SIOP 2007 Preconference Workshop Descriptions

After your HR processes have been challenged legally it is a bit late to begin thinking about how best to defend them. Ideally, these considerations are part of the design, development, and validation process from the beginning. This workshop will discuss the learnings from previous litigation about the aspects of HR processes most likely to be challenged. It will also focus on those practices in design, development, and validation that enhance the legal and professional defensibility of the challenged HR processes. In addition, we will discuss the current legal environment for evaluating HR processes and discuss recent court decisions and activity of enforcement agencies (such as EEOC and OFCCP).

This workshop will draw on the experience of the participants as well as the presenters to foster a rich dialogue about how I-O practitioners can be proactive in developing legally defensible processes, which meet the business needs of their clients. We will discuss specific recommendations for selection, performance management, compensation and succession planning processes, as well as the types of monitoring and ongoing evaluation needed to implement effectively and maintain the validity of the process over time. This workshop is designed for practitioners and researchers interested in better understanding what can be done to build legal defensibility into HR processes.

This workshop is designed to help participants:

• Understand the current legal and regulatory context in which HR processes are assessed for their legal defensibility
• Know the aspects of HR processes that are typically at issue in litigation
• Use practices in the design, development, and validation of HR processes that enhance their legal defensibility
• Describe how implementation and ongoing monitoring of the HR process contributes to its legal defensibility
• Recognize the legal, professional, and ethical expectations of the industrial psychologist as an expert in employment discrimination litigation
• Understand the role of the industrial psychologist as an internal or external consultant on employment discrimination issues outside the context of litigation

R. Lawrence Ashe Jr., Esq. has tried more employment class actions to judgment than any other management attorney in the country. His past honors and offices include the Anti-Defamation League’s first Judge Elbert Tuttle Distinguished Jurisprudence Award in 1998, induction as a Fellow into both the American College of Trial Lawyers and the College of Labor and Employment Lawyers, chair of the EEO Law Committee of the Defense Research Institute, founding director of the successor American Employment Law Council, management chair of the ABA Test & Validation Subcommittee, and chair of the Jury Trial Subcommittee of the ABA Litigation Section. Lawrence is the Northern District of Georgia’s representative on the Lawyer Conduct and Discipline Committee of the U.S. Court of Appeals for the Eleventh Circuit (2001–2006). He is a Master, Bleckley Inn of Court, U.S. District Court, Northern District of Georgia (1990–) and a member in several professional and civic organizations, including Council Member of the Harvard Law School Association (1994–98, 1999–) and its Southeastern Regional Representative (1999–), and the Leadership Giving Executive Committee of the United Way of Greater Atlanta. Lawrence graduated magna cum laude from Princeton University (1962). He then served on active duty in the U.S. Navy on a destroyer (1962–1964) and received an honorable discharge as a Lieutenant, USNR. He went on to graduate cum laude from Harvard Law School (1967). Lawrence is admitted to practice in Georgia and the District of Columbia, as well as numerous federal courts around the country, including the U.S. Supreme Court. He is a founding partner and the chair of the Atlanta law firm of Ashe, Rafuse & Hill, notably the most diverse law firm in Georgia.

Kathleen Kappy Lundquist is cofounder and president of Applied Psychological Techniques, Inc. (APT). Kathleen is a nationally recognized expert in industrial psychology who has consulted with a broad range of Fortune® 100 employers on the design and implementation of HR processes. An expert in employment discrimination, she has consulted with both plaintiffs’ and defendants’ counsel and has testified as an expert witness in numerous cases. She is currently one of two court-appointed joint experts assisting the Coca-Cola Task Force. Kathleen has served on the Technical Advisory Committee on Assessment for the National Skills Standards Board and has served as chair of its Endorsement Review Panel. She is a Phi Beta Kappa graduate of Fordham University where she received her PhD in psychology with a specialization in psychometrics. Kathleen is formerly a research associate for the Committee on Ability Testing with the National Academy of Sciences, a Fellow in psychometrics with the Psychological Corporation, and a summer research Fellow with the Educational Testing Service. She is a recipient of the National Association of Women Business Owners-CT Woman Business Owner of the Year Award as well as a member of the board of directors of The Volunteer Center of Southwestern Fairfield County.

Workshop 2 (half day)

Managing in the Middle Kingdom: Using Culturally Informed I-O Psychology Practices in China

Presenters:    Donald D. Davis, Old Dominion University
                       Kai-Guang (Carl) Liang, C&D Management Consulting, Shanghai
                       Ying (Leeann) Liu, Renmin University, Beijing

Coordinator: Rob Schmieder, Schmieder & Associates

China has one of the world’s fastest growing economies. This growth has been significantly fueled by investment from Western firms. The ability of Western firms to meet the challenges and take advantage of the opportunities available in China requires adaptation of their management practices to fit cultural and social conditions. This workshop will describe how Western firms can be successful in China by providing: (a) a review of the Chinese and English language literature devoted to I-O practice in China, (b) examples of effective and ineffective I-O practices, and (c) discussion of Chinese cultural characteristics relevant to successful I-O practice. This workshop will discuss Chinese state enterprises, Sino-foreign joint ventures, Western owned enterprises, and their differences. It will discuss how to work successfully with Chinese enterprises as well as Western firms with operations in China. This workshop is designed for practitioners and researchers interested in better understanding the practice of industrial and organizational psychology in China.

The workshop is designed to help participants:

• Recognize important Chinese cultural characteristics
• Develop I-O practices that are effective in China
• Implement I-O practices that are effective in China
• Work successfully with Chinese and Western companies with operations in China

Donald D. Davis is a professor of I-O psychology and Asian studies at Old Dominion University. He began working in China in 1985. He has been a visiting professor of psychology at the University of Virginia and Fulbright Professor of Management at Wuhan University, one of China’s oldest and most prestigious universities. He has also lectured at Peking University, Tsinghua University, Renmin University, Institute of Psychology in the Chinese Academy of Sciences, Szechuan University, Jiao Tong University, and Zhejiang University, among others. He has consulted and conducted research with more than 100 organizations throughout China and Asia, Europe, and North America. He has worked with Chinese state enterprises, Sino-foreign joint ventures, and Chinese private enterprises. In addition to his work as an I-O psychologist, he teaches taijiquan (tai chi) and qigong, ancient Chinese systems of psychophysiological self-regulation, at Tidewater Tai Chi Center in Norfolk and Virginia Beach. He received his BA in psychology and sociology and MA in psychology from Central Michigan University and PhD in psychology from Michigan State University.

Kai-Guang (Carl) Liang is the managing director and senior consultant of Shanghai C&D Management Consulting and the executive director of the Chinese Leadership Consortium. He previously worked as the chief representative and the deputy general manager in the Personnel Decisions International (PDI) Shanghai office. Prior to PDI, he worked as a consultant at AT&T’s Sourcing & Selection Group and as a research associate at Development Dimensions International (DDI). He was a lecturer and director of the human resource management program at Renmin University of China. He has extensive management consulting experience working with many Chinese enterprises, Sino-foreign joint ventures, and Western firms throughout China. He was one of the first to use assessment centers with senior executives in Chinese organizations. He received his BS in psychology and MS in managerial psychology from Zhejiang University, MA in psychology from Central Michigan University, and PhD in I-O psychology from the Old Dominion University.

Ying (LeeAnn) Liu has over 10 years training and experience in the HR field including work as an HR manager at BorgWarner’s joint venture in Beijing, where she practiced selection, performance appraisal, and training. She has conducted several studies of Chinese HR management practices, personality, and teamwork. She is currently working in Beijing as an assistant professor of human resource management at Renmin University of China. She received her PhD in I-O psychology from Old Dominion University.

Workshop 3 (half day)

Creating and Implementing Effective Healthy Workplace Initiatives

Presenters: Anna Erickson, Questar Organizational Insights Group
David W. Ballard, American Psychological Association

Coordinator: Barbara A. Fritzsche, University of Central Florida

In today’s challenging business environment, productivity demands, information overload, and increasing pressure to balance work and home lives can take a toll on employees. Faced with skyrocketing healthcare costs, global competition, and economic uncertainty, it is imperative that employers focus on workplace practices that improve employee health and well-being. After presenting a brief overview of the healthy workplace literature that links health to organizational productivity, this workshop will offer a comprehensive framework for creating a healthy workplace and real-world examples from award-winning organizations. Presenters will share tools for assessing and building workplace health. Finally, participants will identify actionable steps they can take to raise public awareness about the valuable role psychology can play in building a healthy workplace for all employees. This workshop is designed for practitioners who consult with organizations about the development and implementation of workplace programs and policies that enhance employee and organizational health and performance.

This workshop is designed to help participants:

• Explain the link between healthy workplace practices, employee health and well-being, and organizational performance
• Describe the five types of workplace practices that foster a healthy workplace and examples of each type
• Discuss the key factors that can increase the likelihood of positive outcomes for healthy workplace initiatives
• Identify the key strategies for addressing barriers to successful implementation of healthy workplace initiatives
• Create an individualized action plan for creating a healthy workplace initiative

Anna Erickson is director, Consulting Services for Questar Data Systems’ Organizational Insights Group. She and her consulting team at Questar work with clients to optimize work environments and improve organizational effectiveness by providing expertise in survey and research design, interpretation of results, and driving change. She is especially skilled in helping organizations understand and leverage complex data to improve organizational performance. Prior to joining Questar, Erickson was an internal consultant at both SBC Communications (now AT&T) and Best Buy and worked as a consultant for Personnel Decisions International. Currently, Erickson represents SIOP as the Division 14 representative to APA’s Business of Practice Network (which implements APA’s Psychologically Healthy Workplace Award program). She also serves on the Minnesota Psychological Association’s state-level Psychologically Healthy Workplace Committee where she evaluates Minnesota candidates for the Psychologically Healthy Workplace Award. She holds a PhD in I-O psychology from Iowa State University.

David W. Ballard is APA’s assistant executive director for Corporate Relations and Business Strategy. He designs and directs efforts related to health and well-being in the workplace, educates the business community about the value of psychological services, works to enhance psychology’s position in the marketplace, and provides research and development and strategic consultation to help psychologists build, manage, market, and diversify their practices. David spearheads the APA Practice Directorate’s Psychologically Healthy Workplace Award, a national program designed to recognize organizations that make a commitment to programs and policies that foster employee health and well-being while enhancing organizational performance. He has provided research and consultation services to government agencies, medical schools, and universities in the areas of public health, prevention, and health care finance and has experience in management, marketing, and consumer research. Ballard received his PsyD in clinical psychology and his MBA in health and medical services administration from Widener University, where he completed concentrations in organizational and forensic psychology.

Workshop 4 (half day)

Are We Ready? Strategic Human Resource Management and the Maturing Workforce

Presenters:      Jerry W. Hedge, Organizational Solutions Group
                         Janet Barnes-Farrell, University of Connecticut
                         Walter C. Borman, Personnel Decisions Research
                                     Institutes & University of South Florida

Coordinator: Sara P. Weiner, IBM

The baby boom generation has started turning 60; with 78 million members, this represents the largest cohort to ever approach retirement. Because it is far larger than any generation before or since, its impact on the workplace over the next several decades will be dramatic. For example, when baby boomers reach retirement age, the departure of many highly-skilled veteran employees could result in a huge loss of institutional knowledge. Many organizations will also find themselves with far fewer employees in the succession pipeline equipped to assume leadership roles, and too few experienced mentors to help these emerging leaders succeed. Worldwide, the workforce is aging, and this requires that we give more attention to both the problems and potential of older workers. As organizations grapple with this aging workforce, a strategic human resource management challenge will be to offer new and attractive opportunities that enhance the likelihood that older workers will continue to contribute to organizational life in significant ways.

This workshop should appeal to a diverse audience. HR practitioners will gain practical insight on the latest thinking about how to best recruit, retain, utilize, and motivate older workers. Academic and business professionals will be provided with literature-based findings about performance and motivation differences between “younger” and “older” workers. Researchers will be presented with practical issues and unanswered questions to be explored across a wide variety of age-related content areas.

This workshop is designed to help participants:

• Summarize research on how cognitive and noncognitive capabilities change with age
• Examine factors that influence retirement decisions
• Compare aging worker best practices of various employers with those of their own organizations
• Identify work–life issues and strategies of particular value to mature workers
• Apply organizational policies and actions that promote continued investment in older employees
• Design workforce development strategies to minimize loss of organizational knowledge

Jerry W. Hedge is an independent consultant who has been involved in personnel research for more than 25 years. He has worked with both public- and private-sector clients designing, implementing, and evaluating human resource management systems and tools. His expertise includes job analysis and competency modeling; performance measurement; selection system development and validation; and issues associated with aging workers. Of particular relevance to the current workshop, he coauthored The Aging Workforce: Realities, Myths, and Implications for Organization. He received his PhD in I-O psychology from Old Dominion University.

Janet Barnes-Farrell is an associate professor of psychology at the University of Connecticut. Her research and teaching interests center on work and aging, work–life issues, and performance measurement. Pertinent to this workshop, she coedited a special issue of Experimental Aging Research devoted to work and aging, and has contributed to several recent edited books concerned with our aging workforce, including Retirement: Reasons, Processes, and Results, and the forthcoming Aging and Work in the 21st Century. She received her PhD in I-O psychology from the Pennsylvania State University.

Walter C. Borman is CEO of Personnel Decisions Research Institutes, Inc., and professor of I-O psychology at the University of South Florida. He has conducted personnel research studies in the public- and private- sector for more than 30 years. Borman’s expertise is in the areas of performance appraisal and measurement, job analysis, personnel selection, and personality assessment. He and his PDRI colleagues were recipients of the Myers Award for Applied Psychology in the Workplace in 2000, 2002, and 2004. Recently, he coauthored (with Hedge and Lammlein) an APA book on the aging workforce. He received his PhD in I-O psychology from the University of California (Berkeley).

Workshop 5 (half day)

Leading a Thriving Consulting Practice: Building the Foundation, Operating Practicalities, Clients, and Their Needs

Presenters: Tim Irwin, Irwin Inc.
Adam Ortiz, Executive Development Consulting

Coordinator: Shane Douthitt, Morehead Associates

With a surging economy and increased demand for attracting, selecting, developing, and retaining top talent, the demand for I-O-based consulting is high. Today’s consulting practices range from solo operations to large, international consulting organizations. Furthermore, most of us who work for large organizations have considered starting our own business. This workshop will leverage the expertise of two I-O practitioners with broad consulting experience, ranging from leading a large international consulting practice to starting their own consulting practice. This workshop will include (a) approaches to building a consulting practice, (b) models and approaches to delivering consulting services, (c) a discussion of the practicalities of operating a consulting business, and (d) a review of current trends in consulting. This workshop should be of interest to practitioners currently working for a consulting company, anyone considering starting a consulting practice, or internal practitioners with a desire to better understand consulting trends and practices.

This workshop is designed to help participants:

• Understand the practicalities of managing a growing practice
• Describe trends and themes in consulting
• Develop a direction and strategy for a consulting practice
• Identify various approaches and challenges in the marketing and sales of consulting services
• Assess the realities of starting a consulting practice

Tim Irwin is managing partner of Irwin Inc. Psychologists to Business. For 20 years, he has assisted corporations in diverse industries on a variety of topics, including management and executive development, employee selection, and organizational development. He assisted in founding and served for a number of years as the facilitator for the Regional Leadership Institute. His work has taken him to over 25 foreign countries in Europe, Latin American, Canada, and the Far East. From 2000 to 2005, Tim served as managing vice-president of Right Management Consultants, a firm specializing in organizational design, talent management, and leadership development. Right is a Philadelphia-based company with over 300 offices worldwide. He is the author of a book to be released by Nelson Business in January 2007. Dr. Irwin received his BA and MA from the University of Georgia. His PhD training included a dual major in I-O and clinical psychology from Georgia State University. He is a licensed psychologist and an adjunct professor of psychology at the University of Georgia and at Reformed Theological Seminary in Orlando, Florida.

Adam Ortiz is the founder of Executive Development Consulting. He provides executive assessment, coaching, and leadership development services aimed at creating sustainable improvements in individual and organizational performance. Adam brings a broad and pragmatic perspective to his client’s unique business needs and circumstances. This perspective has evolved over the last 20 years through working with leaders from around the world and across a wide range of Fortune 500 companies in industries such as financial services, technology, manufacturing, retail, and energy. Adam has held executive leadership positions at Time Warner and Bank of America. In these organizations, he was instrumental in the design and implementation of talent management and development solutions. In addition, he spent several years with an internationally recognized consulting firm. Adam began his career with the United States Air Force. Adam graduated with a degree in social psychology from Park College in Parkville, Missouri, and received his doctorate in counseling psychology from the University of St. Thomas in St. Paul, Minnesota. He is a licensed psychologist in the state of Minnesota.

Workshop 6 (half day)

The State of the Art in Personality Assessment

Presenters: Lawrence R. James, Georgia Institute of Technology
José M. Cortina, George Mason University

Coordinator: Rose A. Mueller-Hanson, Personnel Decisions Research Institutes

Theory, research, and conventional wisdom support the notion that personality has an impact on important outcomes such as job performance, organizational fit, and job satisfaction. However, our ability to assess personality is largely limited to multiple-choice self-report surveys. These surveys are problematic for several reasons, including modest validity, susceptibility to faking, self-deceptive biases, limited insight into one’s own personality, and potential negative reactions of job applicants. This workshop will explore recent innovations in the science and practice of personality assessment, which have the potential to result in more accurate assessments. Topics will focus on new, alternative assessment methods, how they work, and the results of research, which demonstrate considerably stronger validities than typically found with self-reports. Primary attention will be given to implicit attitude tests (IATs), conditional reasoning tests (CRTs), situational judgment tests (SIJs) for personality, and nonself-report forms of emotional intelligence (EI) tests. Also addressed will be leading-edge concepts in personality assessment that are still new but have the potential to positively impact the field (e.g., computer-adaptive personality testing). This workshop is designed for practitioners and researchers interested in better understanding the current state of personality assessment.

This workshop is designed to help participants:

• Describe new personality measurement systems, including:
- implicit attitude tests (IATs)
- conditional reasoning tests (CRTs)
- situational judgment tests (SIJs) for personality
- nonself-report forms of emotional intelligence (EI) tests
• Discuss leading-edge concepts in personality assessment such as computer-adaptive personality testing
• Describe the ways that implicit personality systems operate and how they are related to explicit personality systems
• Plan to build a system to measure implicit personality and the pitfalls to avoid
• Identify when implicit personality tests such as IATs, CRTs, and SIJs are appropriate to use
• Compare the psychometric properties (e.g., reliability, validity) of a variety of implicit personality tests
• Explain how implicit personality tests are scored, how scores should be interpreted, and how to report test results to clients

Larry James is a well-known methodologist in the field of I-O psychology. He chaired the Research Methods Division of the Academy of Management and the Society of Organizational Behavior. He twice served as the scientific advisor to SIOP. He recently received the Distinguished Career Award from the Research Methods Division of Academy of Management. James is a Fellow in SIOP, the Methods Division of APA, and APS. He was a National Research Council Postdoctoral Research Fellow and recently completed a term on the National Research Council Committee on Human Factors. He has served multiple terms on the editorial boards of eight journals and received the Academy of Management Review 2002 Best Paper Award (with Terry Mitchell) and the Academy of Management Research Methods Division’s 2002 Advancement of Organizational Research Methods Award. The latter award was for his seminal work in developing the concept and measurement system for conditional reasoning. James received his PhD in I-O psychology from the University of Utah.

José M. Cortina is an associate professor of psychology at George Mason University. He received his PhD in 1994 from Michigan State University under the tutelage of Neal Schmitt. Cortina has published on a variety of methodological and selection-related topics. His recent interest has been in alternative strategies for measuring personality. He was honored to receive the 2001 Ernest J. McCormick Award for Early Career Contributions as well as the 2004 Rod McDonald Award for his paper with Gilad Chen and Bill Dunlap on moderated structural equation modeling. He currently serves as an associate editor for the Journal of Applied Psychology.

Workshop 7 (half day)

Get to the Point! Presenting Survey Research Data for Maximum Impact

Presenters: Sarah R. Johnson, Genesee Survey Services
Kristofer Fenlason, Data Recognition Corporation

Coordinator: Deborah Whetzel, Work Skills First, Inc.

Survey data don’t just present themselves. We do. And successful presentations don’t just happen. They are crafted, refined, and delivered by practitioners exercising attention, care, and energy. The success of the presentation of survey results sets the tone for what happens next. If it succeeds in grabbing the attention of key audiences, it can energize the organization to take meaningful action. A presentation that overwhelms with detail and contains no discernable conclusions or focus can leave the audience confused, directionless, and lacking the energy to tackle critical issues. A poorly crafted survey presentation is a lost opportunity to influence the direction and actions of a business.

Organizational survey results have been presented countless times over the years. Yet, it is fair to say that many presentations contain one or more weak spots that limit impact. Some present the right data to the wrong audience. Some do a great job presenting data but a poor job telling a clear story about results. Others fail to build interest and excitement in the results of the survey and fail to move groups to action. More than a few have been sidetracked by impatient managers who have their own “interpretation” of results. We aren’t all naturally gifted presenters, but there are several approaches any survey practitioner can take to improve their data presentation impact and maximize the influence of their presentation.

This workshop presents an approach for crafting and delivering a high-impact survey results presentation that will influence key decision makers and lead to meaningful action. It includes steps for developing and refining content and provides practical advice for dealing with presentation bumps in the road. The presenters draw from their combined 35 years of survey research and presentation experience to provide participants with a practical toolkit of tips and techniques. Although the workshop will benefit relative newcomers to survey research, even seasoned practitioners will find a few tips and techniques they can use to improve their delivery and impact.

This workshop is designed to help participants:

• Analyze the audience and their information needs
• Identify critical survey results and key messages that will help build a clear and compelling storyline that effectively communicates what’s most important
• Know the difference between the “what” and the “so what” to decide what to leave in and, more importantly, what to leave out
• Use a storyboarding technique that creates a logical flow of information, building to a conclusion that is supported by data
• Choose appropriate and varied presentation formats and graphical displays that simply and visually communicate a clear and compelling message to a nontechnical audience
• Create a strong closing that summarizes what is most important and leads the audience to action
• Apply practical presentation techniques that can improve “stage presence” and ability to handle the audience

Sarah Johnson is senior consultant and director of Client Services with Genesee Survey Services, developing custom survey process and tools to create organization change for clients such as GE, Xerox, and Wegmans Food Markets. Prior to joining Genesee, Sarah was director of Executive Talent Management and Organization Research at Eastman Kodak, managing worldwide employee research and executive recruiting, assessments, and succession planning. Prior to this, Sarah was program director, Worldwide Human Resources Research at IBM, where she led a major redesign of the company’s employee survey strategy. At Procter and Gamble she helped design their first employee survey. She speaks frequently to professional groups on employee surveys and has contributed to several books on employee surveys. Sarah received her BA in psychology from Purdue University and her MA and PhD in I-O psychology from The Ohio State University.

Kristofer Fenlason is director of Organization Effectiveness at Data Recognition Corporation (DRC) where he is responsible for developing and providing survey consulting services. Over the last 15 years, Kris has designed and executed a variety of employee opinion, 360-feedback, and customer satisfaction survey programs for a wide range of organizations. He has been deeply involved in all phases of the survey process and has worked both as an external and internal consultant. His primary research and consulting interests lie in Web and dual-method (paper and Web) surveying, facilitating action based on the data, linking customer and employee survey data, and usability testing. Kris received his MA and PhD in I-O psychology from Central Michigan University.

Workshop 8 (half day)

An Update on the Science and Practice of I-O Psychology

Presenters: Frank Landy, Landy Litigation Support Group
Jeff Conte, San Diego State University

Coordinator: Bill Strickland, HumRRO

A common role for the I-O psychologist is that of educator. The audience may be undergraduate or graduate students, a judge or a jury, a consulting client, or media representatives. Staying abreast of changes in theory, research, and practice in areas beyond the scope of one’s own specialty can be daunting. A basic source for information is the “introductory I-O textbook.” For practitioners, this text is often the one they used as an undergrad or grad student and is often out of date in many critical areas.

Frank Landy and Jeff Conte have just completed the second edition of their introductory I-O text for Blackwell Publishing. The text was published in November of 2006. In preparing this text, Frank and Jeff reviewed and synthesized the work of hundreds of I-O researchers and practitioners as represented in over 10,000 books, articles, and book chapters. They will use this material as a foundation for providing a current and comprehensive view of the science and practice of I-O psychology in 2007. Several themes will be emphasized throughout the presentation. These themes will include the influence of a number of factors on the work of the I-O psychologist. These factors will include multiculturalism, teams, technology, workforce diversity, and emerging assessment procedures. The workshop will cover two major areas of I-O research and practice: decisions about human resources and organizational psychology. The workshop is designed for those interested in learning more about the current state of the science and practice of industrial and organizational psychology.

This workshop is designed to help participants:

• Summarize recent developments in research, theory, and practice in
I-O psychology
• Critically assess newly published research, theory, and practice publications in I-O psychology
• Apply recent research, theory, and practice developments in I-O psychology to areas of individual interest
• Identify emerging areas of research, theory and practice in I-O psychology
• Compare alternative approaches to contemporary research, theory, and practice in I-O psychology

Frank Landy is an emeritus professor of psychology at Penn State University, having retired in 1994 when he assumed full-time duties at the consulting firm that he and Rick Jacobs had founded in 1984. While at Penn State, Frank published four texts in intro I-O psychology, first with Don Trumbo as a coauthor and then, after Don’s death, alone. His last I-O text was in 1989. After a hiatus of 13 years, he began a new text in I-O from scratch, with his coauthor Jeff Conte of San Diego State University. Since the early 1990s, Frank’s consulting and writing have been in the areas of personnel decision making and human factors, with an occasional piece on the history of applied psychology. Frank specializes in litigation support and has served as an expert witness in large-scale employment discrimination cases in federal court, providing support for both plaintiffs and defendants. He currently serves as CEO of Landy Litigation Support Group.

Jeff Conte is an associate professor in the Department of Psychology at San Diego State University. He received his PhD in I-O psychology from Penn State University. His research interests include personality predictors of job performance, the measurement of emotional intelligence, and the factors associated with health and stress in the workplace. His research has been funded by the National Institute of Mental Health and has appeared in several outlets including the Journal of Applied Psychology, Academy of Management Review, Journal of Organizational Behavior, Journal of Business and Psychology, and Human Performance. He is coauthor with Frank Landy of Work in the 21st Century: An Introduction to Industrial and Organizational Psychology, which is published by Blackwell. Jeff has worked with a variety of organizations addressing such issues as selection, performance appraisal, stress, training evaluation, and organizational factors related to safety.

Workshop 9 (half day)

The Making of a Coach: Personal and Professional Realities of Adding Executive Coaching to Your I-O Practice

Presenters:    Bob Lee, iCoachNewYork
                       Michael Frisch, iCoachNewYork

Coordinator:    Debra Drenth Setzer, Franklin Templeton

This workshop clarifies the opportunities and challenges for I-O psychologists who are thinking about or who have already started adding executive coaching to the services they offer, whether as an internal or external provider. There are many ways to use the various forms of coaching to help leaders and managers, and many ways to fit coaching into one’s professional practice. Coaching has become an essential component of leadership development, talent management, organizational change and other organizational functions in which I-O psychologists can play key roles. We will review the rapid and sometimes confusing growth in the field so that participants can chart their own careers and development goals. This workshop is designed for those interested in better understanding executive coaching—what it is and its benefits as well as the theoretical and practical issues associated with this field.

This workshop is designed to help participants:

• Describe executive coaching and its benefits, and distinguish them from other services that leverage one-on-one helping relationships
• Identify theories from the wider field of psychology that can be useful when coaching
• Recognize the opportunities to leverage I-O psychology skills within the delivery of coaching services
• Assess the special challenges faced by I-O psychologists who want to coach, including ethical choices and complexities of coaching
• Gain insight into the realities of promoting, contracting for, and delivering coaching services

Robert J. Lee is the managing director of iCoachNewYork, a coach training firm that provides in-house coach training and offers a certificate course jointly with Baruch College, CUNY. From 1994 to 1997 he was president and CEO of the Center for Creative Leadership, and for the prior 20 years was president of Lee Hecht Harrison. He is coauthor of Discovering the Leader in You and of Executive Coaching: A Guide for the HR Professional. His PhD in I-O psychology is from Case Western Reserve University.

Michael H. Frisch is on the faculty of iCoachNewYork and is a fellow of the Zicklin Business School of Baruch College. He has been an executive coach for over 15 years, covering a wide range of clients, industries, and coaching programs. Most recently he has focused on training coaches and has a special interest in the role of the internal coach. Prior roles include director of coaching services for PDI’s New York office and a position in management development at PepsiCo. Dr. Frisch received his PhD in I-O psychology from Rice University in 1978.

Workshop 10 (half day)

Early Identification and Development of Senior Leadership Talent: The Secret Insider’s Guide

Presenters: David B. Peterson, Personnel Decisions International
Paul Erdahl, Medtronic Inc.

Coordinator: Robin R. Cohen, Bristol-Myers Squibb

Building and developing top talent is a critical priority for today’s successful organizations. Figuring out how to do it faster, better, and earlier may soon become a significant competitive advantage. This workshop examines practical methods organizations can use to identify potential senior executives as early as possible and ensure their development. Because of the investment organizations will make in those talented leaders, retention strategies are also a key element of this workshop. The workshop begins with an examination of the business rationale for investing in the early identification and development of talent, including a discussion of the fear that organizations are merely “training their competition” if their high potentials leave. Next, we review techniques for the early identification of senior executive talent. The workshop then focuses on concrete methods organizations can use to develop people for jobs that may yet be years away. In particular, we will explore the challenge of how leaders can develop and use skills that may have huge long-term benefits and yet minimal immediate payoff. A key consideration is knowing how to leverage leaders’ career paths, as well as ensuring that transitions into new roles are successful at each step along the way. Finally, we will consider how these processes align and integrate with typical talent management systems. This workshop should be of interest to practitioners who are responsible for developing and managing talent in organizations, either in a consulting or internal role.

This workshop is designed to help participants:

• Develop a compelling business case for investing in the identification and development of potential senior executives
• Learn specific methods for identifying potential senior executives at various points in their careers
• Explore a variety of techniques for developing potential senior executives and assess their pros and cons
• Learn the key steps and implications for building talent management systems to manage this process
• Understand how to facilitate successful transitions into senior management roles as well as the multiple other transitions potential senior executives face during their career

David B. Peterson is senior vice-president at Personnel Decisions International, where he has served as practice leader for PDI’s world-wide Coaching Services for 16 years. Based in San Francisco, he coaches and consults with top executives to help them achieve faster learning and better results for themselves, their teams, and their organizations. David has coauthored two best selling books on coaching and development (Development FIRST and Leader as Coach) and is a highly regarded speaker and writer on the topics of coaching, executive development, and leadership effectiveness. He has been quoted in The Wall Street Journal, Fortune, Time, Harvard Business School Newsletter, Investor’s Business Daily, USA Today, and Business Week.

Paul Erdahl is vice-president, Executive and Leadership Development for Medtronic, Inc. in Minneapolis. Paul has a background in total quality management, organization development, learning and education, and executive and leadership development. His career includes positions at USBank, Cargill, and most recently at Medtronic, a business aligned with his core interest of addressing chronic medical conditions. As vice-president of Executive & Leadership Development, Paul works with senior management across Medtronic to identify and develop leadership talent and to build the bench strength needed to address future business challenges. Paul provides leadership to global talent management and leadership development initiatives and manages the company’s organization and succession planning process. Paul holds a PhD in counseling psychology from the State University of New York at Buffalo and a BA in psychology from St. Olaf College in Northfield, Minnesota.

Workshop 11 (half day)

Using Productivity Measurement and Feedback to Improve Organizational Performance

Presenters: Robert D. Pritchard, University of Central Florida
Gary P. Latham, University of Toronto

Coordinator: Bill Sipe, Mercer Human Resource Consulting

Measuring and improving organizational performance is a key organizational process. One way to do this is the development of high-quality output measures organized into a feedback system specifically designed to improve motivation and performance. The workshop will focus on approaches to doing this with special emphasis on one technique, the Productivity Measurement and Enhancement System (ProMES). ProMES was designed to be a practical method of measuring organizational productivity and to use these productivity measures as feedback to help people improve their productivity. Results using the system indicate that (a) it generally results in large increases in productivity which last over long periods of time, (b) it can be used in many different types of organizations with people at all levels of the organization, (c) the system is highly cost effective to use, and (d) attitudes and stress improve under the system. The workshop will focus on practical issues in doing such an intervention and will simulate the steps in doing ProMES using the workshop participants as members of the design team. The focus will be on the practical issues that a ProMES facilitator must deal with in actual projects. Participants will also be provided with materials that are concrete guides to using ProMES in actual organizations. This workshop is designed for practitioners and researchers interested in better understanding how to use performance measurement and feedback to improve organizational performance.

This workshop is designed to help participants:

• Summarize the value of output-based feedback systems
• Identify key issues that must be resolved before starting such a project
• Learn how to facilitate a ProMES intervention
• Assess the progress of a project including criteria for the measurement and feedback system

Robert D. Pritchard is currently a professor of psychology and management at the University of Central Florida. His primary interest is measuring and improving organizational performance. He has published seven books and approximately 75 articles in this area. His approach to measuring and improving organizational performance has been used in over 200 settings in several countries, and he has given workshops, symposia, and other presentations on his work in the U.S., Canada, England, the Netherlands, Germany, Switzerland, Finland, Mexico, Puerto Rico, Spain, the Czech Republic, Sweden, and Russia. He has received several research awards including the SIOP Distinguished Scientific Contribution Award. He is a Fellow in SIOP, APA, APS, and has been president of the Houston Association of Industrial and Organizational Psychologists. He was also a member of the Governor’s Commission on Incentives and Productivity for the state of Texas. He received his PhD in 1969 from the University of Minnesota.

Gary P. Latham is the Secretary of State Professor of Organizational Effectiveness in the Rotman School of Management at the University of Toronto and a past president of the Canadian Psychological Association. He is a Fellow of APA, SIOP, AoM, the Canadian Psychological Association, the Royal Society of Canada, and the International Association of Applied Psychology. Gary is the recipient of the awards from SIOP for Distinguished Contributions to Psychology as a Profession (1998) and as a Science (2003). In 2004, he received the Scientist/Practitioner award from the Academy of Management. In 2007, he received the Michael Losey Award from SHRM for his research contributions to the science and practice of HRM. He received his PhD from the University of Akron.

Workshop 12 (half day)

The Role of E-HR in Human Resource Transformation: Build, Buy, or Outsource, and at Least Twenty More Questions Answered

Presenters: Tom Ruddy, Siemens Corporation USA
Mike Christie, Hewitt and Associates

Coordinator: Joan Gutkowski, KPMG

Human resources departments throughout the world are striving to become more business oriented in order to play an enhanced role in driving business results. The rally cries for HR transformation are everywhere: “We want to become more of a business partner,” “We need to manage the intellectual capital of the organization,” and “We want a seat at the table.” The first step towards HR transformation is to free HR departments of routine and often mundane transactional work (e.g., payroll, standard reporting, maintaining HRIS systems, and processing transfers). Automating these transactions liberates HR to concentrate on higher value work such as talent and competency management, work force planning, employee engagement, and other strategic priorities. Automated HR transactions that facilitate manager and employee self-services have become possible in the last 10 years through advancements in enterprise database systems, data warehousing, and the explosion of Internet-based software and communication protocals.

Although the outcome of such transformation has great promise, the journey itself is difficult. Common questions include Where do I start? How much will I need to change existing processes before automating them? What is the basis of the business case? How much will it cost? How will I measure the return on investment? Will it really transform human resources? The purpose of the workshop will be to explore these questions and provide tools, resources, experiences, and answers that will help an organization on its journey to HR automation and transformation.

The workshop will pull from the experiences of Siemens USA multiyear journey to implement e-HR across 70,000 employees and 16 different business units as a first step in its HR transformation process. The workshop will also draw on the expertise of Hewitt and Associates work with over 100 clients who have experienced a similar journey. Participants will learn a variety of techniques for planning, designing, marketing, and executing an e-HR strategy as part of a larger HR transformation effort. In addition, the merits of building, buying, or outsourcing technology for specific HR processes and transactions will be debated in small group discussions. The workshop is aimed at HR practitioners who are either starting an e-HR project or who are in the midst of a larger scale HR transformation. The presenters will also draw on the expertise of the participants by engaging them as part of the dialogue and debate on the key questions outlined above.

The workshop is designed to help participants:

• Identify the business drives impacting the need for HR transformation and e-HR
• Develop a business case for e-HR
• Design, develop, and implement process changes necessary to enable a successful e-HR implementation
• Use tools for understanding build, buy, or outsource decisions regarding HR transformation
• Develop plans and measures for assessing the return on investment of an e-HR effort
• Avoid common pitfalls, barriers, and mistakes in HR transformation efforts

Tom Ruddy is the senior director of Executive Development and Learning for Siemens Corporation. His current responsibilities include the identification, development, and movement of talent within Siemens United States. He joined Siemens in June of 2000. Tom previously had responsibility in Siemens for the digitization of employee work processes including the deployment of Siemens global Employee View Portal as well as the e-enabling of human resource processes through the Siemens e-HR system. Prior to joining Siemens, Tom was appointed manager of Knowledge Management for Xerox Worldwide Customer Services in September 1997. At Xerox, he was responsible for developing knowledge management strategies for Customer Services; including the global deployment of “Eureka,” a system for the authoring and sharing of technical knowledge. In addition, he had responsibility for Xerox Empowered Team strategy for Worldwide Customer Services in over 35 countries. Prior to his time in customer services, he worked for 6 years in Xerox human resources in a variety of areas including employee selection, employee engagement, and succession planning. Tom has conducted extensive research in the areas of knowledge management, team effectiveness, total quality management, organizational structure, performance evaluation, employee retention, customer satisfaction, leadership development, and employee selection and assessment. He joined Xerox in 1984 as the manager of Selection Research for Xerox United States Customer Operations. He is currently the chairman of the board of The Mayflower Group. Tom received his PhD in I-O psychology from Bowling Green State University in 1989.

Mike Christie is a leader in Hewitt’s HR Outsourcing business and is located in Hewitt’s Lincolnshire office. Mike works with Hewitt clients to develop HR sourcing strategies, analyze internal HR operating environments, and explore various HR outsourcing models. Mike was involved in the development of Hewitt’s broader HR Outsourcing service offering and has been directly involved in developing outsourcing solutions for a number of Hewitt’s existing clients. Prior to his current role, Mike was a leader in Hewitt’s HR Effectiveness consulting practice where he advised clients on HR service delivery, technology, and shared services strategies. Mike holds a BA in journalism and philosophy from Marquette University.

Workshop 13 (half day)

Fits About Fit: Can You Have Too Much of a Good Thing and Is There Anything You Can Do About It?

Presenters:    Benjamin Schneider, Valtera Corporation
                        Nancy T. Tippins, Valtera Corporation
                     Scott A. Young, Valtera Corporation

Coordinator: Tomas Giberson, Oakland University

Organizations attempt to attract employees who will fit the demands of the jobs at which they will work and the climate and culture of the organization in which they will work. In turn, applicants attempt to choose jobs for which they have the KSAOs required and organizations where they will feel comfortable and satisfied. For the most part, both parties seem to achieve their goals. Applicants are particularly successful in attaining their goals when many possible jobs are available, and organizations are successful when there are many potential applicants. The assumption on the part of both parties is that good fit is a positive, and indeed, most of the research on fit shows that individual job performance is higher when individuals’ KSAOs fit those required by jobs and that employees are more satisfied when the climate and culture fits their predilections. On the other hand, there is some growing evidence suggesting that there are numerous positive effects of diversity in applicant pools and eventual employee bodies: increased levels of innovation, team performance, and engagement in work and the organization. And there is theory and a bit of evidence suggesting that homogeneity in an organization’s eventual employees may be bad for long-term organizational health. This workshop will be of interest to practitioners and researchers who are interested in exploring the benefits and liabilities of good fit for task and organizational performance—and who are interested in exploring what can be done about it.

This workshop is designed to help participants:

• Summarize the different research literatures regarding homogeneity and diversity in employees for individual, group, and organizational performance
• Describe the various attributes of the job and the organization potential employees consider when they make decisions about where to work, and the characteristics of individuals organizations consider when they choose who should work there
• Explain the variety of individual attributes along which homogeneity and diversity in organizations may exist and the cultural, climate, and structural organizational features that reinforce homogeneity and diversity
• Identify the issues on which, and boundary conditions for when, homogeneity and diversity among employees might be useful—and how to manage them—so the positive and negative consequences of both may be balanced

Benjamin Schneider is senior Research Fellow with Valtera and professor emeritus at the University of Maryland. In addition to Maryland, Ben has taught at MSU and Yale and for shorter periods of time at Dartmouth College, Bar-Ilan University (Israel, on a Fulbright), University of Aix-Marseilles (France), and Peking University (PRC). Ben’s academic accomplishments include more than 125 professional journal articles and book chapters, as well as nine books. His most recent book is Staffing Organizations: Practice and Theory, 3rd ed. (with Robert Ployhart and Neal Schmitt, Erlbaum, 2007). Ben’s interests concern service quality, organizational climate and culture, and the role of personality in organizational life. Ben was awarded the 2000 Distinguished Scientific Contributions Award by SIOP and the same named 2007 Award by the Services Interest Group of the American Marketing Association. He is a Fellow of SIOP, APA, APS, and AoM. He received his PhD from the University of Maryland.

Nancy T. Tippins is the managing principal for the Selection Practice Group of Valtera where she is responsible for the development and execution of firm strategies related to employee selection and assessment. Prior to Valtera, Nancy worked in private industry for GTE, Bell Atlantic, Exxon, and IBM. She has extensive experience in the development and validation of selection tests for all levels of management and hourly employees as well as in designing leadership development programs, including the development of assessment programs for executive development and the identification of high-potential employees. Nancy has been active in professional affairs and SIOP and received the Distinguished Service Award in 2004. She is a Fellow of SIOP and APA. She received her PhD from the Georgia Institute of Technology.

Scott A. Young is a managing consultant at Valtera Corporation. He has been with Valtera for 8 years, where he has consulted with clients and conducted research in the areas of employee engagement, service climate and quality, survey design and statistical analysis, employee socialization and retention, test development and validation, job analysis, diversity, and organizational climate and culture. He received his PhD in I-O psychology from Northern Illinois University, where his research focused on the antecedents and consequences of agreement in employees’ perceptions of their work environment.

Workshop 14 (half day)

Talent Management: The Promise and Paradox of Potential

Presenters: Paul R. Yost, Microsoft Corporation
Morgan W. McCall, Jr., USC

Coordinator: Kate Zimberg, Microsoft Corporation

Organizations have become ever more dynamic in recent decades with the future promising to be even more so. In these conditions, assessing leader and employee potential becomes more critical than ever and, rather ironically, harder to do. In this workshop, we will discuss the underlying assumptions, issues, and paradoxes in the assessment and development of potential; review research on the prediction and development of potential; and discuss practical strategies that organizations can use to systematically integrate potential into their talent management processes. Microsoft’s talent management processes to assess and develop talent in a dynamic environment will be reviewed. Workshop participants will have opportunities to share best practices, their experiences, and lessons they have learned along the way. The workshop is designed for practitioners and researchers interested in emerging practices in talent management.

This workshop is designed to help participants:

• Discuss the theoretical and practical issues and challenges in the assessment and development of potential
• Identify the conditions that facilitate and inhibit building potential into organizational talent management processes
• Review strategies that organizations can use to build potential into their talent management systems
• Identify metrics to assess how well an organization is developing talent and potential

Paul R. Yost is senior research specialist at Microsoft where his work includes leadership talent management, executive assessment, leadership performance metrics, and other ongoing research. He also teaches part time in the Organizational Behavior graduate program at Seattle Pacific University. Before Microsoft, Paul was with The Boeing Company where his work focused on leadership development, learning from experience, leadership program design and evaluation, and administration of the corporate employee survey. Previous experience includes work in managerial training, assessment centers, team effectiveness, and selection systems in positions held at GEICO and Battelle Research. Paul received his PhD in I-O psychology from the University of Maryland.

Morgan W. McCall, Jr., is professor of Management and Organization, Marshall School of Business, University of Southern California. A Cornell PhD, he was director of research and a senior behavioral scientist at the Center for Creative Leadership prior to joining USC. His research focuses on developing executive talent, and he is author or coauthor of Developing Global Executives, High Flyers, The Lessons of Experience, and Whatever it Takes. Morgan has worked with a variety of organizations including American Express, Amgen, Boeing, Cisco Systems, Genentech, Johnson & Johnson, Microsoft, Motorola, Procter & Gamble, Starbucks, and Sun Microsystems. He is on the faculties of SunU, the University of Toyota, Disney’s Global Leadership and Emerging Leaders Institutes, and the Weyerhaeuser Leadership Institute. He received his PhD from the New York State School of Industrial and Labor Relations at Cornell.

Workshop 15 (half day)

Ethical Issues in the Practice of Psychology in Organizations: Introductory Issues (AM Session Only)

Presenters: Rodney L. Lowman, Alliant International University
Vicki V. Vandaveer, The Vandaveer Group, Inc.

Coordinator: Peter D. Bachiochi, Eastern Connecticut State University

Prerequisites: None; attendance at the afternoon Advanced Ethical Issues workshop is NOT required.

Ethical issues are all around us as we practice I-O psychology. Until recently, the APA Code of Ethics did not seem to apply very well to many I-O psychologists; it appeared to be “for clinicians only.” Some I-O psychologists saw the applicability with no problem; yet, there were situations that I-O and consulting psychologists face that were not covered. However, the Ethics Code has evolved over time to address the issues that confront practicing I-O psychologists. This introductory workshop will address (a) current developments in the APA Ethics Code and how the Code applies to I-O psychology, (b) ethics enforcement mechanisms, (c) aspirational versus enforceable standards, and (d) the broader context in which these principles and standards operate. Interactive cases will be used throughout to illustrate the above concepts. This workshop is intended for practitioners who are relatively new to the field or who need a refresher on ethics in organizations. Instructors of ethics-related courses are also encouraged to attend.

This workshop is designed to help participants:

• Describe the current developments in the APA Code
• Apply the Code to I-O psychology
• Identify and use the appropriate enforcement mechanisms
• Explain the context for developing and changing ethical principles and standards
• Apply ethics knowledge to representative case material

Advanced Ethical Issues for I-O Psychologists: All the Shades of Gray (PM Session Only)

Presenters: Rodney L. Lowman, Alliant International University
Vicki V. Vandaveer, The Vandaveer Group, Inc.

Coordinator: Peter D. Bachiochi, Eastern Connecticut State University

Prerequisites: Attendance at the AM workshop session titled, “Everyday Ethical Issues in the Life of an I-O Psychologist” (or equivalent course elsewhere); at least 3 years of practice in I-O or consulting psychology.

Knowing the APA Code of Ethics is a critical first step in addressing ethical issues in the practice of I-O psychology. However, unanticipated subtleties or complications often arise in actual situations. This workshop will address (a) the application of the Code to scenarios with complex nuances (the “shades of gray”), (b) the personal and political dynamics that complicate cases, (c) issues that have no single correct interpretation or solution; and (d) your most challenging cases. A few weeks before the workshop, participants will be asked to provide a case that they’ve encountered to be discussed in the workshop. The workshop leaders will select several participants’ cases to review in the workshop as the basis for applying the APA Ethics Code and SIOP standards of practice to professional practice. Other participants’ cases will be discussed in break-out groups. This workshop is intended for experienced practitioners, with a good working knowledge of the APA Ethics Code, who want to take their knowledge and understanding of ethical issues, and their skill at preventing and/or handling them, to the next level of effectiveness—and be able to advise others on ethical practice.

This workshop is designed to help participants:

• Apply knowledge of the Ethics Code to complex, ambiguous case material
• Identify personal and political dynamics that impact cases
• Identify and analyze the nuances of complex ethical dilemmas
• Prevent or more easily resolve ethical dilemmas by more clearly understanding one’s own role

Rodney Lowman, a PhD graduate of Michigan State University with specializations in I-O and clinical psychology, currently serves as provost and vice-president for Academic Affairs and as a professor in the Marshall Goldsmith School of Management at Alliant International University. He is currently a Fellow of APA (Divisions 12, 13 and 14) and a Diplomate of the American Board of Assessment Psychology. Lowman is the author of eight books and monographs, and he has published over 100 scholarly publications and made hundreds of professional presentations. His books include Handbook of Organizational Consulting Psychology and The Ethical Practice of Psychology in Organizations (2nd Ed). He has served as past president of the Society of Psychologists in Management (SPIM), the Society of Consulting Psychology, as chair of the Board of Professional Affairs (BPA) and as a member of the Committee on Psychological Tests and Assessments and the Ethics Committee of APA.

Vicki Vandaveer is a consulting psychologist with 30 years professional practice experience—13 years internally (Shell and Southwestern Bell) and the past 17 years in national and international consulting. An I-O psychologist from University of Houston, she is CEO and founder of The Vandaveer Group, a Houston-based consulting firm specializing in (a) executive assessment and coaching, and (b) international, multicultural leadership team effectiveness (1993–present). She is also an adjunct professor of psychology at Rice University and University of Houston, where she teaches an advanced graduate level course in Professional Issues and Ethics. A Fellow of APA and SIOP, Vandaveer has served as SIOP’s APA Council Representative; has chaired numerous SIOP committees, including State Affairs; and currently serves on APA’s Board of Professional Affairs and on APA’s Presidential Model Licensing Act Task Force. Over the years, she has served on numerous SIOP and APA panels on the subjects of professional ethics and psychologist licensure.

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