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 SIOP 2011 Preconference Workshop Descriptions

 

Coachability or Coach Ability? Coaching the “Uncoachable”
 
Presenters:            David B. Peterson, PDI Ninth House
Barbara Lavery, Lavery Consulting
 
Coordinator:          Erica Desrosiers, PepsiCo
 
 
Target Audience: Advanced. Participants should be experienced coaches with at least 5 years of coaching experience.

This workshop is designed to help participants:

1. Identify and select basic coaching tools and principles
2. Describe how basic coaching tools and principles can be adapted to difficult coaching situations
3. Select advanced techniques and principles for working with specific coaching challenges
4. Describe common assumptions and beliefs that interfere with effective coaching
5. Apply self-development techniques for accelerating one's own development as a coach
6. Use a taxonomy to identify and select different types of coaches and the types of challenges each type is best suited
7. Use a roadmap to select situations when coaching is not an appropriate solution
 
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.

Barbara S. Lavery
runs an independent consulting practice in which she serves clients as an organizational consultant and executive coach. She worked for Personnel Decisions International for 9 years as an executive consultant and as a director of World Wide Coaching Services, where she was responsible for delivering executive coaching services across North America as well as building the coaching capabilities of PDI’s 160 coaching team members globally. She has coached in numerous Fortune 500 companies and specializes in working with individuals who are in emerging leadership roles or are in major change agent positions. Barbara has also worked for over 20 years in a number of private and nonprofit mental health settings both as a direct service provider and in mental health management. Barbara has a master’s degree in clinical psychology from Eastern Illinois University and a PhD in developmental psychology from the University of Houston.


Generalizing Validity Evidence:
How Is It Done and Is It Right for My Situation?

Presenters:           Calvin C. Hoffman, Los Angeles County Sheriff’s Department
                              Piers Steel, Haskayne School of Business, University of Calgary
 
Coordinator:          Cheryl Paullin, HumRRO
 
A cornerstone of I-O psychology practice is validating the assessments that we use to measure KSAOs, such as in personnel selection. To do this, we have traditionally relied on simulations of actual job requirements (content validity) or correlational relationships between scores on an assessment and some outcome measure of interest within a particular organization (local criterion-related validity). These methods can be extremely expensive and the results can quickly become out of date. As Frank Landy noted in 2007, “As the nature of work changes from the stable to the volatile, the luxury of orthodox criterion- and content-related studies is often no longer available.” (p. 423). This workshop addresses alternatives to criterion- and content-related studies that take advantage of validity evidence that already exists. Specifically, the workshop will provide an overview of: transportability, meta-analysis, and synthetic validity, reviewing the basic requirements of each technique as well as its pros and cons. The presenters will also provide insights on the situations in which each technique may be most viable and their personal knowledge and experiences regarding the legal defensibility of each technique. The goal is to provide practitioners with faster, less costly, easier to use, and more accurate ways to validate selection systems.
 
Landy, F.J. (2007). The validation of personnel decisions in the twenty-first century: Back to the future. In S.M. McPhail (Ed.), Alternative validation strategies: Developing new and leveraging existing validity evidence. San Franciso, CA: John Wiley & Sons.
 
This workshop is designed to help participants:
·          Describe the major features of transportability, meta-analysis, and synthetic validity, with emphasis on practical implementation.
·          List at least one advantage and one disadvantage associated with each technique.
·          Describe the type of situations for which each technique is well suited.
·          Describe at least one legal defensibility implication for each technique.
 
Target Audience: The target audience is mid-level to advanced practitioners (5-10 years of experience or more) in the areas of assessment development and talent management who have at least a basic understanding of the concept of validity as defined in the Principles for the Validation and Use of Personnel Selection Procedures, Standards for Educational and Psychological Testing, and Uniform Guidelines on Employee Selection Procedures.
 
Calvin C. Hoffman, PhD, earned his doctorate in industrial and organizational psychology from the University of Nebraska in 1984. The majority of his professional experience has been in the private sector, where he has been involved in conducting a variety of interventions, including job analysis, job evaluation, job family development, selection system design and validation, management assessment and development programs, customer satisfaction research, and HR system redesign. He has published on a variety of topics including job analysis, test validation strategies, utility analysis, and job component validation. He has also consulted extensively with both public-sector and private-sector organizations. Dr. Hoffman is currently a civilian employee with the Los Angeles County Sheriff’s Department and an adjunct faculty member of Alliant International University. He was elected a Fellow of SIOP in 2008 and was the recipient of the 2010 Innovations in Assessment award granted by the International Personnel Assessment Council.
 
Piers Steel, PhD, earned his doctorate in industrial and organizational psychology from the University of Minnesota in 2002. He is a professor of Human Resources and Organizational Dynamics at the Haskayne School of Business at the University of Calgary. Dr. Steel’s particular areas of research interest include personnel selection, culture, and motivation, particularly procrastination. He has published in the premier journals in the social sciences and business (e.g., Academy of Management Review, Psychological Bulletin, Journal of Applied Psychology, Personnel Psychology). He has received several teaching awards, including the Dean's Award for "Outstanding Leadership in Teaching and Learning" and the Academy of Management "Best Paper in Management Education." Dr. Steel has received international recognition for his procrastination research, with widespread media coverage ranging from the New York Times, USA Today, Globe & Mail, National Post, and Scientific American. He has also received media attention related to research on synthetic validity and a project to create a universal, automatic, instantaneous selection system.


Coming Full Circle With 360s:  Driving and Sustaining Individual and Organizational Change
Presenters:            David W. Bracken, OrgVitality
                              Carol A. Jenkins, Assess-Systems
 
Coordinator:          Chris Lovato, Kenexa
 

This session been preapproved for 3.5 hours of general credit toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.
 
The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit. 
 
 
This workshop addresses the challenge of creating value from 360 programs and sustaining individual behavior and organizational change. We will share best practices and real world experiences to ensure the “health” of 360 processes that maximize the likelihood of individual and organizational acceptance and utility.We will present a model for 360 processes that create sustainable change aligned with behaviors valued by the organization and discuss the many decisions and factors that must be considered in design and implementation.
 
This workshop is designed to help participants:
1. Explain the latest trends, best practices and research in 360 surveys.
2. Create specific guidelines for effectively designing sustainable 360 feedback processes
3. Demonstrate  behavioral change at the organizational and individual levels.
4. Define  the following roles in a 360 process: raters, participants, consultants, mangers, and the organization.
5. Analyze methods for tracking and measuring the impact of 360 feedback programs in their organizations.
 
 
Target Audience: This workshop should be of interest to advanced practitioners (5-10 years of experience) who are responsible for developing or implementing 360-feedback processes for organizational change and/or individual development, either in a consulting or internal role.
 
David W. Bracken has over 30 years of experience individual, team and organization assessment, including selection systems, assessment centers, employee surveys, 360-feedback processes, competency models, performance management, and executive coaching. He currently leads the 360-feedback and coaching practices for OrgVitality, LLC. David has held internal positions at Xerox and BellSouth, and external consulting roles with National Computer Systems, Towers Perrin, PDI, Mercer Delta, and Kenexa. He is the senior editor (with Carol W. Timmreck and Allan H. Church) and contributor to The Handbook of MultiSource Feedback (2001). David received his BA from Dartmouth College and MS and PhD degrees from the Georgia Institute of Technology.
 
Carol Jenkins has over 15 years experience in the I-O field consulting to client companies on the areas of competency modeling, selection process design, test development and validation, and leadership and developmental coaching.  She has been integral in the design and development of Assess System’s personality and 360-assessment tools.   As the vice president of Consulting Services, she has extensive experience in managing large-scale competency-based initiatives for a variety of client organizations and has led the efforts to translate and validate assessment tools in the Latin American market.  Carol Jenkins received her doctor of philosophy, industrial-organizationalpsychology, from the University of Southern Mississippi in 2001. She is a licensed psychologist in the state of Texas and an active member in the local I-O chapter of DAIOP.


Doing Good Well: Putting the “I & O” in C.S.R.

 
Presenters:      Stuart C. Carr, Professor of Psychology, Massey University, New Zealand
Katrina Boshuizen, Researcher, Starbucks Coffee Company
 
Coordinator:    Mathian Osicki PhD, International Business Machines (IBM) Limited 
 
This session been preapproved for 3.5 hours of general credit toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.

The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit.

 
Corporate Social Responsibility (CSR) is an idea whose time is ripe. Despite the current recession, and in the light of continuing manmade and natural disasters, the general public and company shareholders alike want effective ways for organizations to be both efficient and responsible. CSR was once known as being “green,” but has developed to include a wide range of activities from global and local community responsiveness to social needs, like poverty reduction, disability services, and fair trade. Evidence is mounting that companies committed to CSR may attract more talent, engage and retain more workers, and boost their bottom line. The supply of expertise in “how” to manage CSR, however, has not kept pace with demand for it. Industrial and organizational (I-O) psychology has the knowledge, skills, abilities and the capacity to respond. This workshop presents CSR through an I-O lens with a focus on process skills for enhancing CSR within organizations. It should be of interest to practitioners who would like to develop, or are already responsible for developing international and local CSR initiatives, including the measurement and evaluation of CSR systems. The workshop should also attract academics who are interested in, or are actively researching, CSR.
 
In four distinct but complementary modules, the half-day workshop is designed to help participants:

1. Discuss the research on CSR as a predictor of decent work, profit, and community benefit
2. Compare existing CSR systems based on social and organizational need
3. Use surveys to assess CSR with employer, customer and community
4. Assess CSR interventions via their impact on organizational effectiveness and community good
 
 
Target audience: Given the newness of the topic, this workshop is open for all-comers: students, professors, non-profit and for-profit corporate workers with less than 5 years experience all the way up to 10+ years.
 
Stuart C. Carr PhD (Stirling University, Scotland) is a professor of psychology in the Poverty Research Group based at Massey University in New Zealand. Stuart has held various teaching and research positions at the University of Malaŵi, Newcastle (Australia), Northern Territory University, Srinakharinwirot University (Bangkok), UNESCO House (Paris), and Bocconi University (Milan). The Poverty Research Group is an international consortium that collaborates with a range of not-profit organizations, whose research on poverty reduction is funded by international agencies such as UK Aid, NZ Aid, and Irish Aid, and the Global Development Network. Stuart’s books are among the first in I-O psychology to focus on the organizational psychology of poverty reduction. Stuart is co-editor of the Journal of Pacific Rim Psychology and associate editor of the Journal of Managerial Psychology. He is a founding member of the Global Task Force for Humanitarian Work Psychology.
 
Katrina Boshuizen is a researcher at Starbucks Coffee Company where she provides research expertise and contributes to projects focused on increasing the satisfaction, engagement, performance, and retention of Starbucks partners (employees); while also providing insight and analytics to the senior leadership team. In her current role, she designs the global employee survey. Reaching over 150,000 people, the global employee survey provides partners with opportunities to share their work experience, including their perception of Starbucks’ environmental and social responsibility practices. Prior to joining Starbucks, Katrina worked on the People Research Team at Microsoft Corporation where she supported the global employee survey and contributed to various ad hoc research projects. Her experience also includes focus groups, exit surveys, and 360 feedback. Katrina holds a master’s degree in industrial-organizationalpsychology and is currently pursuing her PhD at Seattle Pacific University.


Performance Management Myth Busters: Best Practices That Don’t Work and How to Make Them Better 

Presenters:      Elaine Pulakos, PDRI
Rose Mueller-Hanson, PDRI
 
Coordinator:    Wanda Campbell, Edison Electric Institute
 
This session been preapproved for 3.5 hours of general credit toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.

The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit.
 
For over 30 years, research and practice have focused extensively on improving performance management systems in organizations. While a variety of promising performance management methods, tools, and processes have resulted, implementation has proven disappointing, and the formula for effective performance management still remains elusive. This drive to improve the process has left performance management vulnerable to fads (such as SMART objectives, cascading goals, etc.), more so than seems to be the case with other human capital systems. While these new performance management fads are enthusiastically and readily adopted, there is not sufficient consideration for what it takes to implement them effectively or for how they will fit within an organization’s culture.  This has led to vicious cycles of organizations reinventing their performance management system only to suffer implementation failures that necessitate reinventing the system again; and the cycle continues. 
 
The challenges inherent in performance management are well known. It has rightly earned its distinction as the “Achilles Heel” of human capital management, rarely working well. We believe a significant part of the problem is that performance management has been reduced to the formal administrative system, which is seen as owned by HR. Largely disconnected from administrative performance management systems seem to be the day-to-day activities of communicating clear task or project expectations, setting short term objectives and deadlines, and giving continual guidance as work is planned and executed – the essence of what performance management means. We will argue that more attention be devoted to improving manager-employee communication and aspects of the manager-employee relationship that are foundational for effective performance management. We discuss an approach for enhancing manager-employee communication and relationships that holds promise for yielding sustainable performance management improvement.
 
This workshop is designed to help participants:

1. Explain the purpose of effective performance management
2. List challenges with current popular performance management practices and trends
3. Create effective approaches to mitigate the negative impact of performance management fads
4. Explain the business case for improving performance management by focusing on manager-employee communication and relationships
5. Describe effective practices to improve performance management through improved manager-employee communication and enhanced relationships
 
Target Audience: This workshop will be of particular interest to practitioners who design and implement PM processes and researchers interested in practice areas. There is no experience requirement for this workshop.
 
Elaine Pulakos, PhD 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 written a recent book on performance management, Performance Management: A New Approach for Driving Business Results, published in 2009.   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 SIOP’s Organizational Frontiers series.  Dr. Pulakos recently earned SIOP’s 2009 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. She received her doctorate degree in industrial-organizational psychology from Michigan State University.
 
Rose Mueller-Hanson, PhD has been with PDRI since 2002 where she currently holds the title of managing research scientist. Dr. Mueller-Hanson has over 14 years of experience leading and contributing to the design, development, and evaluation of a variety of customized leadership and employee development solutions in numerous private- and public-sector organizations. Her areas of expertise include leadership development; performance management system design, development, and implementation; training needs analysis, design, development, and delivery; competency modeling; individual and organizational assessment; and organizational development. She is a co-recipient of the M. Scott Myers Award for Applied Research in the Workplace (with colleagues from PDRI), awarded by the Society for Industrial and Organizational Psychology. She has presented her work at numerous national conferences and in technical reports, test manuals, and other publications. Prior to joining PDRI, Dr. Mueller-Hanson served in the U.S. Air Force and worked as a human resources manager for a nonprofit organization. She received her doctorate degree in industrial-organizationalpsychology from Colorado State University.

 
Navigating the Legal Maze: How-Tos and How-Not-Tos in Employment Litigation
 
Presenters:      Bill Lann Lee, Lewis, Feinberg, Lee, Renaker, Jackson, P.C.
        James L. Outtz, Outtz and Associates
Sheldon Zedeck, University of California at Berkley
 
Coordinator:    Christina Norris-Watts, Macquerie Group Limited
 
Many organizations today are faced with the enormous task of navigating through employment litigation involving selection policies and practices. Such litigation often requires insights from I-O psychology provided via expert witness testimony by members of the I-O profession. Often managers and attorneys from the organization involved as well as plaintiffs and their counsel are unfamiliar with the mechanics of litigation in which I-O expert witnesses will offer testimony.   As an example, they may not know how to leverage the skills of an expert witness to provide the trier of fact with the maximum benefit from expert testimony. This workshop will examine the mechanics of an employment law case and I-O expert testimony from both the perspective of the parties’ counsel and the perspective of the expert witness. Practical, detailed tips on the how-to’s and how-not-to’s for expert witnesses will be provided. This workshop will also focus on how to be an effective expert witness for a plaintiff employee (e.g., public advocate group) and a defendant employer (e.g., organization). This workshop should be of interest to practitioners interested in becoming an expert witness as well as managers and legal staff responsible for identifying and working with expert witnesses in employment litigation.
 
This workshop is designed to help participants:

1. Identify when an "expert" will aid in the successful resolution of an employment case in litigation.
2. Describe potential psychological issues that occur when experts are used during employment litigation.
3. Define the extent of and preparation for the role of an expert witness in employment litigation.
4. Prepare a list of the types of questions asked of and the background information gathered on those serving in expert witness roles.
5. Differentiate the roles of an expert and an advocate.
6. Describe factors, including the role of an expert witness, that are associated with settlement outcomes.
 
 
Target Audience: Morning session: A novice audience with little experience in litigation, specifically, less than 5 years of experience. Afternoon session: An advanced audience of I-Os with experience working on litigation, specifically, 5+ years of experience.
 
Bill Lann Lee is a graduate of Yale College (1971) and Columbia University School of Law (1974). He has practiced law for 36 years as an attorney for the NAACP Legal Defense Fund, Inc. in New York and Los Angeles (1974-83, 1989-97), Center for Law in the Public Interest in Los Angeles (1984-88), Lieff, Cabraser, Heimann & Bernstein, LLP (2001-06), and Lewis, Feinberg, Lee, Renaker & Jackson, PC (2007-present). Mr. Lee has represented minority and women plaintiffs in class action employment discrimination cases, involving the use of I-O expert witnesses, since 1974. He has also served on several monitoring committees overseeing the implementation of settlements. From December 1997- January 2001, Mr. Lee served as Assistant Attorney General for Civil Rights in the United States Department of Justice in Washington D.C., enforcing civil rights statutes and coordinating federal agency enforcement of civil rights. He also served on President Obama’s transition team.
 
James L. Outtz received his PhD in industrial-organizational psychology from the University of Maryland. He is a Fellow in SIOP, the American Psychological Association, and the American Educational Research Association. His professional service includes membership on the ad hoc committee on Revision of the Principles for the Validation and Use of Personnel Selection Procedures; the ad hoc committee on revision of the Uniform Guidelines; the Program Committee, and External Affairs Committee. He served as chair of the M. Scott Meyers Award Committee. He has also served a four-year term as a consulting editor to the Journal of Applied Psychology. Dr. Outtz edited a recent volume in the SIOP Organizational Frontiers Series entitled Adverse Impact Implications for Organizational Staffing and High Stakes Selection. He has developed selection procedures for entry level and managerial positions in organizations throughout the U.S. The scope of his work includes, job analysis, test development, test validation and minimizing adverse impact. Dr. Outtz has served as a consulting expert or testifying expert for plaintiffs and defendants in litigation involving organizations such as Texaco, Novartis, Sprint , Johnson and Johnson, Merrill Lynch, and CVS Pharmacy.
 
Sheldon Zedeck is professor of psychology in the Department of Psychology at the University of California at Berkeley and vice provost for Academic Affairs and Faculty Welfare. He served as chair of the Department from 1993-98 (and as interim chair for the 2003-04 year). He completed his PhD degree in industrial-organizational psychology at Bowling Green State University in Ohio. Dr. Zedeck has co-authored four books on a variety of topics including behavioral science research and performance measurement. He has written numerous journal articles on the topics of moderator variables, selection and validation, test fairness, banding, performance appraisal, assessment centers, stress, and work and family issues. Dr. Zedeck has served on the editorial boards for a variety of academic journals including Journal of Applied Psychology, Contemporary Psychology, and Industrial Relations. He has also served as editor of Journal of Applied Psychology as well as editor and associate editor of Human Performance, a journal that he co-founded with Frank Landy. He has edited a number of books, and is the editor-in-chief for the recent 3-volume APA Handbook of Industrial and Organizational Psychology (2010), as well as being chief-editor for a forthcoming APA Dictionaryof Statistics and Research Methods (fall 2011). For almost 40 years, Dr. Zedeck has been quite active in consulting with private and public sector organizations. He has also been an expert witness representing plaintiffs, organizations, and as part of consent decree teams. Dr. Zedeck recently completed a 9-year research project with Marjorie M. Shultz (Boalt School of Law), sponsored by the Law School Admission Council, on the identification of factors and criteria of lawyering success and the development and validation of tests that can be used as complements to the Law School Admission Test (LSAT) for admitting students to law schools.

Put Your Survey on a Diet: How to Develop, Deploy, Analyze, and Justify Brief Measures of Organizational Constructs

Presenters: Fred Oswald, Rice University
                   Jeff Stanton, Syracuse University 

Coordinator:    Tim McGonigle, SRA International
 
This session been preapproved for 3.5 hours of general credit toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.
 
The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit.
 
Survey researchers often face the dilemma of “too many items and not enough time:” numerous constructs to measure but limited testing time and respondents who dislike long surveys. We offer a set of conceptual considerations, research designs, and statistical methods for addressing this common dilemma. Presenters of this workshop will (a) lead an interactive discussion of the settings under which reducing survey length is recommended as well as those where reduction is not recommended; (b) provide an in-depth review of important considerations when shortening a measure (e.g., the goals of measurement, content representativeness, reliability and validity, adverse impact); (c) conduct analyses on longer surveys that provide critical statistical guidance on how to create shorter ones; (d) review options for short-survey deployment in a variety of organizational and research settings; (e) conduct analyses on short-survey data that provide information on item refinement and survey quality; (f) discuss implications of this approach for organizational research and practice.
Participants who enroll in this workshop will be able to:

1. Describe the challenges of survey measurement under circumstances that constrain survey length
2. Analyze long-survey data to inform short-survey development
3. Create systematic procedures to reduce survey length with minimum loss of quality
4. Design and administer surveys in a manner that preserves psychometric integrity and face validity
5. Analyze survey data to cross-check scale reduction results
6. Describe the use of shortened measures and caveats on their interpretation
 
Target Audience: Researchers and practitioners with less than 5 years of experience and the ability to conduct and interpret typical reliability and validity studies.  Audience members should be interested in delivering shorter measures while retaining solid psychometric characteristics that preserve their measurement goals. 
 
Dr. Fred Oswald is an associate professor of Rice University in the industrial-organizationalprogram. His research is concerned with personnel selection issues in organizational, education, and military settings. Specifically, his work deals with defining, modeling and predicting performance outcomes from psychological measures based on cognitive and motivational constructs (e.g., cognitive abilities, personality traits, situational judgment tests, job knowledge and skill, and biographical data). His methodological work in adverse impact, test score banding, meta-analysis and structural equation modeling also informs personnel selection issues and psychological testing. Dr. Oswald publishes his research in collaboration with the graduate students he mentors, and he has a history of large-scale grant-funded projects. He is Associate Editor of the Journal of Business and Psychology, and he serves on the editorial boards for Journal of Applied Psychology, Personnel Psychology, Journal of Management, Organizational Research Methods, and International Journal of Selection and Assessment. Dr. Oswald received his PhD from the University of Minnesota in 1999.
 
Dr. Jeffrey Stanton is associate dean for Research and Doctoral Programs in the School of Information Studies at Syracuse University. Dr. Stanton’s research focuses on organizational behavior and technology. He is the author of more than 40 peer reviewed journal articles as well as two books, The Visible Employee: Using Workplace Monitoring and Surveillance to Protect Information Assets – Without Compromising Employee Privacy or Trust and Information Nation: Educating the Next Generation of Information Professionals. Stanton’s methodological expertise is in psychometrics including the measurement of job satisfaction and job stress, as well as research on creating abridged versions of scales; he is on the editorial board of Organizational Research Methods and is an associate editor at Human Resource Management. Dr. Stanton's research has been supported through 15 grants and supplements including the National Science Foundation’s CAREER award. Dr. Stanton received his PhD in industrial-organizational psychology from the University of Connecticut in 1997.


Creating Strong Links: Connecting Strategy, Talent Management, and Organizational Outcomes  (This session is sold out.)

 
Presenters:      William A. Schiemann, Metrus Group
Wayne A. Cascio, University of Colorado-Denver
Steve Ginsburgh, Universal Weather and Aviation
 
Coordinator:    Mindy Bergman, Texas A&M University
 
This session been preapproved for 3.5 hours of strategic credit toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.

The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit. 
 
Traditional HR processes have often been conducted in separate silos such as selection, training, or turnover. However, I-O practitioners should be creating a strategic approach to talent management that spans the employee lifecycle. This workshop will take a look at how organizational strategy can drive talent management priorities and the selection of indicators of organizational, functional, and individual performance. This session is intended to increase strategic thinking regarding the applications of I-O capabilities across the talent management lifecycle. The session will focus on how to optimize human capital to drive business and employee success. Real-world examples will be used to demonstrate these issues. The session will focus on how one growth company has successfully leveraged talent management as a competitive advantage by applying many of these concepts in their organization.
 
This workshop is designed to help participants:

1. Describe different strategy typologies and how they influence important employee, customer, and financial metrics
2. Use strategy maps to capture the value proposition of an organization or function (e.g., HR)  
3. Use balanced scorecards and HR metrics to accelerate strategy execution and to inform strategic decisions about talent
4. Create models to optimize human capital investments and drive important employee and business outcomes
5. Utilize logic models to connect human capital to organizational success.
 
Target Audience: Internal and external practitioners/consultants who support or desire to support senior executives. There is no experience requirement for this workshop.
William A. Schiemann is founder and CEO of Metrus Group, an organizational research and advisory firm specializing in strategic performance measurement and organizational change. Dr. Schiemann and his colleagues have consulted extensively with major corporations on the development and implementation of business strategies, organizational diagnostics, people and HR measurement, talent acquisition and retention, productivity and quality improvement, and creating high performance cultures and successful merger strategies. Dr. Schiemann and his firm are known for their pioneering work in the creation of performance gauges and scorecards, and for their innovative People Equity model. Dr. Schiemann is author of Reinventing Talent Management: How to Maximize Performance in the New Marketplace (2009) and co-author of Bullseye! Hitting Your Strategic Targets Through High-Impact Measurement (1999). He has written dozens of articles for business publications and is a frequent global speaker for both public and private forums. He currently serves as chairman of the SHRM Foundation and has recently been elected a SIOP fellow. Dr. Schiemann received a PhD in organizational psychology from the University of Illinois, and an MBA from the Stuart School at Illinois Institute of Technology.
 
Wayne F. Cascioholds 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, 2nd ed., in press), Managing Human Resources: Productivity, Quality of Work Life, Profits (8th ed., 2010), Applied Psychology in Human Resource Management (7h ed., 2011, 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 industrial-organizational psychology from the University of Rochester, and an honorary doctorate from the University of Geneva, Switzerland.
 
Steve Ginsburgh is senior vice president of HR and Workforce Development at Universal Weather and Aviation, which has been selected as a Best Place to Work in Houston for the past 5 years. In 2008-09 his departments' projects were nominated for five separate HR Houston Impact Awards. Mr. Ginsburgh’s career has generated HR results in several industries including: aviation, consulting, energy, beverage, chemical, and utility. He has led projects globally in the US, Asia, Africa, South America and Europe. He joined Universal Weather and Aviation in 2006. Mr. Ginsburgh’s education includes a bachelor’s degree in psychology from Washington University in St. Louis and a master’s degree in LIR from the University of Illinois. He achieved his SPHR certification in 1995, contributed to four publications on leadership and presented at ASTD, SHRM, and SIOP conferences. He served in the Navy during the Vietnam era and on President Reagan’s Grace Commission Study. He is presently on the Executive Board of Literacy Advance of Houston.




The Incredible Shrinking Training Program & Other Adult Learning Trends
 
Presenters:      Saul Carliner, PhD, CTDP, Associate Professor, Concordia University
Marc Grainger, Credit Suisse
 
Coordinator:    LeAnne Bennett, Credit Suisse AG
 
This session been preapproved for 3.5 hours of general credit toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.

The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit.

 
While the amount of work-related information is exponentially increasing, the time and resources available to learn it is steadily decreasing. Week-long courses are condensed to a few days. Two- and three-day workshops have become a series of webinars. Day-long update classes have become  lunch-and-learn sessions. Training and development professionals are increasingly being challenged to deliver needed training in more abbreviated formats. 
 
This session explores the economic, organizational and technological forces driving this trend. Presenters will review the applications of cognitive and educational psychology that allow training professionals to confidently address these trends and will share examples of ways that organizations are adapting their programs to this new training context. The presenters will use a combination of formal presentations, case studies, and interactive activities to facilitate learning.
 
This workshop is designed to help participants:

1. Discuss and compare experiences regarding the forces behind this shrinking program trend
2. Use coaching, blended and informal learning, and performance support to transfer learning into workplace performance
3. Apply information on how several organizations have successfully “shrunk” their training programs
 
Target Audience: Training and Development Professionals (internal training professionals, external training consultants) responsible for developing knowledge, skill and ability training at all levels (5 or more years of experience).
 
Saul Carliner is an associate professor with the graduate program in Educational Technology at Concordia University in Montreal. His research focuses on the design of learning and communication programs for the workplace, and the management of groups that produce those materials. Also an industry consultant, he has provided strategic planning and evaluation services and workshops to organizations like Alltel Wireless, Bell Canada, Bronx Zoo, IBM, Microsoft, Montreal Holocaust Memorial Centre, ST Microelectronics, and several U.S. and Canadian government agencies. Among his eight books is the upcoming Informal Learning Basics (ASTD Press). He is a board member and chair of the certification steering committee for the Canadian Society for Training and Development, past research fellow of ASTD, fellow and past international president of the Society for Technical Communication.
 
Marc Grainger is a director at Credit Suisse, and is responsible for all learning and development activity supporting the Asset Management and Investment Banking divisions of Credit Suisse globally. Prior to joining Credit Suisse in May 2008, Marc was a learning and leadership development executive at Bank of America, with responsibility for all learning solutions for the Global Corporate & Investment Banking, Finance and Human Resources lines of business. Marc spent the early part of his career at Accenture, where he was involved in several significant learning outsourcing deals within the financial services industry. Marc received a BSc in banking and finance from Loughborough University, United Kingdom.

 
Beyond the Org Chart: Classic and Contemporary Considerations in Organization Design
 
Presenters:      Michael Bazigos, PhD IBM, Columbia University
                        Stephen Redwood, Deloitte Consulting
 
Coordinator:    Laura Heaton, Independent Consultant
 
This session been preapproved for 3.5 hours of general credit toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.

The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit.

The paradox of organization design is to how divide the work while keeping its essence whole, and aligned to deliver strategy as well. The history of business includes a graveyard of failed designs that were implemented with much fanfare, but were destined to fail from the start.
 
To design organizations for competitive advantage, HR/I-O/OD professionals need a broad repertoire of organization design principles, frameworks, and interventions.  Too often, our instinct is to redraw lines and boxes on org charts as the solution. This workshop will enable participants to widen their diagnostic aperture, and learn to leverage unique strengths that lie beyond the chart (but without ignoring reporting structure as a topic).
 
The workshop will be interactive; as a participant, you will discuss a case study you analyzed (distributed in advance by the instructors), and have the opportunity to identify areas for further investigation within your own, or your client’s organization. Presenters will illustrate critical decision points and applications of tools with examples from real engagements and interventions with large, global companies which were challenged to adapt.
 
This workshop is designed to help participants:

1. Evaluate the external competitive landscape and considerations for organization design
2. Link strategy with organization design
3. Assess the degree of alignment between business objectives and organization design
4. Discuss innovative designs for enabling specific organization capabilities
5. Describe formal and informal structure interventions
6. Describe a portfolio of tools for use in organization design
7. Discuss how signs structure is helping or hurting organization performance
8. Apply a framework for assessing key components of organization design
9. Discuss design options beyond the org chart
 
Target Audience: This workshop is designed for senior HR/I-O/OD professionals with 5-10 years experience, those with occasion to consult with and advise leaders on organization design, and those interested in broadening their repertoire of frameworks in this area. It is appropriate for practitioners across a variety of functional disciplines: organizational effectiveness, learning and development, knowledge management, organizational development or talent management.
 
Michael Bazigos is a strategy and change executive at IBM’s corporate headquarters in Armonk, NY. Dr. Bazigos holds global responsibility for initiatives related to workforce and leader effectiveness. He joined IBM after its acquisition of PricewaterhouseCooper’s consulting division where he was a worldwide director for transformation consulting. Prior to that he was president of Beta Consulting Group, and a dean at Pace University. He has consulted to top management teams of Global 500 corporations, and published in the organizational and educational professional literature. Dr. Bazigos is also a member of the graduate faculty of Columbia University’s Department of Organization and Leadership and Baruch College’s Zicklin School of Management. He earned his MA from New York University’s program in I-O psychology, and M.Phil and PhD from Columbia University’s graduate program in social-organizational psychology at Teachers College.
 
Stephen Redwood is a principal in the Organization and Talent practice of Deloitte Consulting. He specializes in helping leaders and organizations transform through culture change, leadership development, and organization redesign. Prior to joining, Deloitte Stephen was a partner at McKinsey and Co and at PwC where he was the global leader of the Organization and Change Strategy Practice. He has co-authored a book on organizational change strategies. Stephen holds a degree in psychology, is a chartered member of the UK Institute of Personnel and Development, and is an honorary research fellow at the University of Texas in Dallas.

 
 Practitioner’s Guide to the Galaxy…of Statistical Methods:
Primer on Developments from the Last Two Decades and a Look Ahead

Presenters:   Dan J. Putka, HumRRO
                     Larry J. Williams, Wayne State University
 
 
Coordinator:          Robert E. Gibby, Procter & Gamble
 
Over the past 2 decades there have been numerous developments in statistical methodology that can be of great use to I-O psychologists in practice and academe.  Historically, our formal graduate curricula have been limited in terms of their ability to incorporate new and emerging statistical methods (e.g., Aiken, West, Sechrest, & Reno, 1990; Aiken, West, Millsap, 2008). As a result, there is non-trivial burden put on I-O psychologists to remain cognizant of such developments in statistical methodology and understand how those developments may be beneficial to their work.
 
This workshop aims to provide attendees with a basic primer on developments in statistical methodology from the last 2 decades. Our focus will not be on providing a detailed tutorial on how to use various methods, nor will it be overly quantitative in nature. Rather our focus will be on breadth of coverage, conveying developments in plain English, and offering attendees a clear schema for understanding recent developments from the perspective of traditional methods covered in standard I-O curricula. We plan to not only address developments involving methods that have become more frequently used in I-O work over the last 2 decades (e.g., SEM, multilevel modeling, missing data techniques), but also methods emerging from other disciplines that may have value for our field (e.g., mixture modeling - latent class procedures, Bayesian model averaging, random forests), but have yet to be widely disseminated. The workshop is targeted towards practitioners looking for a refresher on the quantitative training they had in graduate school.
 
This workshop is designed to help attendees:

1. Describe basic relations between new and emerging statistical methods and traditional statistical methods.
2. Describe the types of questions (both practical and scientific) modern methods can be leveraged to answer.
3. List the advantages that modern methods can provide over traditional methods.
4. Select the scope/type of data needed to capitalize on modern methods.
5. Apply best-practice resources to implement modern methods (e.g., existing software, web tutorials).
 
Dr. Dan J. Putka is a principal staff scientist at HumRRO. His work commonly involves the development and evaluation of selection systems and the study of personnel issues and policy for the U.S. military. Dan has extensive experience modeling large complex sets of archival organizational data for the purpose of informing practical problems (e.g., identifying precursors of turnover, counterproductive behavior, and job attitudes). In addition to his service to clients, Dan has remained an active member of the scientific community, publishing his research in book chapters, as well as journals such as Organizational Research Methods, the Journal of Applied Psychology, and SIOP’s I-O Perspectives, and serving on the editorial board of Organizational Research Methods. His published research has addressed myriad issues, including reliability estimation, modeling of error in ratings, content-oriented validation, differential prediction, and multimodel inference. In recognition of his contributions to military research, Dan received the 2008 Arthur W. Melton Early Career Achievement Award from Division 19 of APA. He received his PhD in industrial-organizational psychology, with a specialization in quantitative methods, from Ohio University.

Dr. Larry J. Williams joined the faculty of Wayne State University in January 2010. Dr. Williams served as the founding editor of Organizational Research Methods (ORM), and he also has served as chairperson for the Research Methods Division (RMD) of the Academy of Management. Professor Williams established and currently serves as director of the Center for the Advancement of Research Methods and Analysis (CARMA). In 2004 Dr. Williams was recognized by the Southern Management Association as an author of 2 of the 6 most highly cited articles in the 30 year history of the Journal of Management, and he was also elected to be a member of the Society for Organizational Behavior. In 2005, Dr. Williams was selected to be the recipient of the 2005 Distinguished Career Contributions Award by the Academy of Management’s Research Methods Division. In 2008, Professor Williams was recognized as one of the 150 most-cited authors in the field of management (1981-2004) in an article published in the Journal of Management. He was elected a Fellow of the Society for Industrial and Organizational Psychology in 2010.

 
Individual Contributors—The “Other” Employee Group (a/k/a This Isn’t Your Father’s Leadership Workshop)
 
Presenters:            Jennifer Roberts, AT&T
Seth Zimmer, AT&T
 
Coordinator:          Amy Grubb, FBI
 
This session been preapproved for 3.5 hours of general credit toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.

The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit. 
 
Despite the more common focus on supervisors and high potentials, the ability of most organizations to “get stuff done” rests on the back of the masses—those known as individual contributors. For many organizations, these employees are also the ones who represent the company’s brand...the ones who bring the company’s product or service to life. They are who the customer thinks of when the company name is mentioned. It is the salesperson, the chemist, the technician, the installer and the customer service rep. For those online customers, it is all up to the IT gurus to make the systems work. 
 
This workshop will take a closer look into the world of the individual contributor. We will include (a) a discussion of what talent management means and how it applies to individual contributors; (b) identification of talent management strategies tailored for specific types of individual contributors; and (c) examples and lessons learned on how talent management translates from a plan to practice. We anticipate robust discussion around the employee lifecycle—attracting, selecting, on-boarding, developing, engaging and retaining. Finally, we will discuss how talent management may mean different things to different groups of employees—white collar versus blue collar, exempt versus nonexempt, nonunion versus union. This workshop should be of interest to practitioners who are responsible for developing or implementing talent management interventions for the individual contributor population in an internal or external consulting role through workforce planning, selection and assessment, performance management, training, engagement and retention.
 
This workshop is designed to help participants:

1. Summarize the key principles of talent management
2. Design talent management initiatives to best serve the individual contributor population as well as the organization
3. Identify key factors to consider when designing and implementing a talent management initiative for individual contributors
4. Identify criteria for measuring and defining success in talent management
 
Target audience: Anyone with at least 5 years experience in a practical setting.  This session will not be optimal for those with an interest in leadership development for individual contributor populations.
 
Jennifer Roberts has over 15 years experience in talent management. She has held positions working in many areas across the talent management spectrum including selection, performance management, workforce management, job skill training, leadership development, attendance management, and work environment/culture at AT&T as well as at Littelfuse, Inc and Pioneer Center. In Jennifer’s current role, she is responsible for leading a team of internal consultants that provide organizational development services in the areas of strategic planning, change management, team effectiveness, employee engagement, and executive coaching to the top 700 leaders at AT&T. Jennifer received her PhD in industrial-organizational psychology from the Illinois Institute of Technology.
 
Seth Zimmer has over 20 years of experience in talent management. He has held positions with SBC Communications, BellSouth and now AT&T. He has had experience in many areas of talent management during his career including recruiting, staffing, training and staffing technology. Seth currently leads a team responsible for assessment and surveys, performance management, and HR business metrics for AT&T. Seth received his PhD in industrial-organizationalpsychology from Old Dominion University.