SIOP 2009 Preconference Workshop Descriptions
Wednesday, April 1, 2009
The Sheraton New Orleans, Louisiana
Workshop 1 (half day)
Communicating Organizational Strategy to Employees: Building Buy-In and Fostering Involvement
Presenters: Heidi Keller-Glaze, ICF International
Courtney Partlow, ICF International
Suzanne Masterson, Sun Microsystems
Coordinator: Margaret Barton, U.S. Office of Personnel Management
Now, more than ever, organizations are realizing that even modest investments in improved internal communications can return significant rewards. By making an effort to ensure that employees understand, buy into, can clearly articulate, and work toward an organization’s overarching goals, organizations can realize improved efficiencies in terms of working relationships and performance. Communications can be a powerful tool in keeping an organization forward focused and operating smoothly, while simultaneously opening an important dialogue that can bring potential liabilities as well as valuable recommendations to light more quickly.
In some cases, communications alone about an organization’s goals can lead to noticeable improvements in employee performance. In other cases, taking the added steps of linking the organization’s goals to employees’ performance evaluations, incorporating details in employee orientation, and building a focus on organizational priorities into hiring practices are required. Thus, communications experts are partnering with human resource professionals to achieve desired ends through a wide variety of communication strategies and methods. This workshop will focus on proven communications strategies and tactics and highlight opportunities to leverage the power of integration with human resources.
This workshop is designed to help participants:
• Develop methods for linking organizational goals to individual goals
• Link human resource initiatives that affect employees at the individual level to strategic organizational goals
• Develop and leverage the communication plan to bring about change
• Identify key steps required to effectively implement communication plans
• Formulate ways to evaluate plan results and HR initiatives
Heidi Keller-Glaze is a senior manager in the Applied Organizational Research Group at ICF International. In her current role, she manages leadership research projects and also engages in leader development consulting, primarily for government agencies such as the Army. Her work involves designing and implementing initiatives and research, as well as extensive consulting with clients about how to position and communicate initiatives to lead to increased participation in programs and research efforts. Most recently, she has been working with the Army to translate leadership strategy into development programs at the individual level. In addition, she has presented at a variety of professional conferences on the topics of organizational assessments, retention, and competency modeling. She received a PhD in I-O psychology from Central Michigan University.
Courtney Partlow is a principal in the Strategic Communications Group at ICF International. Ms. Partlow has more than 10 years of experience developing and implementing strategic internal communications campaigns for private-sector clients such as GlaxoSmithKline and public-sector clients including the U.S. Department of Homeland Security, the U.S. Department of Defense, the U.S. Department of Justice, the U.S. Army, the U.S. Department of Health and Human Services, and the U.S. Postal Service. Her expertise includes developing actionable and measurable communications plans based on organizational insight and best practices that define communications objectives as well as the steps that must be taken to reach each objective. Ms. Partlow has successfully implemented a wide range of internal communications tactics from traditional brochures to online newsletters and SharePoint sites. In addition to her work in internal communications, Ms. Partlow has also implemented external communications campaigns for clients such as the U.S. Environmental Protection Agency’s ENERGY STAR Program, Office of Children’s Health Protection, and the U.S. Department of Homeland Security’s Office of Infrastructure Protection.
Suzanne Masterson is director of Sun Microsystems’ enterprise and business group communications. Since joining Sun Microsystems in 2004, Ms. Masterson has led communication efforts for large-scale change initiatives at the company including a multi-process, multi-year HR outsourcing project and the implementation of a new ERP system.
Ms. Masterson leads a team responsible for Sun-wide communication as well as communicators who manage communication in the lines of business. This organization structure helps bring alignment to internal communication across the company and promotes the sharing of best practices. Prior to joining Sun, Ms. Masterson was a communication consultant working with clients in a variety of industries - key engagements included Avery Dennison, Boeing, GlobalSantaFe, SBC Communications, U.S. Bank, Vivendi Universal Entertainment, and The Walt Disney Company . Her educational credentials include a dual bachelor of arts degree in communication studies/cultural anthropology and a juris doctor degree — a combination that fuses knowledge of fundamental communication principles with analytical thinking. Suzanne is based in Southern California working virtually with team members globally across Sun.
Workshop 2 (half day)
Reliability, Ratings, and Reality: Oh My!
Presenters: Dan J. Putka, Human Resources Research Organization (HumRRO)
James M. LeBreton, Purdue University
Coordinator: Mindy E. Bergman, Texas A&M University
Ratings are ubiquitous in organizational research and practice. Issues associated with estimating interrater reliability and agreement are found in many areas, including job analysis, assessment centers, performance evaluation, climate and culture, teams, and leadership, just to name a few. Despite the prevalence of ratings, the literature on estimating the reliability and agreement of ratings has become fragmented and arguably quite confusing. Complicating matters, most textbook examples of estimating reliability and agreement are based on “tidy” data collection (measurement) designs that often do not resemble how ratings are gathered in organizational settings. This workshop will describe a clear process that can be used to formulate reliability/agreement coefficients appropriate for measurement situations confronted in organizational settings, explain the information that such coefficients and their components are conveying (and not conveying), and illustrate the utility of the said process by interactively working through several case studies from applied research and practice. Although advanced psychometric techniques will be discussed, our presentation will not be overly quantitative in nature (i.e., nasty equations will be kept to a minimum); instead, our emphasis will be on explaining key concepts and the implications they have for practical application. This workshop should be of interest to all individuals faced with evaluating the quality of ratings data gathered in the course of their work.
The workshop is designed to help participants:
• Describe key definitional issues surrounding conceptualizations of error in ratings and how they relate to notions of reliability/agreement
• Describe key similarities/differences between theoretical perspectives on the reliability of ratings; namely, classical test theory and generalizability theory
• Describe key similarities/differences between various reliability/agreement estimation traditions, including deviation-, correlation-, ANOVA-, and factor analysis-based traditions
• Describe and apply a process for determining and estimating appropriate indices of reliability/agreement for measurement situations encountered in applied research and practice
Dan J. Putka is a senior scientist in the Personnel Selection and Development Program at HumRRO. He has developed and evaluated numerous types of personnel selection and promotion measures for several clients in federal civilian agencies and the U.S. military. His work has covered the full range of the development spectrum, ranging from detailed job analyses to large-scale criterion-related validity studies. In recognition of his contributions to psychological research and personnel management in the U.S. military, Dan received APA Division 19’s 2008 Arthur W. Melton Early Career Achievement Award. In addition to his client-centered work, over the past 5 years Dan has developed a program of research focused on the formulation and evaluation of methods for quantifying and modeling error in ratings. His work has been published in top-tier journals (e.g., Journal of Applied Psychology), the Encyclopedia of I-O Psychology, and most recently, a book chapter on reliability and validity for the upcoming Handbook of Employee Selection. Dan received his PhD in I-O psychology, with a specialization in quantitative methods, from Ohio University.
James M. LeBreton is an associate professor in the Department of Psychological Sciences at Purdue University. He has taught a number of doctoral-level statistics courses including courses on psychometrics, multivariate analysis, and multilevel modeling. He has published several papers focused on issues involving multi-rater performance evaluation systems, interrater agreement, and interrater reliability. During the last 10 years he has also conducted research and consulted in the areas of test development/validation and applied statistics. James currently serves on the editorial boards for the Journal of Applied Psychology and Organizational Research Methods. James earned his PhD in I-O psychology from the University of Tennessee with a minor from the Department of Statistics. He earned his BS in psychology and his MS in I-O Psychology from Illinois State University.
Workshop 3 (half day)
Development in Place: Leveraging the Other 90% of Your Organization’s Talent
Presenters: Cindy McCauley, Center for Creative Leadership
Paul R. Yost, Seattle Pacific University
Coordinator: Wanda Campbell, Edison Electric Institute
Succession and talent management systems today are often based on the assumption that there are only a limited number of developmental assignments in the organization and that these assignments should be reserved for the “high-potential” leaders and employees in the organization. But high potentials alone cannot determine the organization’s ultimate success. That will depend on the other 90% of an organization’s workforce. Most jobs offer powerful development opportunities that are simply overlooked. Thus, the challenge is to equip employees with the knowledge, mindsets, and motivation to seek out, craft, and learn from developmental opportunities.
This workshop will provide frameworks, tactics, and tools for enhancing development in place. We will examine what individuals can do to develop themselves, what managers can do to develop their teams, and what organizations can do to build talent management systems that help all employees maximize development in place.
The workshop is designed to help participants:
• Shape their current job and nonwork pursuits to grow their own potential
• Equip managers to make better use of job experiences in the development of their teams
• Apply strategies and processes that promote organization-wide on-the-job development
• Utilize several practical tools to help employees, managers, and organizations build development into jobs and capture the lessons of experience
Cindy McCauley is a Senior Fellow at the Center for Creative Leadership (CCL). Cindy has been involved in many aspects of CCL’s work: research, product development, program evaluation, coaching, and management. She co-developed two of CCL’s management feedback instruments, Benchmarks and the Job Challenge Profile, and is co-editor of The Center for Creative Leadership Handbook of Leadership Development. Cindy has written numerous articles and book chapters on leadership development for scholars, HR professionals, and practicing managers, including her latest publication, Developmental Assignments: Creating Learning Experiences Without Changing Jobs. She received her PhD in I-O psychology from the University of Georgia.
Paul Yost is associate professor of I-O psychology at Seattle Pacific University. He recently served as a senior research specialist at Microsoft with responsibilities in leadership talent management and executive assessment. Before this, Paul was with The Boeing Company where his work focused on leadership development, learning from experience, leadership program design and evaluation, and employee surveys. Previous experience included positions at GEICO Insurance and Battelle Research with responsibilities in managerial training, assessment and selection, and team development. Paul’s ongoing research and writing focuses on experience-based leadership development including the upcoming book Real Time Leadership Development, a guide for leaders and HR professionals to strategically build on-the-job development into their organizations. Paul received his PhD in I-O psychology from the University of Maryland.
Workshop 4 (half day)
The Future of HR Metrics: It’s a Brave New World
Presenters: Jay Jamrog, Senior VP of Research, i4cp, Inc.
Mary Ann Downey, Talent Pillar Director, i4cp, Inc.
Coordinator: Linda Carr, Sun Microsystems
Traditional HR metrics do not help managers understand which HR issues are the strategic ones and which are mostly tactical. Even in the best companies, those that are investing heavily in the latest HR measurement techniques—HR scorecards, HR financial reports, ROI on HR programs, and studies of how HR programs enhance attitudes, skills, and abilities—seldom use their metrics to influence key business decisions, such as acquisitions or organization design at a macrolevel or performance management and employee development at a microlevel.
In this workshop, you will understand the evolution of HR practices and the related metrics, a framework to think about HR metrics and review practical examples. You will learn about barriers and challenges to effective HR metrics and potential solutions to consider, including hands-on examples.
This workshop is intended for professionals who are working with organizations that want to improve their use of HR metrics and/or professionals who are interested in how HR metrics can be utilized for decision making and creating a competitive advantage.
This workshop is designed to help participants:
• Describe types and uses of HR metrics
• Explain and discuss HR metric challenges
• Analyze workforce planning results
• Apply HR metrics to a succession planning/development scenario
Jay Jamrog is a futurist. As the senior vice president of research at i4cp, he has devoted the past 25 years to identifying and analyzing the major issues and trends affecting the management of people in organizations. Currently, Jay and his staff of over 20 analysts are following approximately 150 demographic, social, economic, technological, political, legal, and management trends, and there are over 100 major corporations supporting this research with annual grants. Over the years, he has helped some of the most innovative organizations gain a deeper understanding of the world’s changing business environment and has helped them think strategically about today’s actions and tomorrow’s plans. Jay has confidential access to some of the most progressive organizations, and he’s currently an active advisor to more than a dozen leading corporations. In addition, Jay conducts over 50 seminars annually for major corporations on subjects related to the changing nature of the workplace and workforce. Jay is associate editor for Human Resources Planning Journal, has had articles published in major business magazines, and is frequently quoted in business publications and newspapers. In addition, he often collaborates with, and speaks before, other organizations and associations (e.g., HRPS, SHRM, The Mayflower Group, ASTD, ABA, AGA, NEDA) on major research topics related to the future of people management. Prior to joining HRI in 1982, Jay held numerous management positions, including vice president of purchasing for Webb Co., a large import/ export wholesaler. He has an MBA and taught labor relations in the School of Management at the University of Massachusetts and is a Distinguished Lecturer at The University of Tampa. Jay also spent 5 years living in the Far East, has a black belt, and reads history for pleasure.
Mary Ann Downey heads the talent practice for the Institute for Corporate Productivity (i4cp), the world’s largest private network of companies focused on improving and enhancing workforce productivity. She has a practitioner background working in multiple functions for large global organizations such as Caterpillar, Inc. (Peoria, IL), General Motors (Detroit, MI), and ING (Atlanta, GA). Ms. Downey has led enterprise-wide initiatives on aligning policy and practices after an acquisition, has worked on HR compliance issues (including affirmative action planning), has created an online human capital management (HCM) metrics tool and scorecards, has built workforce planning capability, and has been involved in various other special projects. She has been invited to present at many professional organizations and conferences, including Catalyst’s 2008 Awards Conference, Human Resources Planning Society (HRPS), International Human Resources Information Management (IHRIM), HR.com, and others. Ms. Downey is a licensed attorney (IL). She received her juris doctorate (JD) from Saint Louis University. She also holds a master’s degree in human resources and industrial relations (MHRIR) from the University of Illinois-Champaign and a BS from Illinois State University. She is currently based in Atlanta, GA.
Workshop 5 (half day)
Analyzing Survey Data: Choosing the Method and Message That Best Answers the Question
Presenters: William H. Macey, Valtera Corporation
David A. Futrell, Eli Lilly and Company
Scott A. Young, Valtera Corporation
Coordinator: Robert Gibby, Procter and Gamble
This workshop is intended to guide participants through the choices made in survey design with subsequent data analysis in mind. The workshop will comprise three segments: survey design, data analysis, and reporting results. Both conventional and the more esoteric but readily available statistical packages and tools will be used to demonstrate techniques throughout the workshop.
Some of the topics explored related to survey design will include alternative response formats and levels of analysis issues as they determine appropriate item wording. Ethical issues in using precoded demographic information will also be explored.
Conventional techniques to data analysis will be discussed and framed in a context of the underlying assumptions often made and unfortunately (at times) left unquestioned. The final segment of the workshop will focus on ways to best display survey results according to the needs of different audiences including line managers and executives.
The workshop is designed to help participants:
• Consider the ways in which the data will be analyzed and reported when developing survey questions and choosing response formats
• Design sampling strategies for pulse surveys and administration of alternative versions within a larger census survey
• Identify “problem” data sets and cases and determine what to do about them
• Choose reporting metrics and presentation formats that balance ease of interpretation and complexity inherent in the data
• Analyze within-group variance to report on climate and culture framed questions
• Evaluate the implications of individual- versus group-level linkage research
• Evaluate the appropriateness of various methods of conducting key driver and causal modeling analyses, and the risks in conducting those analyses for smaller groups and reporting units
William H. Macey is CEO of Valtera and has 30 years of experience in consulting with organizations to design and implement survey research. He has consulted with more than 30 of the current Fortune 200 companies and has served as an advisor to The Mayflower Group since 1992. He is the coauthor of several recent publications on employee engagement. Bill is a SIOP Fellow, a SIOP past president, and a previous member of the editorial board of Personnel Psychology. He received his PhD from Loyola University Chicago in 1975.
David Futrell is a senior workforce research consultant at Eli Lilly and Company. He received his PhD in I-O psychology from the University of Tennessee/Knoxville in 1992. His areas of expertise include employee attitude survey research, employee selection, and experimental design. He is an adjunct faculty member in the College of Business Administration at Butler University. David currently serves as vice chairperson for The Mayflower Group, a consortium of survey practitioners in large corporations. His professional experience includes 3 years at Saturn Corporation, and 6 years as process improvement consultant with QualPro, using experimental design techniques to improve sales and service-related processes.
Scott A. Young is a managing consultant at Valtera Corporation. He has been with Valtera for 10 years, where he has consulted with clients in the areas of employee engagement, service climate and quality, survey design, employee socialization and retention, test development and validation, job analysis, diversity, and organizational climate and culture. Scott has conducted research on employee survey data for purposes of developing and refining survey content, identifying the predictors of employee engagement and satisfaction, and assessing the relationships between survey variables and other variables such as turnover and customer satisfaction, 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 6 (half day)
O*NET Products and Tools: What’s New and What’s Useful for Your Research and Practice
Presenters: David W. Rivkin, National Center for O*NET
Phil M. Lewis, National Center for O*NET Development
Kenneth Pearlman, Independent Consultant
Coordinator: Tom Giberson, Oakland University
O*NET is a government-funded online database that houses job-related information on hundreds of jobs in the United States. This workshop provides an overview of O*NET as well as specific applications for its content and technology. Through this workshop, participants will be oriented to the various components and tools within O*NET as well as how the data are collected. The primary focus of this workshop will be how O*NET can be used to support your research and work-related efforts. Finally, participants will learn how to provide input to the system, and what the future holds for O*NET.
This workshop is designed to help participants:
• Describe the O*NET products and tools
• Use O*NET research, information, and classifications to advance research and provide quality work products
• Provide input into the O*NET system
• Utilize O*NET data and tools to support research and operational work needs
David W. Rivkin has over 20 years of experience in manpower analyses and development. As the technical officer for the Center for O*NET Development, Mr. Rivkin directs efforts related to the design, implementation, and evaluation of the Occupational Information Network (O*NET) and its related products and tools. His work with the O*NET program includes designing O*NET data collection methodologies, implementing national occupational surveys, and developing user tools to ensure widespread adaptation of O*NET information. He has many years of consulting experience in assessment development and validation, training program design and implementation, and performance evaluation systems development.
Phil M. Lewis currently works as a technical officer for the National Center for O*NET Development where he designs, adapts, evaluates, and reports on a complex, multifaceted occupational information data collection and dissemination program, as well as career assessment/guidance systems. He serves as lead to Center and contract staff in completing all technical projects related to the Occupational Information Network (O*NET), the nation’s primary source of occupational information. He is instrumental in the design of products and policies that effectively facilitate the dissemination of O*NET information to a wide variety of stakeholders including businesses, students, educators, job seekers, HR specialists, product developers, economic/regional developers, and researchers.
Kenneth Pearlman is currently an independent consultant following a 27-year career at the U.S. Office of Personnel Management, AT&T, and Lucent Technologies. He has specialized in assessment and selection system development and validation, work- and skill-analysis system design, and employee survey design and use, and has consulted and published widely in these areas. Dr. Pearlman has been involved in a number of federal and military work analysis and assessment-related initiatives, including membership on the Federal Advisory Panel on the Dictionary of Occupational Titles (APDOT), which created the blueprint for the O*NET Content Model; consultation to the National Skills Standards Board; evaluation of the Department of Defense’s human capital strategy and employee survey operations; and service on review and advisory panels for HumRRO and U.S. Army Research Institute personnel selection and work analysis research projects. He is a Fellow of SIOP, APA, and APS. He received his PhD in I-O psychology from The George Washington University.
Workshop 7 (half day)
Is That Really Any of Your Business? Privacy in the Workplace
Presenter: Donald L. Zink, Personnel Management Decisions
Coordinator: Amy D. Grubb, Federal Bureau of Investigation
The privacy expectations and interests of both the employee and the employer are of increasing importance in today’s workplace. Although those interests may sometimes overlap or be complementary, they often conflict. In this workshop several major aspects of the employment relationship are considered. The first topic we will examine will be the recruiting and hiring process, including employment interviews and testing procedures. For example, when do personality measures and biodata instruments become overly intrusive? Should an employer use “googling” as a way to learn more about a job applicant? A second topic will be performance evaluations. What kind of information may be used, and with whom may that information be shared? Should the employer request and provide job references? A third topic, of increasing importance and concern in today’s technological workplace environment, will consider the surveillance and monitoring of employee performance and electronic communications in the workplace. Finally, we will take a look at when an employee’s off-duty activities and lifestyle choices may be monitored. In our discussion of these issues, we will focus upon the legal aspects of privacy concerns by acquainting the I-O practitioner with the potential liability and legal obligations of those who use and share potentially private information. In addition, we also consider how that information might be obtained and directed to result in a more productive workplace.
The workshop is designed to help participants:
• Summarize the legal aspects of privacy concerns, by acquainting the I-O practitioner with legal obligations and potential liability concerns of those who use and share private information
• Apply techniques and best practices to the protection of privacy within the workplace setting
• Explain the implications of privacy laws and policies from both employee and employer perspectives
• Identify potential privacy pitfalls encountered in the workplace and develop solutions to avoid or mitigate negative consequences
Donald L. Zink began his professional career as a research psychologist in the U.S. Air Force, performing human factors research after receiving his master’s degree in mathematical psychology from the University of Michigan. After retiring from the Air Force, he joined AT&T, where he worked under the tutelage and guidance of Mary Tenopyr. His interest in employment law was engendered there by his interaction with corporate attorneys in the defense of challenges to AT&T’s employment selection procedures. After the breakup of the Bell system, he began his consulting career and subsequently received his juris doctor degree from the University of Denver College of Law, emphasizing civil rights and employment law. Although he is a licensed attorney, he does not practice but prefers to continue his professional participation within the I-O community.
Workshop 8 (half day)
Diversity, Complexity, Uncertainty…Managing Them as Both Leadership and Change Challenges
Presenters: Steve Krupp, Oliver Wyman–Delta Organization & Leadership
Órla NicDomhnaill, Oliver Wyman–Delta Organization & Leadership
Coordinator: John Howes, Nike
Although the world is flat, it keeps spinning for CEOs, executives, and change leaders striving to drive growth and manage risk that is increasingly difficult to discern. The financial markets are fluctuating violently and the demand for energy has turned economic and political realities upside down. The emergent power of growth markets like China, India, Vietnam; globalization of our companies; speed of technology change; and the Internet revolution have blown away old concepts of change agility and information exchange. In addition to this change in complexity, workforces are becoming increasingly diverse. By 2042, Caucasians will no longer be the majority in the U.S., and over the next decades companies will be increasingly dependent on growth outside North America and subsequently on virtual teaming. In the midst of this diversity, complexity, and uncertainty, change leaders struggle to navigate new frontiers and guide their increasingly diverse teams to prosperity.
In this workshop, we don’t promise a magic bullet to master all the ambiguities of leading change today. What we will do is share lessons of experience, keys to success, case studies, frameworks, and proven tools that help companies thrive in the post-Internet “world is flat” era. Delta literally wrote the book on enterprise change in the 1990s. In the last years, working side by side with clients, we have reinvented the toolkit to deal with the change challenges of today and tomorrow like globalization, strategic expense management, CEO-led transformational change, new product/market introductions, and mergers and acquisitions.
This workshop will engage participants in exploring diversity, complexity, and uncertainty issues they face. They will leave with new perspectives and hands-on tools to:
• Define the primary sources of increased complexity and uncertainty today and the implications for change leaders
• Articulate how the increasingly diverse and virtual work force, within the context of U.S. demographics and globalization, influences the way we need to lead change going forward
• Frame the change challenges and solutions in a larger context that is proving useful to other leaders coping with unprecedented environmental conditions
• Identify and analyze the reasons transformations fail based on current perspective and practice
• Address the anxiety, control, and power issues prevalent in times of extreme uncertainty, instability, and risk
• Employ tips and guidelines that change leaders find useful, given the new business dynamics, in tackling transformations, mergers, and downsizings
• Apply new insights and tools to their own change leadership dilemmas
Steve Krupp has over 25 years experience in executive and talent management research and in executive coaching. He leads the executive talent management business at Oliver Wyman–Delta Organization and Leadership and consults with CEOs and their teams on large-scale organizational change, and in particular, the talent implications of strategic change, mergers, or business transitions. Steve’s talent management expertise helps organizations prepare their next generation of leaders to successfully grow their companies, globalize, and lead enterprise change in the complex business environment we all face. Steve earned his PhD in organizational development from Temple University. He is a licensed psychologist and has numerous publications, including What the Future Demands: The Growing Challenge of Global Leadership Development and Building Executive Talent: Fueling Growth–Managing Risk.
Órla NicDomhnaill provides research expertise and consultation in the areas of diversity, large-scale organizational change, executive talent management, and employee engagement at Oliver Wyman–Delta Organization and Leadership. In response to the recent economic downturn, Órla is leading the development of intellectual capital on strategic expense management, including Managing the Organization Dynamics of Downsizing, and her doctoral dissertation (Gendered Behavior at Work: How Sex, Gender, and Approach to Work Impact Behaviors and Outcomes) is currently in press. Prior to joining Delta Organization and Leadership, Órla consulted on gender and diversity at Mercer and organizational effectiveness at Pfizer Global Pharmaceuticals. Órla received her PhD in social-organizational psychology from Columbia University, where she taught master’s-level research methods and was a process consultant for change management practicums.
Workshop 9 (half day)
Preparing the Play Book–Offense and Defense: Litigation Fundamentals and Statistical Analyses
Presenters: Tony P. Rosenstein, Partner, Baker Botts, LLP
Joan G. Haworth, Director, ERS Group
Coordinator: S. Morton McPhail, Valtera Corporation
As scientists, we perceive the inherent value of conducting research to support and improve the procedures we recommend to employers. However, it is also clear that managers in many organizations primarily see the contributions of I-O psychology to keep them out of trouble with respect to the many laws, rules, and regulations that affect every aspect of employment and organizational life both in the U.S. and abroad.
In an increasingly litigious environment, the impact and reach of the legal context on the practice of I-O psychology probably cannot be overstated. Many practitioners, both those working in-house and consulting, will never serve as experts in litigation, but that does not mean that they will never find themselves involved in legal proceedings. They may be asked to assist their employers or their clients in responding to challenges from either aggrieved employees (or applicants) or federal or state enforcement agencies.
Some may be called to serve as fact witnesses in court or para-court (e.g., arbitration) proceedings. Some may be called on to prepare analyses of an organization’s practices or to explain to management analyses prepared by others. They may be asked to work with and in support of the organization’s legal counsel, both in-house and outside, and other experts. It is incumbent on practitioners to be familiar with the ways in which such proceedings function, the nature of the fundamental rules that govern them, and the analytic structures in which I-O psychologists can, should, and often do have a central role.
This workshop is designed to help participants to be able to:
• Describe current issues in employment litigation and the general outline of the litigation life cycle
• Discuss what to expect in preparing legal defense or challenge of employment practices
• Explain the meaning of models of employment and organizational processes and how to define them
• Apply differing statistical models for analyzing various types of organizational processes and decision-making models
• Discuss issues affecting presentation of complex issues in the litigation context, including statistics, in testimony or written documents
• Differentiate roles of experts in assisting counsel
Tony P. Rosenstein is a partner in the Trial Department and the Employment Litigation section of the law firm of Baker Botts L.L.P. He received a BS from Renssalaer Polytechnic Institute (1967) and an MS in clinical psychology from Memphis State University (1969). Mr. Rosenstein received his JD (with honors) from the Bates College of Law (University of Houston, 1976). Mr. Rosenstein is engaged in the general practice of trial law with an emphasis on employment litigation, including the defense of employment discrimination, wrongful discharge, and related cases in the federal and state courts and administrative agencies, as well as counseling employers on all aspects of their relationships with employees and unions. Before entering the practice of law, Mr. Rosenstein practiced as a psychologist, specializing in the fields of testing, evaluation and behavior modification. He is a member of the State Bar of Texas and is admitted to practice before the Southern, Eastern, Western and Northern Districts of Texas, as well as before the Fifth Circuit Court of Appeals and the United States Supreme Court. Mr. Rosenstein is board certified in the area of labor law by the Texas Board of Legal Specialization.
Joan G. Haworth is a director of ERS Group, a SourceCorp company. She balances a full agenda of research, analysis, and expert witness testimony on employment discrimination cases and other matters. She has testified for both plaintiffs and defendants in over 65 employment cases, including Huguley v. General Motors Corp.; EEOC v. Sears, Roebuck & Co.; Penk v. Oregon State Board of Higher Education; Thomas v. Baker, III, Secretary, Department of State; AFCSME v. County of Nassau; Dukes v. Wal-Mart; Williams v. The Boeing Co.; and McReynolds v. Sodexho. She has also been involved in wage and hour matters in various state and federal courts, as well as multiple-district litigation. Dr. Haworth is a frequent presenter and participant in programs and mock trials for such groups as the American Bar Association, the American Employment Law Council, and the Practicing Law Institute. An author of over 30 publications and research papers, her articles appear in economic, statistical, and legal journals such as the American Economic Review, Proceedings of the American Statistical Association, Notre Dame Lawyer, and Employee Relations Law Journal. Her articles focus on the areas of employment discrimination and the economic status of women, subjects in which she is a well-known expert. Dr. Haworth is a former tenured faculty member in the Department of Economics at Florida State University and was the director of the Florida Census Processing Center.
Workshop 10 (half day)
Selection of First-Line Supervisors: What We Know
Presenter: Nancy Tippins, Valtera Corporation
Coordinator: Tim McGonigle, SRA International
First-line supervisors are critical to most organizations’ success. These key leaders guide the work of those employees who produce goods and services or directly support those who do. This workshop will focus on the selection of first-line supervisors and address other processes closely related to acquiring competent first-line supervision: recruiting, training and development, and performance management. The workshop will summarize the research literature and benchmarking data collected from U.S. companies regarding the core tasks and knowledge, skills, abilities, and other characteristics that are common across organizations and industries, the constructs that are typically measured, the kinds of selection tools that are used, the degree of prediction that is achieved, the ways in which the performance of first line supervisors can be assessed objectively and subjectively, external recruiting programs, internal promotional programs, and orientation and training and development programs. The workshop will conclude with a discussion of the future of first-line supervisors’ jobs and the implications for selection.
The workshop is designed to help participants:
• Summarize the selection research on first-line supervisors including core tasks and knowledge, skills, abilities, and other characteristics
• Describe common practices in the selection of first-line supervisors in the U.S.
• Summarize common practices regarding the recruitment of first-line supervisors, their training and development, and their performance management
Nancy T. Tippins has over 25 years of selection experience as an internal consultant in large companies (IBM, Exxon, Bell Atlantic, GTE) and as an external consultant. She currently is the managing principal and senior vice president of Valtera Corporation. She has worked extensively in the areas of testing and assessment for selection, certification, and development for a wide array of jobs including first-line supervisors. Nancy has been active in SIOP where she held a number of offices including president. Nancy is a Fellow of SIOP, the American Psychological Association, and the Association for Psychological Science, and received her PhD from the Georgia Institute of Technology.
Workshop 11 (half day)
Exploring New Frontiers in Test Security: Approaches for Protecting Your Testing Program
Presenters: Monica A. Hemingway, Starwood Hotels & Resorts
Eugene Burke, SHL
Dennis Maynes, Caveon Test Security
Coordinator: Liberty J. Munson, Microsoft Corporation
Test security is becoming increasingly important to organizations and assessment providers as the use of assessments increases over the employee lifecycle (e.g., recruitment, selection, training, development, succession planning, etc.) and Internet-based testing becomes more common. Protecting the integrity of the testing program to ensure that sound employment decisions can be made is paramount. The good news is that I-O psychologists do not need to start from scratch—we can learn from the experience and technologies that have been developed in educational and accreditation testing.
This workshop will provide a hands-on approach to understanding the importance of test security, policies and procedures for mitigating threats to your testing program, how to leverage test security techniques used by other testing bodies, and how statistical analysis techniques can be used to promote fairness and improve testing program integrity.
A case study will be used to lead participants through hands-on exercises. Workshop leaders will provide sample test security policies and procedures, demonstrate the use of data forensic tools, and present a comprehensive approach to test security that can successfully protect your testing program and mitigate testing anomalies.
At the end of this workshop, participants will be able to:
• Describe threats to the integrity of testing programs and their impact on test takers, constituents, and the general public
• Explain policies, processes, and procedures for protecting testing programs
• Use statistical analysis techniques for detecting test irregularities and explain how, in general terms, these analyses work
• Describe how statistical analysis techniques have been successfully used in mitigating test theft and fraud
• Explain the legal defensibility of using statistical analysis techniques to invalidate scores and results
• Describe how statistical analysis techniques are used within a test security framework
Monica A. Hemingway is senior director of Selection and Assessment at Starwood Hotels & Resorts Worldwide, Inc., where she leads the development and implementation of assessment programs throughout the organization. Before joining Starwood, Monica held leadership positions at Valtera and Dow Chemical, focusing primarily on global selection test development and implementation, and at The Chauncey Group International, where she was responsible for research, development, and statistics for the Test of English for International Communication (TOEIC), one of the world’s largest certification programs with over 1.5 million test takers per year. Her focus has been largely in the areas of test development, validation, and implementation, particularly in high-stakes (e.g., certification, selection/promotion) and global settings, and she has developed systems and tools for the evaluation and selection of executive, professional, administrative, and technical employees in a wide variety of countries. She has extensive experience in maintaining the integrity of testing programs, including developing, applying, and training others in ways to prevent, detect, and handle breaches to test security. Monica received her PhD in I-O psychology from Bowling Green State University.
Eugene Burke is director of science and innovation at SHL, responsible for product design, psychometric technologies, and the development of cheat resistant multilanguage solutions for online ability testing. As part of his responsibilities and working with partners such as Caveon, Eugene has developed test security processes monitoring and responding to potential security breaches worldwide, data forensic audits to monitor test-item exposure and the integrity of online testing programs, as well as verification procedures for validating unproctored test scores. Eugene’s career spans 28 years beginning as a research scientist for the UK Ministry of Defense including a tour with the United States Air Force where he developed computer-based measures of information processing and attention for aircrew selection. He has led applied units for a variety of organizations, including the London Fire Brigade, and has consulted with both private- and public-sector clients in the UK, U.S., Europe, and Asia. He is a past chair of the British Psychological Society’s Steering Committee on Test Standards, past chair of the Division of Occupational Psychology, is a past council member of the International Test Commission, and is currently the secretary to the European Association of Test Publishers. He has published several articles and book chapters on psychometrics, computer and Internet testing, personnel selection, coaching and development, test security, and test localization and adaptation. He is a regular presenter at professional conferences including the Association of Test Publishers (U.S.), European Association of Work and Organizational Psychology (Europe), International Test Commission (ITC), BPS Occupational Psychology Conference (UK), Military Testing Association (U.S. and Europe) and various aviation psychology conferences in Europe and Asia. Last year, he presented at SIOP on how to develop cheat resistant solutions to unproctored Internet testing, which is currently being considered as an article for the SIOP journal.
Dennis Maynes has a master’s degree in statistics from Brigham Young University and has extensive and varied experience in research and development activities. Dennis’ background includes research and development in computerized testing, including systems for the generation and scoring of computer administered tests from criterion-referenced item banks and systems for the administration of computerized adaptive tests. He also has background and expertise in linear and nonlinear modeling using regression, neural networks, and sequential models. Dennis’ work experience includes over 10 years of development of computer-based systems for delivering curriculum and online tests at Wicat Systems and Wicat Education Institute; 3 years development deploying systems for the management of rack-based server equipment at Intel; and 3 years developing mathematical models and algorithms at Fonix in speech recognition research. Dennis’ current interests and emphasis are in the development and usage of testing models to test for change and aberrant patterns. He is also actively pursuing applied research in optimal sequential model selection for pattern recognition.
Workshop 12 (half day)
Evidence-Based Approaches to Training Teams
Presenters: David P. Baker, Carilion Clinic & American Institutes
Eduardo Salas, University of Central Florida
Rebecca Beard, The Group for Organizational
Coordinator: Dwayne Norris, American Institutes for Research
Teams are a critical component of most if not all organizations. In industries such as health care, aviation, public safety, and nuclear power, teamwork has been cited as the key to safety and high reliability performance. For close to 20 years, teams and their training has been a central focus of industrial psychologists. This workshop will present participants with evidence-based approaches to the design, development, and implementation of successful team training programs. The workshop will cover (a) current theories of teamwork, (b) recent evidence for the efficacy of team training, including the results of several recent meta-analyses on team training strategies and the approaches that work, (c) examples and applications of team training, (d) critical factors for making team training programs successful, and (e) future needs in which I-O psychology can contribute to the research base and development of team training.
This workshop is designed to help participants:
• Summarize the current research and best practices in team training
• Evaluate factors associated with success in training teams for maximum performance
• Design and evaluate effective team training programs
• Apply effective strategies to overcome barriers to implementing team training programs
David P. Baker has over 15 years experience transitioning evidence-based practices to enhance team performance in aviation, the military, and health care. David currently serves as director of the Health Services Research Institute at the Carilion Clinic and holds a joint appointment as a principal research scientist at the American Institutes for Research. Most notably, David and his team developed TeamSTEPPS™. TeamSTEPPS™ was released by the Agency for Healthcare and Research Quality as public domain curriculum and the national standard for team training in health care. In 2007, he and his team were awarded the M. Scott Meyers Award for Applied Research in the Workplace by SIOP for TeamSTEPPS™. David has published and/or presented over 75 papers on his work. He is a member of the American Psychological Association and the Human Factors and Ergonomics Society and serves on the editorial board of Human Factors. David received his PhD in I-O psychology from the University of South Florida in 1991.
Eduardo Salas has 25 years experience helping organizations to foster teamwork, design and implement team training strategies, facilitate training effectiveness, manage decision making under stress, develop performance measurement tools, and design learning environments. Currently, he is trustee chair and professor of psychology at the University of Central Florida. He also holds an appointment as program director for Human Systems Integration Research Department at the Institute for Simulation & Training. Eduardo has coauthored over 300 journal articles and book chapters and has co-edited 15 books. He is on/has been on the editorial boards of Journal of Applied Psychology, Personnel Psychology, Military Psychology, Interamerican Journal of Psychology, Applied Psychology: An International Journal, International Journal of Aviation Psychology, Group Dynamics, and Journal of Organizational Behavior and is past editor of Human Factors journal. He is also very active with SIOP. He is the past series editor for the Professional Practice Book Series and has served in numerous committees throughout the years. Eduardo is a Fellow of the American Psychological Association (SIOP and Division 21) and the Human Factors and Ergonomics Society. He received his PhD (1984) in I-O psychology from Old Dominion University.
Rebecca Beard has over 20 years of experience consulting with many organizations including Fortune 500 companies, not-for-profits, and the military. She has worked with a wide array of teams, including for example, teams as diverse as offshore drilling teams, teams of smoke jumpers, medical teams, executive teams, teams of military aviators, and investment research teams. Becky has conducted and managed team development efforts from early diagnosis and needs analysis, through design, delivery, and evaluation. She has a record of translating and applying team research into her practice with teams. Becky is the executive vice president of The Group for Organizational Effectiveness, Inc., an Albany, NY-based consulting and research firm. She received her MS in psychology from Old Dominion University in Norfolk, Virginia in 1982. Becky was part of the team that won SIOP’s 2007 M. Scott Meyers Award for applied research.
Workshop 13 (half day)
Financial and Accounting Concepts for I-O Psychologists
Presenter: David A. Lesmond, Tulane University
Coordinator: Bill Strickland, Human Resources Research
Accounting is the language of business and finance is the use of that language. Although I-O psychologists have significant measurement expertise, they may lack knowledge of basic measures of financial capital. These measures include basic accounting measures (for example, sales, cost of goods sold, earnings per share, etc.), as well as measures used for analysis and decision making (for example, net present value, return on equity, return on investment, etc.). This workshop is directed toward the basics of financial reporting and analysis in a systematic fashion.
This workshop is designed to help participants:
• Describe sources of financial data
• Explain key terms and concepts of financial reporting
• Assess basic financial reports
David A. Lesmond teaches accounting and finance in the A. B. Freeman School of Business at Tulane University. His work has been published in all of the major finance journals on issues dealing with liquidity estimation and liquidity effects on equity and fixed income markets. These liquidity applications span both domestic and emerging markets. He has won numerous research awards for his work in the area of credit risk and liquidity. He actively presents his work at all the major conferences in both the U.S. and in Europe. He has won awards for teaching excellence at SUNY-Buffalo, Tulane, and the University of Texas at Austin in both finance and accounting. David received his PhD in finance from the State University of New York at Buffalo.
Workshop 14 (half day)
Managing I and O Work in a Union Environment: Lessons of Experience
Presenters: Lee Sanborn, Ford (retired)
Joe Gafa, UAW-Ford (retired)
Jerard F. Kehoe, Selection & Assessment Consulting
Coordinator: Deborah Whetzel, HumRRO
The work of I-O psychologists in organizations often engages unions that represent employee’s interests. Represented employees are affected by the training, compensation, selection, work processes, surveys, and organization changes designed and managed by I-O psychologists. Because of their impact on employees and the organization, unions and I-O psychologists both have some stake in the design, management, and consequences of those programs. This workshop will (a) describe the interests of unions and psychologists in several key HR processes including training, work teams, pay, and selection, (b) teach techniques for establishing and managing communications between psychologists and unions, (c) identify key elements of HR processes where psychologist and union interests are likely to be aligned and to conflict, (d) describe strategies for engaging unions in managing the issues arising from aligned and conflicting interests, and (e) describe the lessons learned from successes and failures in the presenters’ own experience and the experiences of others, including workshop participants. The workshop is based primarily of the applied experience of the presenters and is not intended to review the research on union relationships in organizations. The workshop will actively engage participants to describe their own experiences and identify their questions/problems for the presenters to address. A special strength of this workshop is that it will provide participants with the unusual opportunity to learn directly from a union leader who has extensive experience with the types of HR processes of interest to unions and psychologists.
The workshop is designed to enable participants to:
• Describe important union–psychologist interests in key HR programs including training, work teams, pay, and selection
• Develop strategies for mutual communication and work involvement between unions and I-O psychologists
• Analyze and design HR processes that capitalize on opportunities for union support and recognize and address potentially conflicting interests
Lee Sanborn is an organizational psychologist by trade and training. He recently retired after 25 years at Ford Motor Company, much of it involved in making their work teams effective. He has consulted to, coached, evaluated, and trained work teams in virtually every Ford plant in North and South America. He has worked extensively with plant leadership, UAW leadership, and plant floor work teams and their leaders. Lee acted as the Ford’s work teams “guru” for 15 years, during which work teams were implemented in all of Ford’s plants in the U.S. and internationally. Along with coaching plants, he was a leader in creating processes that were used Ford-wide related to teams. These included developing and implementing training around work teams; developing tools to assess the effectiveness of work teams, as well as their leadership and support; and developing surveys to measure employee attitudes toward teams. Originally from Maine, Lee graduated from Cornell University and received his PhD in I-O psychology from the University of Houston. Prior to working for Ford, he served as an officer in the U.S. Navy and worked for various oil companies in Houston. He currently resides in Grosse Pointe, Michigan.
Joe Gafa has just recently retired from the UAW (United Automobile Workers) and Ford Motor Company. His last position held (appointed in March 2002) was assistant director of the UAW/Ford Joint Programs, reporting to UAW Vice President Bob King. He managed such as Joint Apprenticeship, Health & Safety, Quality, Employee Involvement, Job Security/Production Standards, and Continuous Improvement (Total Cost). He also was a member of the joint governing body that managed the National Joint Programs Center for Ford and the UAW. He hired into Ford in April 1965 at the Sterling Axle Plant as a machine operator before serving an apprentice as a tool maker. In 1971, he transferred to the Van Dyke Plant, Local 2280. He served one term on the executive board, two terms as plant chairman, and one term as Local 2280 president. He was appointed to the UAW, National Ford Department in July 1989. His assignments have included 2 years on the National Joint Apprenticeship Committee, then 6 years servicing local leadership in the UAW/Ford powertrain plants, and more than 5 years working on joint implementation of the Ford Production System (Lean) in all Ford/U.S. plants. Culture change and restructuring management/union relationship to work together with workers in a union environment was the goal.
Jerry Kehoe has 28 years experience working on selection programs and assessment-based HR programs. Twenty-three of those years were at AT&T where he had responsibility at various times for selection programs in manufacturing, customer service, sales, technical, management, and leadership jobs. In 1996, Jerry assumed overall leadership and direction for AT&T’s selection and assessment function, including responsibility for union relationships relating to AT&T selection strategies. In September 2003 Jerry founded Selection & Assessment Consulting. Jerry has several publications and conference presentations on selection and assessment topics including computerized testing, fairness, scoring strategies, and test validity. In 2000, he edited the SIOP Professional Practice Series volume, Managing Selection in Changing Organizations: Human Resource Strategies. From 2002–2005, he served as an associate editor of the Journal of Applied Psychology. He also has served on numerous professional committees including in 2001–2003 the SIOP subcommittee that revised Principles for the Validation and Use of Employment Selection Procedures. In 2002, SIOP awarded Jerry with Fellow status for his contributions to this profession. He received his doctorate in quantitative psychology in 1975 from the University of Southern California and is licensed in New Jersey.
Workshop 15 (half day)
The Psychology of Executive Coaching: Best Practices in Accelerating Learning
Presenter: David B. Peterson, Personnel Decisions International
Coordinator: Kate Zimberg, Microsoft
The field of executive coaching has matured, but the practice is still characterized by a multiplicity of styles and approaches, a lack of grounding in psychological science, and little understanding of what differentiates the basic techniques of “good” coaching from the more sophisticated techniques of state-of-the-art coaching. This workshop draws on research in learning and development from a range of disciplines to identify key principles and techniques that can be used to accelerate the learning process in coaching. During the workshop, David will highlight implications for the field of I-O by examining potential advantages and challenges for I-O psychologists who work as coaches, and suggest specific steps they can take to capitalize on their strengths and enhance their overall effectiveness.
The workshop examines practice and research in three core areas and outlines specific steps coaches can take to maximize their role in facilitating learning through the coaching relationship, the necessary and sufficient conditions for development, and the social dynamics and the organizational context in which the person works.
Although the workshop has potential value to anyone interested in executive coaching and leadership development, it is designed to be most useful to experienced coaches.
The workshop is designed to help participants:
• Foster a more reflective approach to their coaching practice and their own learning process
• Explain 10 key learning principles and specific techniques coaches can leverage to accelerate learning
• Develop a more effective and more efficient approach to coaching
David B. Peterson, leader of executive coaching services at PDI, has been passionate about understanding and applying the best principles of learning and development for over 20 years, as an executive coach, as a trainer of other coaches, and in his own development. A pioneer and thought leader in the field of executive coaching, David has written many articles and best-selling books on coaching, leadership development, and executive effectiveness, and has been a highly rated workshop presenter at SIOP for 15 years. Based in San Francisco, he provides coaching to CEOs and other top executives in companies such as Target, Hewlett-Packard, Genentech, Shell, and Microsoft, as well as consulting to organizations to help them design state-of-the-art coaching programs. His PhD in I-O and counseling psychology is from the University of Minnesota.
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