach was assisted in using the outcome management steps to improve prompting procedures of three staff job coaches working with supported workers with autism in a community job. Correct prompting improved for all three job coaches following implementation of the outcome management process by the senior job coach. In Study 2, two teachers in two adult education classrooms were assisted in using the process to improve the degree to which their assistants involved students with severe disabilities in meal-preparation activities. Student participation in the activities increased in both classrooms when the teachers implemented the outcome management steps. In both studies, improved performances maintained for at least a 14-week period. Results are discussed in regard to working with supervisors as representing one step in promoting the adoption of research-based supervisory strategies within human service organizations.

Improving day-treatment services for adults with severe disabilities: a norm-referenced application of outcome management.

We evaluated an outcome management program for working with staff to improve the performance of adults with severe disabilities in a congregate day-treatment setting. Initially, observations were conducted of student task involvement and staff distribution of teaching interactions across students in four program sites. Using recent normative data to establish objective goals for student performance, management intervention was warranted in two of the sites. A six-step outcome management program was then implemented in the two sites. The program involved defining desired student and staff outcomes, systematic monitoring of the outcomes, staff training, and supportive and corrective feedback. The outcome management program was accompanied by increases in student on-task behavior and staff distribution of teaching interactions in both sites. The increases brought the levels of on-task behavior above the normative average; on-task behavior was maintained above the baseline average for over 1 year in both sites. These results are discussed in terms of the benefits of relying on normative data for objectively evaluating and improving service delivery systems. Discussion of future research needs focuses on applying the outcome management program to other settings and services for people with disabilities.

Best and worst ways to motivate staff in community agencies: a brief survey of supervisors.

Supervisors in community agencies were surveyed regarding the best and worst ways to motivate staff to work diligently and enjoy work. Most respondents (88%) reported that it was very or extremely important for supervisors to motivate their staff, although only 53% reported that supervisors performed well in this regard. Concerning the best way to motivate staff, the most common response category was interacting positively and providing positive feedback for work performance. Regarding the worst way to motivate, the most common response category was interacting negatively with staff and providing negative feedback. Results are discussed in terms of emphasizing positive interaction styles and feedback by supervisors to help ensure that community support staff experience a motivating work environment.

An outcome management program for extending advances in choice research into choice opportunities for supported workers with severe multiple disabilities.

We evaluated an outcome management program for increasing choice opportunities provided by 2 job coaches for 5 supported workers with severe multiple disabilities in a community job. The program involved specifying and monitoring behavioral outcomes among workers and staff, training staff, and supportive and corrective feedback. Increased choice provision occurred for both job coaches across a 1-year period. Results indicate how outcome management can help translate advances in choice research into routine practice.

Evaluation of a shared-work program for reducing assistance provided to supported workers with severe multiple disabilities.

Concern has been expressed recently regarding the need to enhance the performance of individuals with highly significant disabilities in community-based, supported jobs. We evaluated a shared-work program for reducing job coach assistance provided to three workers with severe multiple disabilities in a publishing company. Following systematic observations of the assistance provided as each worker worked on entire job tasks, steps comprising the tasks were then re-assigned across workers. The re-assignment involved assigning each worker only those task steps for which the respective worker received the least amount of assistance (e.g., re-assigning steps that a worker could not complete due to physical disabilities), and ensuring the entire tasks were still completed by combining steps performed by all three workers. The shared-work program was accompanied by reductions in job coach assistance provided to each worker. Work productivity of the supported workers initially decreased but then increased to a level equivalent to the higher ranges of baseline productivity. These results suggested that the shared-work program appears to represent a viable means of enhancing supported work performance of people with severe multiple disabilities in some types of community jobs. Future research needs discussed focus on evaluating shared-work approaches with other jobs, and developing additional community work models specifically for people with highly significant disabilities.

A prework assessment of task preferences among adults with autism beginning a supported job.

A prework paired-task assessment was evaluated for identifying work preferences among 3 adults with autism beginning a supported job. When the workers began the job, choices were provided between more and less preferred tasks (determined by previous assessment). Results supported the assessment for identifying single task preferences, but did not reveal preferences of 2 workers for alternate tasks. Results are discussed in terms of evaluating other prework assessments that may reveal task-alternation preferences.