Batavia High School
Employability
Skills Packet
Field Experience · all 10 skills, on paper · yours to keep
You'll work through two skills per in-person class day — on your own or with a partner, while your teacher circulates to talk with students one-on-one. No login, no laptop. Read the scenario, work the activities, rate yourself honestly.
Keep this packet the whole semester. It travels with you to your capstone — your rubric self-ratings are evidence of real growth.
Michael Theriault · michael.theriault@bps101.net
Austun Savitski · austun.savitski@bps101.net
How This Packet Works
Ten skills, one worksheet each (front & back), two per in-person class day.
1Teamwork & Conflict ResolutionSession 1
2CommunicationSession 1
3Problem SolvingSession 2
4Decision MakingSession 2
5Critical ThinkingSession 3
6Adaptability & FlexibilitySession 3
7Initiative & Self-DriveSession 4
8Reliability & AccountabilitySession 4
9Cultural CompetenceSession 5
10Planning & OrganizingSession 5
Two rules for this packet
1. Don't lose it. One packet, all semester — bring it every in-person day.
2. Answer honestly, not impressively. The self-rating circles are for you, not a grade to game. Circle where you actually are — that's what makes it useful at capstone time.
Working alone or with a partner
Read the scenario and the idea box first — everything you need is on the page. Talk through Activity 1 out loud if you're with a partner; it's more useful as a conversation than a solo guess. Write Activity 2 in your own words, in full sentences.
1
Teamwork & Conflict Resolution
Collaborate effectively, navigate disagreement, and build trust with the people you work alongside.
Real Workplace Scenario
You're two weeks into your placement. You're working on a project with two coworkers. One person keeps making decisions without asking the rest of the team. The other has barely contributed anything. Your supervisor expects the finished project by Friday. It's Wednesday.
What do you do?
The Idea
Teamwork is contributing your part, supporting others' contributions, and adapting to fit the people you're working with. Conflict resolution means addressing disagreement directly and professionally — staying focused on the problem, not the person.
Activity 1 — The Group Chat Criticism
A coworker sends a message in the group chat saying your section of the shared project looks "sloppy and unprofessional." You put a lot of effort into it. You feel defensive. What do you do? Circle one.
A
Respond in the group chat right away and defend your work
B
Wait until you've cooled down, then message them privately asking for specific feedback
C
Say nothing and redo the section on your own
1
Teamwork & Conflict Resolution
Back — written response, self-rating, and reflection.
Activity 2 — The Disagreement
You and a teammate have fundamentally different ideas about how to approach a task your supervisor assigned. Your supervisor says you need to figure it out between yourselves. In 3–5 sentences, describe exactly what you would say to your teammate to move toward a solution without damaging the working relationship.
Strong responses stay focused on the task (not the person), acknowledge the other viewpoint, and propose a concrete next step.
Where Are You Right Now? — circle one
1
Developing
Tends to avoid conflict or handles it emotionally. Struggles to contribute consistently in group settings.
2
Approaching
Participates in team work but may disengage when conflict arises. Inconsistent contribution.
3
Meeting Expectations
Consistently contributes to team goals. Addresses conflict directly and professionally — focused on the problem, not the person.
4
Exceeding Expectations
Proactively notices team dynamics and adjusts. Mediates conflict between others when needed.
Reflection
Think about the opening scenario. Now that you've worked through this, what would you actually do? Explain why.
2
Communication
Speak clearly, listen actively, and write with professionalism across every situation at work.
Real Workplace Scenario
Your supervisor sends you a task with instructions over email. You start working on it, but halfway through you realize you may have misunderstood a key part. You've already spent two hours on it. You're worried about looking incompetent if you ask for clarification now.
What do you do?
The Idea
Communication is the clear, effective exchange of information, adapted to your audience. It also includes knowing when to speak up — staying silent when you're confused or have made a mistake is a communication failure, not professionalism.
Activity 1 — The Clarification Email
The Email — read this first
To: supervisor@company.com · Subject: (none)
hey so i was gonna do the report thing u told me but i got confused on part 2 lol. when can we meet? also idk if i can come in thursday just a heads up
You need to email your supervisor to ask a clarifying question. Which approach is right? Circle one.
A
Send the email shown above as-is — it gets the point across
B
Don't ask — try to figure it out yourself so you don't look unprepared
C
Rewrite the email professionally: clear subject, greeting, specific question, your name
2
Communication
Back — written response, self-rating, and reflection.
Activity 2 — Professional Email Rewrite
Take the unprofessional email from Activity 1 and rewrite it as a professional email. Include a subject line, proper greeting, the clarifying question stated clearly, the Thursday notice handled professionally, and your name.
Where Are You Right Now? — circle one
1
Developing
Unclear or inappropriate for the setting. Uses casual language at work. Doesn't ask for help when needed.
2
Approaching
Generally understood but inconsistent tone. Sometimes asks questions, sometimes guesses.
3
Meeting Expectations
Communicates clearly in person and in writing. Asks clarifying questions when unsure. Listens actively.
4
Exceeding Expectations
Adapts perfectly to audience and situation. Proactively shares relevant information. Writes with precision.
Reflection
Think about the opening scenario. Now what would you actually do — and say? Explain why.
3
Problem Solving
Identify the real issue, analyze the causes, and take action — even when the path forward isn't obvious.
Real Workplace Scenario
You're covering the front desk alone. A customer walks in clearly upset — their appointment was cancelled but nobody told them. You didn't cancel it. You don't know who did. Your supervisor is in a meeting with the door closed. The customer is staring at you, waiting.
What do you do?
The Idea — 5-step framework
1. Name it — What is the actual problem?
2. Analyze it — What caused it?
3. Options — What could I do?
4. Act — Pick the best option and try it.
5. Evaluate — Did it work? What would I do differently?
Activity 1 — The Jammed Printer
You need a document printed for a meeting in 20 minutes. The printer is jammed. You've cleared it twice and it still won't print. What's the most professional next step? Circle one.
A
Skip the meeting — you can't attend without the document
B
Keep trying to unjam it until the meeting starts
C
Look for an alternative (email the doc, try another printer, ask a coworker) and inform your supervisor
3
Problem Solving
Back — written response, self-rating, and reflection.
Activity 2 — Walk Through a Problem
Think of a real problem you've faced — at school, in a job, on a team, or at home. Use the 5-step framework (Name it → Analyze → Options → Act → Evaluate) to walk through exactly how you handled it. What did you do well? What would you do differently now?
Name it — what was the actual problem?
Analyze — what caused it?
Options — what could you do?
Act & Evaluate — what did you do, and did it work?
Where Are You Right Now? — circle one
1
Developing
Tends to freeze, escalate immediately, or give up when something doesn't work.
2
Approaching
Attempts to solve problems but may miss the root cause or jump to the first solution.
3
Meeting Expectations
Consistently identifies the real problem, considers options, acts decisively, communicates transparently.
4
Exceeding Expectations
Anticipates problems before they fully develop. Uses structured frameworks. Helps others.
4
Decision Making
Evaluate your options, consider the consequences, and commit to a choice you can stand behind.
Real Workplace Scenario
A coworker pulls you aside and asks you to cover for them. They want to tell your supervisor they were in the restroom when they were actually outside on a personal phone call. "It's no big deal," they say. "I'll do the same for you sometime."
What do you do?
The Idea — a quick test
Would you be comfortable if your supervisor could see exactly what you're doing and why? If yes — proceed. If not — pause.
Activity 1 — The Discount Irregularity
You notice a coworker has been regularly giving unauthorized discounts at checkout — it looks like friends are getting special pricing. You're not sure if it's a mistake or intentional. What do you do? Circle one.
A
Say nothing. It's not your problem.
B
Confront the coworker directly and ask what they're doing
C
Document what you've seen and report it factually to your supervisor
D
Mention it to other coworkers to see if they've noticed too
4
Decision Making
Back — written response, self-rating, and reflection.
Activity 2 — Back to the Opening
A coworker asks you to lie to your supervisor to cover for them. In 4–6 sentences, explain exactly what you would say to the coworker — keeping the working relationship intact while being honest about why you can't do it.
Strong responses are honest but not preachy — a clear "no" while preserving dignity for both people.
Where Are You Right Now? — circle one
1
Developing
Decides based on what's easiest or most convenient. Avoids decisions that feel uncomfortable.
2
Approaching
Tries to make good decisions but sometimes acts impulsively or misses longer-term consequences.
3
Meeting Expectations
Considers options and consequences before acting. Owns the outcomes — including when things go wrong.
4
Exceeding Expectations
Makes principled decisions under pressure. Explains reasoning transparently. Helps others decide.
5
Critical Thinking
Question assumptions, evaluate evidence, and reason through complexity before acting or drawing conclusions.
Real Workplace Scenario
You receive an email that looks like it's from your company's IT department. The subject line says "Urgent: Account Upgrade Required." It asks you to click a link and enter your username and password to avoid losing system access. The email looks real, but the sender's address ends in @gmail.com instead of the company domain.
What do you do?
The Idea
Critical thinking means not accepting information at face value. Ask: does this make sense? What's the source? What's missing? What happens if I act on this?
Activity 1 — The Suspicious Email
Return to the opening scenario: a suspicious "IT" email from a Gmail address asks for your login credentials. What do you do? Circle one.
A
Click the link and log in — it looks urgent and official
B
Delete it and assume it was spam
C
Don't click the link — flag the red flag (Gmail address) and report it to your supervisor or IT directly
5
Critical Thinking
Back — analysis exercise, self-rating, and reflection.
Activity 2 — Read the Situation, Ask Better Questions
Your supervisor shares a summary report with you before a meeting. The report says customer satisfaction is up 15% this quarter. Great news — but your supervisor asks: "Does this look right to you?" Before you answer, a critical thinker asks questions.
1. What information would you need to verify this claim?
2. What could make this number misleading even if it's technically accurate?
3. What would you want to check before presenting this to clients?
Where Are You Right Now? — circle one
1
Developing
Accepts information at face value without questioning. Reacts to first impressions.
2
Approaching
Sometimes questions information but inconsistently. Analysis is sometimes surface-level.
3
Meeting Expectations
Consistently questions assumptions. Checks sources before acting. Reasons logically from evidence.
4
Exceeding Expectations
Anticipates flaws in arguments and data. Names personal biases. Helps others think rigorously.
6
Adaptability & Flexibility
Adjust your approach and stay effective when circumstances change — without shutting down or losing quality.
Real Workplace Scenario
You've been working on a project for two weeks. You've invested real time and you're proud of the direction. On Wednesday morning, your supervisor calls you in and says the project is going in a completely different direction. Everything you've built needs to be scrapped. You need to start over — and show progress by Friday.
What's your response?
The Idea — growth mindset in action
When something changes or fails, the question isn't "why did this happen to me?" — it's "what do I do next?" That shift in thinking is the skill.
Activity 1 — The Substitute Supervisor
You show up on a Monday and your usual supervisor is out sick. A different supervisor puts you on a task you've never done before. They explain it quickly but you're not sure you caught everything. What do you do? Circle one.
A
Wait until your regular supervisor comes back to start the task
B
Figure it out on your own — you don't want to seem unprepared
C
Start what you're confident about, then ask the sub supervisor to clarify the two things you're unsure of
6
Adaptability & Flexibility
Back — written reflection, self-rating.
Activity 2 — A Time Plans Changed
Think of a specific time when plans changed suddenly and you had to adjust — at school, in a sport or activity, at a job, or at home. What happened? What did you do? What does your response tell you about where you currently are on the adaptability spectrum? What would a more flexible response have looked like?
Where Are You Right Now? — circle one
1
Developing
Strongly resists change or shuts down when plans shift. May express frustration visibly.
2
Approaching
Adjusts eventually but may take time or express displeasure. Inconsistent during transitions.
3
Meeting Expectations
Adjusts approach when circumstances change. Asks clarifying questions. Maintains quality during transitions.
4
Exceeding Expectations
Anticipates change and prepares contingencies. Helps others adapt. Models calm under pressure.
7
Initiative & Self-Drive
Identify what needs to be done and act on it — without waiting to be told.
Real Workplace Scenario
It's 2:00 PM and you've finished every task your supervisor assigned you this morning. You have two hours left in your placement day. Your supervisor is in meetings. Nobody has given you new work. The option to scroll your phone or just sit is right in front of you.
What do you do with those two hours?
The Idea
Initiative is identifying what needs to be done — without being told — and acting on it. In a placement, self-drive is what separates students who come back with a strong evaluation from those who were "fine."
Activity 1 — The Process Improvement Idea
You've been at your placement for three weeks and you've noticed a small but consistent inefficiency in a process. It's not part of your assigned work, and nobody asked you to fix it. What do you do? Circle one.
A
Do nothing. It's not your job to improve their processes.
B
Fix it yourself — if it works better, they'll appreciate it
C
Write down your idea and bring it to your supervisor: "I noticed something — would it be helpful to share it?"
D
Mention it to coworkers and see if they agree before saying anything
7
Initiative & Self-Drive
Back — planning exercise, self-rating.
Activity 2 — What Does Owning Your Placement Look Like?
Return to the opening scenario: you have two free hours. What would initiative actually look like? Write out three specific, realistic things you could do — not generic "work hard" statements, but actual actions a self-driven student would take.
Why these three specifically?
Where Are You Right Now? — circle one
1
Developing
Waits to be assigned every task. Disengages when work runs out.
2
Approaching
Sometimes takes initiative but inconsistently. Doesn't independently identify what would be valuable.
3
Meeting Expectations
Consistently identifies next steps without prompting. Uses free time productively.
4
Exceeding Expectations
Anticipates what the team needs before being asked. Acts as a leader without a title.
8
Reliability & Accountability
Show up, follow through, and own your outcomes — especially when things don't go as planned.
Real Workplace Scenario
You promised to have a report ready by 9am Friday. Thursday night, something comes up at home and you can't finish it. Friday morning arrives. You don't have the report. Your supervisor is expecting it. You have about 30 minutes before they'll ask about it.
What do you do — and what do you say?
The Idea
Reliability is following through on your commitments. Accountability is what happens when things go wrong — owning the outcome, not deflecting or waiting to be caught.
Activity 1 — The Mistake That Got Submitted
You made an error in a task. Your supervisor already submitted your work to a client before you caught the mistake. Your supervisor doesn't know yet. What do you do? Circle one.
A
Hope nobody notices — maybe it's not a big deal
B
Mention it casually at your end-of-week check-in on Friday
C
Tell your supervisor immediately: explain the error clearly and offer to help fix it
8
Reliability & Accountability
Back — written response, self-rating.
Activity 2 — Back to the Opening
You have a report due Friday morning that you can't finish. Write exactly what you would say to your supervisor — in a text or email — to handle this professionally. Don't make excuses. Don't over-apologize. State the situation, take ownership, and propose a solution.
Strong responses are brief and include: what happened, ownership, and a concrete next step with a timeline.
Where Are You Right Now? — circle one
1
Developing
Inconsistent follow-through. May miss deadlines without communicating. Makes excuses.
2
Approaching
Usually follows through but occasionally drops commitments. May delay owning mistakes.
3
Meeting Expectations
Consistently follows through. Communicates proactively. Owns mistakes immediately.
4
Exceeding Expectations
Others rely on your word completely. Accountability is a reflex, not an effort.
9
Cultural Competence
Work effectively across differences in background, perspective, and identity — and actively build inclusive relationships.
Real Workplace Scenario
During a team meeting, a coworker makes an offhand comment — it's framed as a joke, but the tone is clearly aimed at something tied to another team member's background. The team member being referenced laughs awkwardly but looks uncomfortable. Nobody else reacts. You're sitting right there.
What goes through your mind? What do you do?
The Idea
Cultural competence means navigating differences in background and identity, and actively building relationships that are respectful and inclusive — engaging across differences with curiosity and respect, not pretending they don't exist.
Activity 1 — The Uncomfortable Meeting
Return to the opening scenario. As an intern, what's your most appropriate response? Circle one.
A
Laugh it off or ignore it — it's not your business
B
Immediately call out the coworker in front of the team
C
Check in privately with the affected team member after the meeting to see how they're doing
D
Report the coworker to your supervisor immediately after the meeting
9
Cultural Competence
Back — written reflection, self-rating.
Activity 2 — Entering a New Workplace Culture
Think about the placement you're entering (or already at). What perspectives, backgrounds, or generations might be different from yours in that workplace? What assumptions might you carry in — about how people communicate, what professionalism looks like, or what humor is appropriate? What's one thing you want to be actively aware of or curious about?
Where Are You Right Now? — circle one
1
Developing
Limited awareness of how background and identity affect workplace dynamics.
2
Approaching
Generally respectful, but may not actively think about inclusion or act on moments that call for allyship.
3
Meeting Expectations
Genuine curiosity about different perspectives. Notices exclusion and responds appropriately.
4
Exceeding Expectations
Actively creates inclusive environments. Speaks up for others when needed.
10
Planning & Organizing
Manage time, set priorities, and keep your work on track — so deadlines don't sneak up on you.
Real Workplace Scenario
It's Tuesday at 10:00 AM. Your supervisor stops by before heading into a meeting and drops three tasks on your desk:
Task AUpdate the inventory spreadsheet with last week's numbers and email it to the warehouse team. Due today by 3:00 PM.
Task BGo through the general inquiry inbox and respond to any emails that came in this week. No hard deadline — "sometime this week."
Task CPrint and organize handouts for tomorrow's 9:00 AM all-staff meeting. Needed ready first thing in the morning.
You have five hours before you leave today. Where do you start — and how do you think through it?
The Idea — three questions that cut through the noise
1. What has a hard deadline today?
2. What is someone else waiting on?
3. What can flex without consequence? Do #1 first — always.
Activity 1 — Tuesday Morning Priorities
Apply the three-question framework to Tasks A, B, and C. What's your order? Circle one.
A
Clear the inbox first, then meeting materials, then the spreadsheet
B
Start with the meeting materials, then the spreadsheet, then emails
C
Spreadsheet first (due 3pm), then meeting materials (needed 9am tomorrow), then the inbox
D
Work on all three at once — switch between them so nothing feels neglected
10
Planning & Organizing
Back — your first Monday plan, self-rating, and reflection.
Activity 2 — Your First Monday Plan
Good planning isn't reactive — it's something you do before the day hits you. Draft a rough daily plan for your first Monday at your placement site.
Prompts to guide you
• Arrival: what time do you show up, and what do you do in the first 10 minutes?
• Morning block: one specific thing you want to accomplish before noon
• Check-in: when do you connect with your supervisor to confirm priorities?
• End of day: what do you wrap up, confirm, or hand off before you leave?
• Tracking: how will you remember what happened and what's next?
Where Are You Right Now? — circle one
1
Developing
Tasks completed in whatever order they come, without considering deadlines. Frequently misses deadlines.
2
Approaching
Aware of deadlines and sometimes prioritizes accordingly, but inconsistently. Reactive, not proactive.
3
Meeting
Consistently prioritizes deadline-driven tasks first. Communicates when workload is unclear. Uses a system.
4
Exceeding
Plans ahead before being prompted. Flags potential conflicts early. Tracks progress others can depend on.
Reflection
Describe a time — at school, in an activity, or in a job — when you had more to do than time allowed. What did you do first, and why? Would you prioritize differently now?