Using HR Data to Make Smarter Organizational Decisions
Presenters: Wayne Cascio, University of Colorado Denver
Brian Welle, Google
Coordinator: Margaret Barton, U.S. Office of Personnel Management
The purpose of this workshop is to help participants make smarter people decisions using HR data. Discussion will center around how integrated systems combined with thoughtful analysis can improve performance across a number of organizational functions. Specifically, the workshop will proceed in two stages. First, based on the results of new survey data plus other recent research, we will discuss the state of the art with regard to (a) how high-performing organizations are setting up various information HR systems and data collection tools, (b) how organizations transform the data from these systems into useful analysis, and (c) how they move from interesting analysis to better decision making and meaningful organizational change.
Based on this research describing the current state of practice, we will discuss the next stage of evolution of companies in terms of what they can aspire to and how better HR tools and analysis can benefit them. We then will initiate an interactive discussion with workshop participants to identify jointly why more organizations are not doing this type of analysis, what the challenges are, and how they might be overcome.
In the second stage of the workshop, we will use the examples from Google to demonstrate practical strategies to make informed people decisions using HR data across the organization and provide specific examples of how Google uses such data to improve decisions. This workshop will be of interest to practitioners who are looking for ways to integrate data to enhance organizational decisions across the HR lifecycle.
This workshop is designed to help participants:
• Understand the state of the art in HR data analysis
• Identify key obstacles to overcome in integrating data across functions, along with strategies for dealing with the obstacles
• Describe alternative strategies that organizations at different levels of information-system sophistication can use to use HR data to optimize decisions across functions
• Have a strategy to communicate HR data, analysis, and their implications to management
• Provide specific examples and practical strategies based on Google’s experience to make data integration work across functions
Wayne F. Cascio holds the Robert H. Reynolds Chair in Global Leadership at the University of Colorado Denver. He is past chair of the Society for Human Resource Management Foundation and of the HR Division of the Academy of Management (AoM), a former member of the AoM Board of Governors, and past president of the Society for Industrial and Organizational Psychology. He has authored more than 140 journal articles and book chapters, and 23 books, including Investing in People (with John Boudreau, 2008), Managing Human Resources: Productivity, Quality of Work Life, Profits (8th ed., 2010), Applied Psychology in Human Resource Management (7h ed., in press, with Herman Aguinis), and Responsible Restructuring: Creative and Profitable Alternatives to Layoffs (2002). He is an elected Fellow of the Academy of Management, the American Psychological Association, and the National Academy of Human Resources. He received a PhD in I-O psychology from the University of Rochester and an honorary doctorate from the University of Geneva, Switzerland.
Brian Welle is a People Analytics Manager at Google. When he joined Google in August, 2006, the People Analytics team consisted of just three people. It now has 30 I-O psychologists, OD professionals, business analysts, and ex-consultants, who create trustworthy analysis about people at Google to inform business decisions at all levels of the organization. During Brian's time on the team, he has worked to ensure Google’s selection, performance management, retention, employee engagement, and organizational development practices are data-driven whenever possible. Most recently, he co-founded the People and Innovation Lab (PiLab), an internal research think-tank that produces original research on topics that matter to Google, like innovation, behavior change, and social networking. Prior to joining Google, Brian was Research Director at Catalyst, a non-profit think tank and consulting organization specializing in diversity, and a post-doctoral fellow at Harvard's John F. Kennedy School of Government. He holds a Ph.D. in Industrial and Organizational Psychology from New York University.
Maximizing the Value of Executive Coaching Within Organizations
Presenters: David B. Peterson, PDI Ninth House
Nisha Advani, Genentech
Coordinator: Erica Desrosiers, PepsiCo
The use of external executive coaches within organizations has been steadily increasing. Despite widespread use, many organizations struggle with various aspects of managing coaches and coaching programs. Few organizations utilize coaching optimally and maximize the value of their significant investments. This practical workshop outlines all the steps in how to hire and manage external executive coaches working inside your organization: selecting the right coaches, matching them with participants, contracting, designing and setting up effective engagements, providing appropriate monitoring and support, and evaluating coaches and the coaching process.
This workshop is geared toward HR managers, I-O practitioners, and others who purchase coaching services or manage individual coaches or pools of coaches within their organization. Although not the primary audience, this workshop would also be valuable to consultants and coaches who provide coaching services to organizations and seek to provide greater strategic value.
This workshop is designed to help participants:
• Assess the elements of their executive coaching process and identify opportunities for improvement
• Identify criteria for selecting external coaches and matching them to coaching participants
• Identify criteria for selecting high-priority coaching participants
• Design steps for monitoring and managing individual coaching programs
• Align external coaching with their organization's talent management strategy
• Evaluate the effectiveness and impact of their executive coaching
David B. Peterson, leader of executive coaching services at PDI Ninth house, 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, Stanford University, 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.
Nisha Advani, director of executive development (ED) at Genentech, oversees the development and alignment of ED and talent management processes, including executive coaching, succession planning and talent reviews, and 360 assessment and feedback. In her 20-year corporate career in market-leading companies such as Genentech, Cisco, Anthem Electronics, and Intercontinental Hotels, Nisha has designed and implemented high-impact development solutions for high-potential directors and vice presidents, and a variety of OE initiatives, including organizational redesign and strategic change. She has also worked as an external consultant in the USA and India. Nisha holds a PhD in organizational psychology from Columbia University, a master’s in hotel administration from Cornell, and an MA in social relations from Johns Hopkins. Born and raised in India, Nisha came to the USA to study psychology and its applications in the workplace and now focuses on applying social science principles to create practical and innovative solutions for enhancing leadership and organizational effectiveness.
Moving Beyond Angoff: Options for Setting Cut Scores, Minimal Qualifications, and Performance Standards
Presenters: Steve Ferrara, CTB/McGraw Hill
Lorin Mueller, American Institutes for Research
Coordinator: Dwayne Norris, American Institutes for Research
The Angoff technique is the default option for setting cut scores in organizational settings when sufficient job performance data are not available to conduct an empirical standard setting process. The prevalence of the Angoff technique has three limitations. First, practitioners often ignore available data that can help to inform the standard-setting process, such as psychometric data and limited job performance data. Second, limited familiarity with other judgmental standard-setting techniques may discourage practitioners from applying these techniques to other important organizational standard-setting efforts, such as defining minimal qualifications and setting standards for job performance. Third, the Angoff technique has been criticized on the basis that subject matter experts (SMEs) often report difficulty in making the judgments required by the Angoff technique, such as defining a minimally competent candidate and estimating the marginal probability that a minimally competent candidate will answer the item correctly. Further, a large empirical research literature illustrates that people often do not make accurate probability judgments. Recent court cases have underscored the importance of conducting an understandable cut-score-setting procedure and having SMEs report confidence in their judgments (e.g., U.S. v. Vulcan Society, Lanning v. SEPTA). This workshop should be of interest to users and developers of tests and other types of assessments who would like to increase their understanding of and ability to implement more options for setting cut scores and establishing performance standards.
This workshop is designed to accomplish the following objectives:
• Instruct workshop participants in the basics of conducting judgmental standard setting procedures other than the Angoff technique, such as item mapping methods and the body of work method
• Describe the data requirements for each method
• Discuss critical elements of leading a standard setting panel, such as getting SME buy in and providing well-developed performance standards
• Broaden participants’ thinking about using judgmental standard setting techniques for assessments other than preemployment tests
Dr. Steve Ferrara has almost 30 years of experience in operational educational measurement programs. Since 1992, he conducted numerous standard settings using the angoff, contrasting groups, borderline groups, bookmark, item-descriptor matching, body of work, and reasoned judgment methods. He originated and developed the item-descriptor matching method and has published research on articulating performance standards to enable inferences about achievement growth. Dr. Ferrara conducted measurement research at AIR for over 10 years prior to joining CTB. He received his PhD in educational psychology from Stanford University.
Dr. Lorin Mueller has nearly 15 years of experience setting standards and cut scores on a variety of assessments, both in employment settings and educational measurement settings. His work at the American Institutes for Research has given him the opportunity to research and apply multiple standard-setting techniques in high-stakes settings, including developing the simulated contrasting groups procedure. Prior to joining the AIR, Dr. Mueller worked as a consultant to several petrochemical companies, helping to set standards on preemployment and training measures using the Angoff method as well as empirical standard setting methods. He received his PhD in I-O psychology from the University of Houston and holds a Senior Professional in Human Resources certification.
Developing Executives in the 21st Century: Relax—It’s Only Uncertainty
Presenters: Sandra L. Shullman, Executive Development Group, LLC
Randall P. White, Executive Development Group, LLC
Coordinator: Wanda Campbell, Edison Electric Institute
Tolerance for ambiguity and the ability to manage in an uncertain environment are critical success factors for senior leaders. Uncertainty is one of the most common human responses to ambiguous states. This workshop will explore the role of ambiguity and managing uncertainty in the development of successful executives. It will include (a) a review of the presenters’ research on leadership, ambiguity, and uncertainty; (b) techniques for the assessment of how individuals handle ambiguity and uncertainty; (c) the relationship of ambiguity and uncertainty to other critical leadership variables; and (d) strategies and developmental suggestions for enhancing leadership capability to address ambiguity and uncertainty. This workshop will be of interest to anyone who is involved in selecting and developing senior leaders.
This workshop is designed to help participants:
• Compare and contrast concepts of ambiguity, uncertainty, learning agility, and related cognitive skills
• Incorporate measures of ambiguity, uncertainty, and related concepts into leadership development initiatives
• Identify the relationships among ambiguity and uncertainty, performance, and potential in executive talent development approaches
• Identify developmental strategies for enhancing executive capacity to address ambiguity and uncertainty
Sandra L. Shullman is the managing partner of the Columbus, Ohio office of the Executive Development Group and a leader in the fields of executive coaching, leadership development, and diversity management. She is an adjunct graduate faculty member at the Cleveland State University Diversity Management Program and also teaches at Duke Corporate Education (Durham, London and Johannesburg). She also presented at the John Glenn School of Public Management at The Ohio State University for over 15 years. Dr. Shullman co-authored an early groundbreaking book on performance management entitled Performance Appraisal on the Line. She has served as a member of the board of directors of the American Psychological Association and is currently a board member of the American Psychological Foundation. Dr. Shullman is the former director of Managerial Effectiveness Programs at the Center for Creative Leadership. She received her doctorate in counseling psychology from The Ohio State University.
Randall P. White is a founding partner of Executive Development Group in Greensboro, NC, and an international thought leader in the field of executive coaching and leadership development, an executive coach, and facilitator. He is an adjunct professor at the Fuqua School of Business, Duke University, and also teaches at Duke Corporate Education (Durham, London, Johannesburg, and Ahmedabad), HEC School of Management (Paris), and IE Business School (Madrid). Dr. White coauthored the best-selling business book, Breaking The Glass Ceiling: Can Women Reach The Top Of America's Largest Corporations? and in 1996 coauthored The Future of Leadership: Riding the Corporate Rapids into the 21st Century. He has also coauthored Four Essential Ways That Coaching Can Help Executives (1997) and Relax, It's Only Uncertainty (2001). Dr. White is the former director of Specialized Client Applications at the Center for Creative Leadership. He received his doctorate in social psychology from Cornell University.
Addressing Organizational Fixation With Fads
Presenters: Paul Sackett, University of Minnesota
Kevin Nilan, 3M Corporation
Coordinator: Mindy Bergman, Texas A&M University
Psychologists commonly encounter scenarios where organizational decision makers embrace a currently popular concept that either has not been critically evaluated or that has, in fact, been evaluated unfavorably in the research literature. In this workshop we review ways in which psychologists encounter fads in organizational settings and discuss strategies for countering organizational interest in fads. We use a variety of current examples (e.g., Malcolm Gladwell’s book Outliers, stereotype threat, emotional intelligence, millenials, Myers-Briggs) to examine the origins, the appeal, and the research evidence for a sampling of popular concepts. We discuss how psychologists have addressed or fended-off these forays in the past, noting that the nature of business is that we will always face something, we just do not get to know what that will be until it arrives. This workshop should be of interest to internal and external practitioners who want to better understand how to address fads in organizations.
This workshop is designed to help participants:
• Describe characteristics of fads
• Summarize reasons why organizations are interested in fads
• Prepare strategies for countering organizational interests in fads
• Critique current popular topics relative to their research underpinnings
Paul R. Sackett is the Beverly and Richard Fink Distinguished Professor of Psychology at the University of Minnesota. He received his PhD in I-O psychology at The Ohio State University in 1979. His research interests revolve around various aspects of testing and assessment in workplace, educational, and military settings. He has served as editor of two journals: Industrial and Organizational Psychology: Perspectives on Science and Practice and Personnel Psychology. He has served as president of SIOP, as co-chair of the committee producing the Standards for Educational and Psychological Testing, as a member of the National Research Council's Board on Testing and Assessment, as chair of APA's Committee on Psychological Tests and Assessments, and as chair of APA’s Board of Scientific Affairs.
Kevin J. Nilan is manager of international selection and testing processes at 3M. He received his PhD in I-O psychology at The Ohio State University in 1983. Nilan began working in a Minneapolis-based consultancy in 1982 where his work focus was on individual assessments, assessment centers, 360s and the development of selection and hiring systems. He has been at 3M for 22 years, serving in both individual contributor and managerial roles within HR departments dealing with individual differences measurement and corporate HR development programs. His most recent assignment involves consulting with 3M subsidiaries throughout the globe. Nilan was chair of the Mayflower Group in 1999 and served on the Mayflower Board of Governors the previous 4 years.
You've Got Survey Results. Now What? Using Organizational Survey Results to Drive Change
Presenters: Jack W. Wiley, Kenexa Research Institute
Scott M. Brooks, Kenexa
Coordinator: Linda Carr, Cisco Systems
Over 70% of all major corporations around the world regularly conduct employee opinion surveys. But how successful are they? By far, the most common lament of survey practitioners, as well as employees at large, is nothing happened. Indeed, many organizations report they are frustrated in their efforts to produce visible and lasting changes. Mistakes and false starts occur in using survey results, but when things are done “right,” creating change can be optimized. Leveraging the experiences of the presenters, this workshop will provide an overall framework or model for effective survey feedback organization development (SFOD). The workshop will spotlight the two biggest missteps of most SFOD processes and provide guidance for how they can be avoided. The workshop will also provide an overview of newer technology-based tools that can be used to manage SFOD processes and under what circumstances these tools prove most effective. Also discussed will be the distinction between effective processes aimed at entity-level versus local-level change. Finally, the workshop will provide an example of an extremely powerful SFOD process, which includes the use of linkage research as a key step in moving from results to on-target actions. The workshop will be of interest to those managing survey programs in organizations and especially those responsible for helping managers convert results into actions.
This workshop is designed to help participants:
• Operate from an overall framework and model for effective survey feedback organization development (SFOD)
• Identify the “who” makes change following an organizational survey and crystallize the “what” of their assignments
• Evaluate newer technology-based tools that support SFOD processes
• Analyze the applicability of integrating linkage research into the overall SFOD process
• Describe the leadership requirements for sustaining improvements in survey results over multiple measurements
Jack W. Wiley, PhD, is founder and executive director of the Kenexa Research Institute. Dr. Wiley is recognized internationally for groundbreaking research that links employee survey results to measures of customer satisfaction and business performance. He is also the creator of WorkTrends, an international survey research program that produces results featured in both scholarly studies and the popular press worldwide. He has 35 years of experience consulting with organizations in the health care, financial services, manufacturing, and retail industries. Jack has written several articles and book chapters and has made numerous presentations to professional associations around the world. He was elected as a Fellow in the Society for Industrial and Organizational Psychology, the American Psychological Association, and the Association for Psychological Science. He also serves on the board of directors of the Human Resources Planning Society. Jack holds a doctorate in organizational psychology from the University of Tennessee and is a licensed consulting psychologist. Prior to joining Kenexa in 2006, Dr. Wiley was the founder and CEO of Gantz Wiley Research, a survey research consulting firm specializing in employee and customer surveys for corporate clients.
Scott M. Brooks, PhD, is an executive consultant and West Coast leader for Kenexa’s Global Survey Practice. Working with organizations worldwide, his focus is to help clients drive performance through listening and responding to the views of their employees and customers. Scott has nearly 20 years of consulting experience, working with clients such as Caterpillar, Gap, Kaiser Permanente, MGM Mirage, Starbucks, and Wells Fargo. Much of his consulting and research work has focused on leveraging human capital metrics to drive customer satisfaction and business results. Prior to Kenexa, he worked for 12 years at Gantz Wiley Research, most recently as general manager of the West Coast region. He also worked in organizational development for Mervyns, formerly a division of Target, Inc. Scott has presented and authored numerous presentations and publications based on strategic human resources, linkage research, surveys, and other measurement topics. He frequently speaks at national conferences and company meetings. Dr. Brooks holds a PhD in I-O psychology from The Ohio State University and a bachelor of arts from Cornell University.
Innovative Techniques for Improving Job Analysis: Leveraging 50 Years of I-O Research and Automation
Presenters: Elaine D. Pulakos, PDRI, a PreVisor Company
Mike Meyrowitz, PDRI, a PreVisor Company
Coordinator: Cheryl Paullin, HumRRO
The vast majority of the work performed by I-O psychologists begins with job analysis. This process can take months to perform and requires considerable coordination and time from project team members as well as job experts. We justify this, arguing that the quality and defensibility of our products hinge on rigorous job analyses. Although it is true that rigorous job analysis is critically important, it is also true that organizations increasingly demand that human capital systems be implemented efficiently and cost effectively. Many stakeholders have difficulty accepting the amount of time it takes to conduct the typical job analysis as well as develop various human capital tools (e.g., position descriptions, performance standards, assessments, etc.) and the amount of resources the organization is required to provide. A key question is–Can we deliver better efficiency and value in our job analytic and related human capital products without sacrificing rigor? We believe an answer lies in leveraging automation, along with the body of research and job descriptive taxonomies our field has amassed over the last 50+ years studying work. This workshop will first make a business case for making I-O processes more efficient and cost effective. It will show (a) examples of job descriptive information that is available in the public domain and how to leverage this in organizations, and (b) how to collect and package job analysis information and efficiently translate this into useful and user friendly human capital tools. This workshop should be of interest to practitioners who are responsible for developing or implementing all types of operational human capital systems (selection, performance management, career development) in any type of organization, either in a consulting or internal role.
This workshop is designed to help participants:
• Make a business case for employing more efficient procedures to develop I-O tools and products
• Describe examples of available job descriptive information that can be leveraged to significantly streamline the job analysis process
• Describe automation techniques that can be used to decrease the amount of time and effort required to conduct rigorous job analyses
• List and describe issues related to several special topics in jobs analysis, such as strategic job analysis, team-based job analysis, and virtual job analysis
Elaine Pulakos is chief operating officer of Personnel Decisions Research Institute’s Washington DC office and past president of the Society for Industrial and Organizational Psychology. A Fellow of APA and SIOP, she is a recognized contributor to the field of industrial and organizational psychology in the areas of hiring and performance management. In addition to several published articles, she has edited two books: The Changing Nature of Performance: Implications for Staffing, Motivation, and Development, and Implementing Organizational Interventions: Steps, Processes, and Best Practices, and has a new book titled Performance Management: A New Approach for Driving Business Results. In 2005 and 2006, she wrote best practice guidelines on performance management and selection practices, respectively, for the Society for Human Resources (SHRM) Foundation. She has also served on the editorial boards of the Journal of Applied Psychology, Personnel Psychology, and Frontiers in Industrial and Organizational Psychology. Pulakos recently earned SIOP’s Distinguished Professional Contributions Award and has spent her career conducting applied work in organizations, where she has designed, developed, and successfully implemented all types of HR systems including selection systems, performance management systems, and career development and training systems, among other organizational interventions.
Mike Meyrowitz is vice president of Systems and Technology Services for Personnel Decisions Research Institute in Washington DC. Mr. Meyrowitz provides business, technical, and strategic leadership to PDRI with a focus on leveraging information technology in the application of Industrial and Organizational Psychology. Under his leadership, the PDRI IT Services division provides integrated information technology solutions, systems and services in the area of Human Capital management. Mr. Meyrowitz has over 13 years of experience in the management, design and development of information systems supporting customers in both the Public and Private sector. His Federal Government customers have included Civilian agencies, the Department of Defense, as well as the Intelligence Community. Prior to joining PDRI, Mr. Meyrowitz directed Lockheed Martin’s Internet Applications Division. Mr. Meyrowitz holds both a M.S. in Information Technology and a B.S. in Business from Virginia Tech.
Ethics, Values, and I-O Psychology: Doing Good While Doing Well
Presenters: Joel Lefkowitz, Baruch College
Rob Silzer, HR Development and Assessment
Coordinator: S. Morton McPhail, Valtera
Ethical behavior has a cognitive component: “What is the right thing to do, and how will I know it?” as well as a motivational component: “Why should I do the right thing?” Moral philosophers and ethicists have tended to focus more on the first component than the second. More recently, moral psychologists have explored the second. A consideration of both, along with an understanding of the personal, social, and organizational values that shape our perceptions and deliberations, is needed in order to arrive at satisfying solutions to ethical dilemmas. This session is designed to familiarize participants with these abstract notions and to facilitate their practical application to ethical issues in I-O psychology and in the organizations with which we work. An advantage of addressing the underlying philosophical and psychological issues is to equip participants with the means of addressing new ethical situations that are not specifically described in our ethical codes and case books. This workshop will be of value for all I-O practitioners, corporate responsibility officers, and those who train the next generation of I-O psychologists. Participants will acquire a general decision-making strategy for coping with ethical dilemmas and will practice applying the model to a number of practical cases. The workshop will be highly interactive so that participants can raise their particular concerns as well as benefit from the experiences of others.
In particular, this workshop is designed to help participants:
• Understand views from philosophy and psychology in order to analyze and respond to ethical challenges
• Explain the nature of ethical and unethical behavior and how they differ from other forms of organizational misconduct and corruption
• Recognize the basic forms of ethical dilemmas one may encounter
• Anticipate an ethical problem, minimize its likelihood, and if necessary apply a model of ethical reasoning or problem solving
• Assess the role of your own values in responding to ethical situations
Joel Lefkowitz has had over 40 years experience as an I-O academic and practitioner. He received the PhD in I-O psychology from Case Western Reserve University, is an ABPP Diplomate in I-O, and a Fellow of SIOP, APA, and APS. He is professor emeritus of psychology at the Baruch College and the Graduate Center of the City University of New York, where he headed the doctoral program in I-O psychology since its inception in 1982. His research interests have spanned the “I” side of the field (e.g., EEO issues in selection; validity of performance appraisals) as well as the “O” side (e.g., gender issues in assessing job attitudes; job attitudes of police officers). In recent years his writings have focused on professional and ethical issues in I-O psychology, most notably, Ethics and Values in Industrial-Organizational Psychology, the only comprehensive text in the field.
Rob Silzer is managing director of HR Assessment and Development and has consulted with 150 organizations, focusing on leadership assessment and development, selection, coaching, talent management, and HR strategies. After receiving his PhD in I-O and counseling psychology at the University of Minnesota, he was the senior director of Personnel Research at Fieldcrest-Cannon and president at Personnel Decisions-New York. Rob is a Fellow in SIOP, APA, APS, and SCP. He has taught PhD courses at the University of Minnesota, New York University, and Baruch College-CUNY, where he is on the doctoral faculty.
Rob has written many articles and book chapters and edited several books, including Strategy-Driven Talent Management: A Leadership Imperative with Ben Dowell; The 21st Century Executive: Innovative Practices for Building Leadership at the Top and, Individual Psychological Assessment: Predicting Behavior in Organizational Settings with Dick Jeanneret. He has served on the editorial boards of Personnel Psychology, Industrial and Organizational Psychology: Perspectives on Science and Practice, and The Industrial-Organizational Psychologist and has been president of the Metro New York for Applied Psychology.
Maximizing the Effectiveness of E-Learning: Research-Based Insights, Practical Solutions
Presenter: Will Thalheimer, Work-Learning Research, Inc.
Coordinator: Brigitte Steinheider, University of Oklahoma–Tulsa
Today’s e-learning technologies offer powerful mechanisms for improving learning engagement and workplace results. Although having great potential, many e-learning interventions fail to maximize learning outcomes because they stray from fundamental principles of human learning. This workshop will help participants recalibrate their perspective on e-learning by providing a practical research-based approach. In particular, participants will learn how to design e-learning to minimize forgetting and maximize long-term remembering. The workshop will include (a) an overview of situation-based learning design; (b) a research review of the power of learning context, retrieval, feedback, and spacing; (c) examples of key concepts as they are found in real e-learning programs; (d) a discussion of evaluation metrics; and (e) a review of emerging technologies for e-learning. This workshop should be of interest to those who are responsible for training, development, talent management, or learning technologies.
This workshop is designed to help participants:
• Design e-learning interventions that improve remembering and workplace performance
• Make research-based instructional-design decisions
• Effectively utilize a situation-based learning design approach
• Identify key failures in current e-learning interventions
• Design more effective e-learning evaluations
Will Thalheimer is a learning expert, consultant, researcher, instructional designer, business leader, speaker, and writer. Dr. Thalheimer has worked in the learning-and-performance field since 1985. He founded Work-Learning Research in 1998 to bridge the gap between research and practice, compile research on learning, and disseminate research findings to help instructional designers, e-learning developers, trainers, and performance consultants build more effective learning-and-performance interventions and environments. His clients have included giant multinationals, e-learning companies, government agencies, and institutions of higher learning. His research and writings have led the field in providing practical research-based recommendations through his online publications (www.work-learning.com/catalog), published articles, and his industry-leading blog (www.willatworklearning.com). Dr. Thalheimer speaks regularly at national and international conferences. His conference presentations always receive numerous evaluation sheet comments like the following: “This was one of the best presentations I attended—solid information delivered in a style that helped me learn.” Will holds a BA from the Pennsylvania State University, an MBA from Drexel University, and a PhD in Educational Psychology: Human Learning and Cognition from Columbia University.
It’s Not About Facebook: Unlocking the Power of Social Networks in Organizations
Presenters: Dan Halgin, University of Kentucky
Kate Ehrlich, IBM Research
Coordinator: Michel A. Buffet, Fisher Rock Consulting
Popular Web applications such as Facebook and LinkedIn have made a blazing foray around this flat and connected world and introduced the expression of “social networking” in our everyday conversations. At the same time, a growing body of research—lead by multidisciplinary teams of sociologists, business people, technology experts, and psychologists—has been looking to advance our understanding of how individuals in organizations form networks and how these networks influence key functions and processes in organizations. Many equate social networks with the informal organization, weighing heavily on core organizational functions such as strategy formulation and execution, research and innovation, knowledge management, intra- and interorganizational collaboration, large-scale change, and talent management. Aside from making a clear distinction between the popular view of social networks and what research institutions around the world and organizational practitioners are doing, this workshop will include:
• A review of social networks theory and key concepts
• A presentation of current research methods to measure and describe social networks
• Case examples of how social networks analysis (SNA) has been applied across a wide array of organizational needs and issues
• A review of opportunities and challenges in the design and execution of SNA initiatives
• A small team exercise applying SNA in the context of an organizational intervention.
This workshop should be of interest to internal and external practitioners across a variety of functional disciplines: organizational effectiveness, learning and development, knowledge management, organizational development, or talent management.
This workshop is designed to help participants:
• Describe the key concepts of social network theory
• Explain the benefits of applying SNA across a variety of organizational functional areas
• Interpret a social network graph and its implications
• Design a basic protocol to measure and describe a social network
• Identify key factors to consider when designing and executing an SNA intervention
Kate Erlich is senior technical staff member in the Collaborative User Experience group at IBM Research where she uses social network analysis as a research and consulting tool to gain insights into patterns of collaboration in distributed teams. She has used SNA with over 60 groups covering team dynamics, knowledge and information flow, collaboration, communities, innovation, software development, and governance structure. She is currently investigating the systematic combination of social and task networks to effect more productive and efficient collaboration and coordination in distributed software teams. Kate has published academic papers on her research using SNA in the CHI, CSCW, software engineering, and management science premier conferences. Kate originally joined Lotus in 1993 where she led research and consulting on expertise location and the role of intermediaries in knowledge transfer. She returned to IBM in 2003 after spending several years as global solution lead for collaboration at Viant, a professional services organization, and as a visiting scholar at the Harvard Graduate School of Education. Kate has a BSc in psychology from the University of London and a PhD in cognitive science from the University of Sussex, UK. She did postdoctorate work in cognitive science at University of Texas, University of Massachusetts, and Yale. Kate has been active in several professional societies including the ACM SIG on human computer interaction and was the founder of the Boston chapter and conference co-chair. She has co-chaired other professional and business conferences, and she serves on the review committees of conferences and journals in CHI, CSCW, and software engineering.
Daniel Halgin received his PhD in management from Boston College. His program of research focuses on the interplay between social network theory and identity dynamics and how these concepts influence strategic behavior. His work has appeared in the Academy of Management Best Paper Proceedings, Field Methods and MIT Sloan Management Review and will soon appear in the Sage Handbook of Social Network Analysis and Research in the Sociology of Organizations. He has worked as a consultant with multiple top performing global organizations and has given workshops on social network analysis to academic, practitioner and government audiences all over the world.
Going Global: Considerations in Establishing and Managing Global Assessment and Survey Systems
Presenters: Kate Sobczak, A&DC, Ltd.
Michael Fetzer, PreVisor
Kyle Lundby, Kenexa
Coordinator: Tim McGonigle, SRA
With assessments and surveys being core elements of talent management and organizational development (OD) strategies and as organizations operate more globally, it is becoming more important to provide consistency across one organization and to increase the flexibility to adapt to local needs. Many leaders and HR teams are grappling with taking the best from their approaches to OD and talent management and working on how to apply these approaches locally and globally while also accounting for cultural differences, respecting diversity, and achieving ROI and other positive outcomes. This workshop will include (a) best practices for localizing, administering assessments and organizational surveys, and interpreting results; (b) insights into test security and legal issues surrounding assessments; (c) comparison/contrast of approaches to utilizing assessments for selection or development; (d) and an exploration of critical behaviors for success based on the vision and values of the organization. This workshop should be of interest to practitioners who are responsible for developing and/or implementing assessments and surveys in global organizations, either in a consulting or internal role.
This workshop is designed to help participants:
• Describe best practices for developing/implementing assessments and surveys for global use
• Explain the foundations of global assessment and survey processes
• Understand the legal, cultural, and security aspects of global assessments and surveys
• Explore critical behaviors for success based on vision and values of the organization
• Describe key findings from global organizational surveys, comparing/contrasting country/region differences
Kate Sobczak, BSc (Hons), MSc, CPsychol, Vice President of Consulting, A&DC
Kate is a Chartered I-O Psychologist and experienced Project Manager. Before joining A&DC in 2005, Kate worked in HR for UK local government specializing in assessment and selection. Kate's most recent project has centered on the identification of global talents as part of an international client's 2025 organizational strategy. Her experience includes a focus on providing global assessment and development solutions for senior managers from across the globe. She has a variety of experience in designing and delivering assessment and development centers for the public and private sector across numerous industry sectors including including Finance, Logistics, Engineering, Manufacturing, Retail and the Emergency Services.
Mike Fetzer, PhD, is the global director of Advanced Assessment Technologies at PreVisor, a leading provider of preemployment assessments and employee selection solutions. In this role, he is responsible for the development of leading-edge assessments that are implemented on a global scale. PreVisor’s comprehensive library of over 1,000 assessments include a broad spectrum of personality, cognitive ability, skills, biodata, situational judgment, computer adaptive (CAT), and simulation- and multimedia-based assessments used to measure talent in all jobs for all industries. Before joining PreVisor, he championed the global testing initiatives at Development Dimensions International (DDI). Dr. Fetzer holds a doctoral degree in I-O psychology and is a member of the Society for Industrial and Organizational Psychology, the International Test Commission, and the American Psychological Association.
Kyle Lundby, PhD, is a global survey consultant for Kenexa. He recently returned to the U.S. after being based in Hong Kong where he was a director and lead consultant for Kenexa, Asia Pacific. While in Asia, he consulted with organizations in a variety of industries to implement global employee opinion surveys. In addition to working with clients in Hong Kong, he traveled throughout China, Japan, Malaysia, Singapore, India, and Australia. Previously, Kyle held executive consultant and director positions with other leading research firms. He holds a PhD in I-O psychology and is the author of numerous publications and presentations in North America and Asia. Kyle is a long-time and active member of the Society for Industrial and Organizational Psychology (SIOP) and sits on the editorial board of the SIOP Professional Practice Series. Kyle is also editing an upcoming (due on shelves spring 2010) SIOP Professional Practice Series book, Going Global: Practical Applications and Recommendations for HR and OD Professionals in the Global Workplace.
Trends in Employment Law: Ricci and Beyond
Presenters: Kathleen K. Lundquist, APT, Inc.
R. Lawrence Ashe, Jr., Ashe, Rafuse & Hill, LLP
Coordinator: Liberty J. Munson, Microsoft Corporation
The Supreme Court’s much-publicized decision in the controversial New Haven Firefighters case (Ricci v. DeStefano) is just one of many new developments in the area of employment law. It has been an active year for the courts, Congress, and the Obama administration, resulting in new legislation and regulations thatimpact the legal defensibility of HR processes. These changes, along with the talent management challenges presented by the global economic crisis, have significant implications for I-O psychologists who develop HR processes for organizations or who advise organizations on the design and defensibility of such processes. This workshop will include (a) a review of the significant new court decisions, legislation, and regulations relating to employment practices; (b) discuss the implications for the design of selection, compensation, performance management, and downsizing processes, and (c) propose options for aligning HR processes with the new legal environment. This workshop should be of interest to practitioners who are responsible for developing or implementing assessment or selection systems in any type of organization, either in a consulting or internal role.
This workshop is designed to help participants:
• Summarize the significant recent court decisions, legislation, and regulatory initiatives impacting the employment arena
• Assess the impact of these decisions and legislation on existing selection, compensation, performance management, and downsizing processes
• Identify potential modifications to processes that might improve legal defensibility
Kathleen K. Lundquist has nearly 30 years experience in consulting on the design and implementation of legally defensible HR processes. She testifies frequently as an expert witness in employment discrimination class-action lawsuits for both defendants and plaintiffs. As a result of class-action settlements, she also serves as a court-appointed expert in human resources processes for organizations such as The Coca-Cola Company, Morgan Stanley/Smith Barney, Abercrombie & Fitch, Ford Motor Company, the Federal Bureau of Investigation, and the Library of Congress. Dr. Lundquist is president and CEO of APT, an international firm; clients range from multinational corporations in the finance, pharmaceutical, aerospace, telecommunications, and technology fields to government and nonprofit employers. She is a former research associate 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 frequent presenter at the American Bar Association’s EEO Committee and the American Employment Law Council. She received her doctorate in psychology with a specialization in psychometrics from Fordham University.
Lawrence Ashe has over 42 years of experience practicing employment law. About a third of his time has been spent on employment testing issues. Lawrence has been lead trial counsel for employers and testing consultants in more class actions than any other practicing attorney. His most high-profile success was in the defense of California’s teacher licensing test when it was challenged by a class of over 50,000 would-be K-12 public school teachers. (See AMAE v. California, 836 F. Supp. 1535 [N.D. Calif. 1993], appeal denied, 183 F.3d 1055 [9th Cir. 1999], aff’d, 231 F.3d 572 [9th Cir. 2000][en banc]). This is the largest employment testing case ever tried to judgment. Lawrence has also authored or edited every “Scored Tests” chapter of Lindeman & Grossman’s Employment Discrimination Law (BNA 4th Ed. 2007). Lawrence received his law degree cum laude from Harvard Law School in 1967. He is a partner in and chair of Ashe, Rafuse & Hill, a specialty employment law and general litigation firm, based in Atlanta, which he co-founded in 2003.