SIOP 2006 Preconference Workshop Descriptions
Thursday, May 4, 2006
The Adams Mark Hotel, Dallas
Workshop 1 (half day)
Defending Minimum Qualifications for E-Applicants and Beyond
Presenters: David W. Arnold, Wonderlic, Inc.
Lisa W. Borden, Baker, Donelson, Bearman, Caldwell & Berkowitz, P.C.
James C. Sharf, Employment Risk Advisors, Inc.
Coordinator: Suzanne Tsacoumis, Human Resources Research Organization (HumRRO)
The question of who is a bona fide applicant has been debated by EEO enforcement agency personnel and employers since the
Uniform Guidelines on Employee Selection Procedures were adopted in 1978. For the past decade, increasing reliance on paperless job applications has lead to frequent discussions about who is to be counted as an e-applicant for EEO data collection purposes. In March 2004, the Equal Employment Opportunity Commission and the Department of Labors Office of Federal Contract Compliance programs proposed the adoption of additional questions and answers to clarify and provide a common interpretation of the
Uniform Guidelines on Employee Selection Procedures as they relate to the Internet and related technologies. The intent of the proposed Q&As was to guide employers in their efforts to comply with requirements of Federal law prohibiting employment practices that discriminate on grounds of race, color, religion, sex, and national origin (emphasis added) 29 C.F.R. 1607.1(B). The proposed Q&As blurred the previous distinction between recruitment practices that were not burdened under the
Uniform Guidelines and selection practices that were. The thrust of the proposed Q&As is to clarify that recruiting announcements used to develop their pool of qualified applicants are to be newly subjected to disparate impact analysis and that such analysis can be based on Census or workforce data. As one labor economist opined, The proposed Q&As are my retirement annuity.
If adopted as proposed, recruitment practices including meeting minimum qualifications such as educational diplomas and passing licensing and certification exams will be newly challenged under the
Uniform Guidelines. As a practical matter, I-O psychologists will be burdened with demonstrating that any minimum qualification resulting in adverse impact (i.e., that is not representatively attained by each RSN subgroup in the labor market) is job related for the position in question and consistent with business necessity as defined in the Civil Rights Act of 1991.
This workshop is designed to help participants:
- Analyze the new proposed Q&A on the definition of e-applicants
- Critique the utility and risks associated with using minimum qualifications
- Design legally defensible processes for developing and assessing minimum qualifications
- Use methods for creating and evaluating minimum qualifications that are legally defensible
David W. Arnold is general counsel for Wonderlic, Inc., where he is involved with legal issues concerning privacy, negligent hiring, employment testing, and equal employment matters. He also serves as general counsel for the Association of Test Publishers. In this capacity, Dr. Arnold has testified on many occasions before various legislative committees on issues related to testing. Before joining Wonderlic, Dr. Arnold held positions with civic and academic organizations, in addition to corporate assignments with Supermarkets General Corporation, United Airlines, and Reid London House. He is an active member of the American Bar Associations Section of Labor and Employment Law and SIOP. He has also served as chairperson of the APAs Committee on Legal Issues and currently serves on the State Affairs Committee of SIOP. David has also written over 100 articles regarding testing and employment law/legislation and spoken frequently to various trade groups regarding these topics. He holds a JD from Loyola University Law School and a PhD in industrial psychology from the University of Nebraska.
Lisa W. Borden is a partner in the Birmingham office of Baker, Donelson, Bearman, Caldwell & Berkowitz, P.C., where her practice primarily involves advising and representing both public and private entities in employment matters, including individual and class action litigation. Ms. Borden has extensive experience in litigation concerning the validity of selection procedures. She has worked with numerous I-O psychologists in a variety of contexts, including the provision of expert opinion and testimony in litigation, consultation prior to and during litigation, and the development and implementation of training programs and selection procedures in compliance with court orders. Baker, Donelson has offices in Alabama, Georgia, Louisiana, Mississippi, Tennessee, and Washington, DC, as well as a representative office in Beijing, China. Lisa received her law degree from the Emory University School of Law in Atlanta, Georgia.
James C. Sharf is president of Sharf & Associates, Employment Risk Advisors. He advises employment attorneys, HR managers, and fellow industrial psychologists on developing, implementing, and defending selection, licensing and certification, and appraisal systems that minimize the risk of employment litigation. Jim brings 3 decades of regulatory experience in dealing with EEO liability involving (a) age, race, and gender discrimination claims; (b) disparate impact claims challenging minimum education and experience requirements; (c) licensing and certification assessments and employment tests; and (d) class certification arguments under both Title VII and the Department of Labors Office of Federal Contract Compliance Programs enforcement of Executive Order 11246. As EEOCs chief psychologist in the mid-1970s, Jim drafted the
Uniform Guidelines on Employee Selection Procedures and later served as special assistant to EEOCs chairman for whom he drafted the race norming prohibition in the Civil Rights Act of 1991. More recently, Jim consulted with industrial psychologists at the new Transportation Security Administration in designing the prerequisite screening criteria and selection tests used to hire over 50,000 airport security screeners nationwide. He has authored more than 50 articles and chapters on fair employment, and he has conducted dozens of EEO seminars and workshops nationwide. His most recent text is a risk-management analysis of contemporary trends in employment class action litigation. Jim is a Fellow of both SIOP and APA. Jim received his PhD in organizational psychology from the University of Tennessee in Knoxville.
Workshop 2 (half day)
The I-O Psychologist and the Executive Committee: Lessons From the Front Line
Presenters: Ben E. Dowell, Bristol-Myers Squibb
Erika DEgidio, Bristol-Myers Squibb
Coordinator: Robert A. Schmieder, Schmieder & Associates
An I-O psychologists impact on an organization is determined by his or her ability to influence the senior most leaders of the organization. The presenters will discuss alternative approaches based on the I-O psychologists standing (i.e., internal vs. external, executive vs. professional). This workshop will include (a) a discussion of success factors and derailers for dealing with senior leaders, (b) caselettes drawn from the experience of the presenters that illustrate successful and unsuccessful attempts to influence senior leaders, (c) a debate on the role of the I-O psychologist within companies, and (d) lessons learned. This highly interactive workshop should be of interest to practitioners who are faced with getting things done in organizations, either in an internal or consulting role.
This workshop is designed to help participants:
- Identify strategies on how to successfully engage senior leaders (i.e., timing, venue, approach, etc.)
- Use a customer-focused approach in their work in organizations
- Know professional dilemmas that may occur in either an internal or external consulting role
- Apply approaches, processes, and strategies to influence senior leaders most effectively
Ben E. Dowell is vice-president, Talent Management for Bristol-Myers Squibb. He is responsible for leading a group that provides coaching and consulting to the senior management of the company focused on the identification, selection, and development of senior leaders. His group also develops programs, processes, and systems to set standards, assess, select, develop and manage the performance of talent at every level of the organization. He has been with Bristol-Myers Squibb since 1989 in a variety of HR generalist and HR development roles. Prior to Bristol-Myers Squibb, Ben held a number of management development and HR generalist positions in various divisions of Pepsico including Frito-Lay, Pepsico Foods International, and Pizza Hut. Based on over 30 years of experience in influencing senior leaders, his writing and speaking engagements have focused on integrated leadership development systems, succession planning, high-potential development, performance management, executive coaching, ethical decision making and talent management processes for senior leaders. Ben received his PhD in I-O psychology from the University of Minnesota.
Erika DEgidio is associate director, Talent Management for Bristol Myers Squibb. She is responsible for partnering with the business to design systems, processes, and programs focused on the identification, selection, development, and retention of talent within the organization. She has approximately 5 years of experience influencing senior leaders. Prior to joining Bristol-Myers Squibb in 2004, Erika worked for Jeanneret & Associates, a consulting firm based in Houston, TX for 9 years. Her work at Jeanneret & Associates focused on designing and validating selection systems, providing advice and counsel to clients regarding a variety of HR processes, and litigation support regarding a variety of employment issues. She received her PhD and MA in I-O psychology from the University of Houston.
Workshop 3 (half day)
High-Impact Leadership Development Systems
Presenters: Eric D. Elder, Bank of America
Gail Wise, Right Management Consultants
Coordinator: Shane Douthitt, Bank of America
Leadership development interventions have the potential to make significant contributions to both individual and organizational effectiveness. What differentiates programs that fail to deliver results from those that have high impact? This workshop will explore the common characteristics that contribute to either success or failure of leadership development interventions, as well as techniques for successful design, implementation, and sustainment. Presenters will leverage case studies, exercises, and workshop participants own experiences to bring the discussion to life. This workshop should be of interest to practitioners who are responsible for designing or implementing leadership development interventions in any type of organization, either as an internal or external consultant.
This workshop is designed to help participants:
- Apply critical success factors that lead to high-impact leadership development systems
- Implement tools and techniques to ensure program effectiveness
- Apply illustrations of successful leadership development programs
- Use lessons-learned and best practices
Eric D. Elder is senior vice-president, Executive Recruiting & Development for Bank of America. In this role, he has responsibility for executive recruiting, internal talent movement, on boarding, and executive development programs. Before joining Bank of America, he worked for Bristol-Myers Squibb as director, Executive Staffing & Development, and prior to that, as director within the Center for Leadership Development. Before Eric became an internal practitioner, he worked as an external consultant with RHR International, Towers Perrin, and Development Dimensions International (DDI). Eric received his PhD in social psychology from the University of Texas at Austin.
Gail Wise is vice-president of consulting for Right Management Consultants. Gail focuses on employee development and HR systems, including such areas as multirater (360) feedback; succession management; design and delivery of management and executive development programs; design and implementation of performance management and selection systems; and the use of organizational surveys. Prior to joining Right, she was a partner in Irwin & Browning, a consulting firm in Atlanta. Before joining Irwin & Browning, she spent 10 years in both field- and headquarters-level HR and training positions with Pepsico in its KFC division. Gail earned a PhD in I-O psychology at the University of Georgia and a MBA from the University of Louisville.
Workshop 4 (half day)
Driving Business Success Through Understanding and Leveraging Corporate and National Cultures
Presenters: Miriam Erez, Technion-Israel Institute of Technology
Zeynep Aycan, Ko University
Brad Hall, ABN AMRO Bank
Coordinator: Sara Weiner, IBM
As cross-border trade continues to accelerate in both manufacturing and in service-related business, the importance of effective global organization and leadership continues to increase. Some companies state unequivocally that corporate culture supersedes local cultures. Other successful companies lean towards localization and autonomy. This workshop is intended to help participants understand current research and best practices in this area while actively participating to build their own point of view on when and how to balance global and local perspectives. The workshop will present both academic perspectives and practical methods and tools, along with illustrative examples. It will be targeted to individuals responsible for improving the performance of people and organizations in a global company.
Specifically, the workshop is designed to help participants:
- Understand the construct of global culture
- Determine ways in which local subsidiaries best adapt to global values
- Describe best practices in global HR management and leadership
- Define culture quotient (CQ) and help participants assess their own CQ
- Create a roadmap for use in ensuring alignment of global HR practices with local culture
Miriam Erez is the Mendes France Chaired Professor of Management and Economics at Technion-Israel Institute of Technology where she was former dean of the William Davidson Faculty of Industrial Engineering and Management in 19961998. Her research focuses on three major topics: work motivation, innovation, and cross-cultural organizational behavior. Miriam was the Israeli co-investigator on the GLOBE research. She conducted research on international mergers and acquisitions, and on global values of multinational companies. She was also the editor of
Applied Psychology: International Review (19972003) and past president of Division 1 of organizational psychology, IAAP. She is Fellow of SIOP; APA; and AoM. In 2002 she received the Award of the International Association of Applied Psychology for the Distinguished Scientific Contributions to the International Advancement of Applied Psychology. In 2005, she received the Israel Prize in Management Sciences. Miriam co-authored two books and co-edited two books on cross-cultural research and is the author of over 60 articles and book chapters written on work motivation, innovation, and cross-cultural organizational behavior. She received her PhD in organizational psychology at the Technion-Israel Institute of Technology, followed by a post doc in the Department of Psychology at the University of Maryland.
Brad Hall recently moved to Amsterdam as a senior vice-president of Talent Management for ABN AMRO Bank. He has over 15 years of internal and external consulting experience. Prior to ABN AMRO Bank, Brad joined IBM in 2000 as the executive in charge of organizational effectiveness and executive capabilities across IBMs Asia Pacific region, a $25.5B, 60,000-employee organization. He was previously the director of HR and Training for AT&T Global Services, a $12B unit of AT&T where his HR organization placed second in the 2000 PriceWaterhouseCoopers/Linkage award for HR Innovation. Brad was also the director of Organization Effectiveness for McDonalds Corporation. He lived on assignment in Asia for five years with AT&T and IBM, after which he was assigned to design the organization and culture for Lenovo, the first major Chinese global company. He is now a senior organization leadership consultant located at IBM headquarters in Armonk, NY. He completed his PhD in I-O psychology from Tulane University in 1989 with a dissertation focusing on cultural issues surrounding management practices of Japanese and U.S. corporations.
Zeynep Aycan is an associate professor of I-O psychology at Ko University in Instanbul. Her research focuses on the impact of culture on various aspects of organizational processes, including leadership, HR management, and womens career development. She has published three books and more than 35 book chapters and research articles in her field of expertise. Zeynep is the co-founder and the co-editor of the
International Journal of Cross-Cultural Management and serves on the editorial boards of
Applied Psychology: An International Review, Asian Journal of Social Psychology,
and reviews for journals such as Journal of Applied Psychology, and the
International Journal of Selection and Assessment. She is the president-elect of the International Society for the Study of Work and Organizational Values. She has been invited as a research fellow and guest lecturer to Aston Business School, UK; European School of Management, Oxford; Bordeaux School of Management, France, and Tartu School of Economics, Estonia. She has also served as a consultant or trainer to companies including Bechtel-Enka, Phillip-Morris, Migros, Alcatel, Efes, Pfizer, and GlaxoSmithKlein. She is the recipient of two awards (Recognition Award and Outstanding Young Scholar Award) from the Turkish Academy of Sciences for her contributions to management sciences at the national and international levels. She completed her PhD in Canada (Queens University) in cross-cultural psychology. She conducted post-doctoral studies at McGill University, Faculty of Management, where she taught cross-cultural management.
Workshop 5 (half day)
Employment Law: That Was the Year That Wasand What Might Be Next
Presenters: Art Gutman, Florida Institute of Technology
Donald L. Zink, Personnel Management Decisions
Coordinator: Peter Bachiochi, Eastern Connecticut State University
It is critical for I-O psychologists to remain abreast of developments in employment law, particularly for those who work in a corporate environment. It is also a critical area for developers of selection instruments, consultants who function as expert witnesses or produce work product for labor attorneys, and academic psychologists with teaching interests in personnel selection, tests and measurement, training, and organizational development. This workshop will review the most recent decisions of the Supreme Court and their implications for personnel selection issues. The major topical areas are (a) summary of EEOC and Supreme Court statistics and brief overview of key prior cases; (b) key cases in the past 23 years, such as
General Dynamics Land Systems v. Cline (2004), Pennsylvania State Police v. Suders (2004), and
Smith v. City of Jackson (2005); (c) key lower court issues, such as being regarded as being disabled within the meaning of the ADA, the status of personality tests in the ADA, and requirements to wear makeup at work; and (d) implications of the Supreme Courts rulings in
Grutter v. Bollinger (2003) and Gratz v. Bollinger (2003) on diversity in college and graduate programs for parallel considerations in the workplace.
This workshop is designed to help participants:
- Identify trends in charges of discrimination brought to the EEOC and litigated in the courts
- Assess the implications of recent Supreme Court decisions for I-O practice
- Anticipate presently unresolved issues in the lower courts that are likely to reach the Supreme Court in the near future
- Apply implications of recent Supreme Court decisions on diversity in educational programs to affirmative action programs in the workplace
- Apply implications of changes in employment law to personnel practices in the workplace
Art Gutman is professor of psychology and past chair of the I-O graduate program at Florida Institute of Technology. He is the author of
EEO Law and Personnel Practices (Sage, 2000) and the originator of On the Legal Front, a column on workplace discrimination that appears quarterly in
TIP. He has consulted with public and private employers, creating and validating tests, doing program evaluations, and working on legal issues related to workplace discrimination, including functioning as an expert witness. He spent 2 years at the University of Colorado as a National Institute of Mental Health Fellow and 2 years on the faculty at Georgia State University. He has been at Florida Tech since 1979. He received his PhD degree in psychology from Syracuse University in 1975.
Donald L. Zink began his professional career as a research psychologist in the U.S. Air Force, with the Air Force Personnel and Training Research Center and the Aerospace Medical Research Laboratory, performing human factors research. He received his masters degree in experimental psychology in the mathematical psychology program from the University of Michigan, under Air Force sponsorship. After retiring from the Air Force, he joined the staff of Mary Tenopyr at AT&T, where he worked on developing and validating selection procedures. His interest in employment law was sparked by his involvement with AT&T attorneys in responding in defense to challenged tests. After the breakup of the Bell system, he continued his I-O career as a consultant and obtained his JD degree from the University of Denver, emphasizing employment law and civil rights. Although he is a licensed attorney, he does not practice but prefers to continue his professional involvement within the I-O community. In addition to teaching employment law for the University of Phoenix, he is an adjunct faculty member at the Sturm College of Law at the University of Denver, where he teaches statistical evidence in litigation.
Workshop 6 (half day)
The State-of-the-Art in E-Learning
Presenters: Leslie W. Joyce, The Home Depot
Charles Gardner, The Home Depot
Coordinator: Barbara Fritzsche, University of Central Florida
The potential of e-learning has been the buzz since the early 1990s but successes have been slow to come. Learners are too often disappointed by the experience thus slowing the movement towards online learning. Many early attempts at e-learning were overproduced, feature-rich experiences that lost sight of the instructional goals and overwhelmed the learner with options. As the economic belt has tightened, more recent attempts seem to have headed to the other ditch with a proliferation of page-turner e-learning that fails to engage the learner.
Rolling out their first e-learning course in 2002, The Home Depot may have been late to the game but they have found a balance in e-learning design that has fueled a 91% favorable response rate from their learners. As a result, e-learning will account for more than 4 million learner hours in 2005 and requests for more continue to mount. In this workshop, you will get an inside look at practical e-learning content that works. Participants will learn (a) the e-learning modalities that The Home Depot has employed and understand the underlying pros and cons of each, (b) the design strategies employed in award-winning content samples, (c) lessons learned regarding reusable learning object strategies from a real-world, practical perspective, and (d) pros and cons of different development team structures. This workshop should be of interest to practitioners who are responsible for developing and implementing e-learning and to researchers interested in practical successes in e-learning.
This workshop is designed to help participants:
- Select e-learning modalities that align with organizational needs.
- Design effective, performance-based e-learning that users actually enjoy.
- Construct a reusable learning object (RLO) strategy that works.
- Assess e-learning development team structures to help determine the appropriate structure for your organization
Leslie Joyce is vice-president and chief learning officer for The Home Depot. In that role she is responsible for the design, development, and deployment of learning solutions to The Home Depots 325,000 multinational associates. Her current focus is in distributed leadership development, e-learning, and learning process improvement. Prior to The Home Depot, Leslie was the director of organization effectiveness at GlaxoSmithKline. Leslie received her PhD in I-O psychology from North Carolina State University.
Charlie Gardner is the director of the eLearning Center at The Home Depot. He is responsible for the overall corporate e-learning strategy, e-learning content development, Learning Management system functionality, and learning reporting. Prior to his 4 years with The Home Depot, Charlie spent 12 years with iXL where he served as solution partner and VP of
e-learning for the Business to Employee (B2E) Group. Charlie also brings significant operations experience including the roles of VP client services, VP creative services, director of Web development, and senior instructional designer. Charlie earned a masters degree specializing in computer-based education and instructional design from the University of Georgia.
Workshop 7 (half day)
Separating Wheat From Chaff:
Interpreting Results From Contemporary Analytic Methods
Presenters: Rod McCloy, Human Resources Research Organization (HumRRO)
Gary Lautenschlager, University of Georgia
Coordinator: Wendy L. Richman-Hirsch, Mercer Human Resource Consulting
Sophisticated statistical research methods abound in the context of organizational research and practice. Practitioners and researchers alike face challenges with trying to keep apace of nuances in the reporting and interpretation of computer output from the wide variety of statistical analysis packages. Newer developments in the application and interpretation of research findings often challenge communication within and across research units. Our goal in this workshop is to survey a select set of methods and focus attention on sensemaking in the process: why one conducts such analyses and how one interprets the resulting output from available statistical packages. This workshop assumes some background knowledge on how one conducts these types of analyses, placing emphasis on appropriate use of the methods and their interpretation. The presenters plan to examine topics including confirmatory factor analysis, structural equation modeling, multilevel modeling, item response theory, logistic regression, and event history (a.k.a. survival) analysis. As appropriate, discussion will include issues in longitudinal as well as cross-sectional data analysis. The presenters will attempt to tailor the workshop to participant needs via a preworkshop survey. Final workshop topics will then be based upon participant needs meshed with presenters expertise. This workshop is directed towards experienced professionals who have an interest in refreshing and developing what they know about select modern data analysis methods and interpretation.
Upon completion of this workshop, participants will be able to:
- Describe issues confronted in interpreting results from complex analytic methods
- Explain the rationale for focusing on particular features of computer output
- List critical output features for the various methods covered
- Interpret the results provided correctly
- Explain choices among available approaches for interpreting results
- Apply lessons learned from select case studies provided to participants
Rod McCloy, a principal staff scientist for the Human Resources Research Organization (HumRRO), has conducted and directed personnel research for more than 15 years. The bulk of his research experience has involved individual differences assessment and quantitative analysis. He has directed and provided analytic assistance to many HumRRO projects, being well versed in several multivariate analytical techniques (e.g., covariance structure analysis, structural equation modeling, event history analysis, hierarchical linear modeling). His recent research efforts include development of noncognitive assessments, modeling attrition/retention, and development of a computer-adaptive test of cognitive ability. His dissertation describing a measurement model of performance determinants received SIOPs 1991 S. Rains Wallace Dissertation Award. Dr. McCloy received his PhD in I-O psychology, with specialization in psychometrics and statistics, from the University of Minnesota.
Gary Lautenschlager, a professor in the Applied Psychology Program at the University of Georgia, has over 20 years experience teaching courses in I-O psychology, quantitative methods, and psychological measurement. Gary has consulted on and presented seminars about statistical matters with a wide variety of for-profit, governmental and other not-for-profit organizations, and some of this has involved matters of litigation. He has published over 50 journal articles, papers, and related software tools for assisting in the analysis and interpretation of complex research methods in practical contexts. Gary reviews manuscripts, largely for research methods and statistical issues, for over 20 different professional journals, including Journal of Applied Psychology, Personnel Psychology, Journal of Organizational Behavior, Psychological Bulletin, Psychological Methods, Multivariate Behavioral Research, Journal of Management,
and Organizational Research Methods. Gary received his PhD in I-O psychology and quantitative methods from the University of Illinois-Chicago.
Workshop 8 (half day)
Global Talent Management: An Idea Whose Time Has Come
Presenters: Colleen ONeill, Mercer Human Resource Consulting
Coordinator: Bill Sipe, Mercer Human Resource Consulting
With organizations investing an average of 36% of their revenues in their workforce combined with continued workforce globalization and massive numbers of employees in many parts of the world retiring in the next 5 years, it is no surprise that organizations view global talent management as a mission critical issue. Some of the most successful global companies engage in systematic and sophisticated succession management and workforce planning, and have established a pipeline of high potential leaders. Other companies plan to cross that bridge when they come to it. Regardless of whether global HR executives are concerned with maintaining competitive advantage by refreshing their best practice processes or responding to a future need to create new processes and tools, they have a keen interest today in whats working, whats not, and whats ahead.
This workshop is based on a research project currently underway involving an extensive literature review, interviews with leaders of top multinational firms, and a targeted survey. The purpose of the project is to gather information on best and prevailing practice strategies in such areas as early career and high-potential identification, performance management, leadership development, succession planning, workforce planning, global talent management governance (e.g., role of corporate, business units, board, etc.), and global talent management technology solutions. 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 relevant literature on global talent management
- Discuss the talent management practices of top multinational firms
- Identify key factors to consider when developing a global talent management strategy
- Identify ways to execute key components of talent management
Colleen ONeill has 20 years of consulting experience in talent management strategy, performance and career management, leadership development, and pay and performance alignment. She has lectured widely and has published numerous articles on performance and development issues. Colleen has also served as an expert source on talent management issues for the
Atlanta Business Chronicle, Business Week, the Chicago Tribune, Investors Business
Daily, and the Wall Street Journal. Colleen has a BA in psychobiology from Oberlin College, an MS in psychology from the University of Georgia, and a PhD in clinical psychology from the University of Georgia.
Workshop 9 (half day)
Recent Practical, Methodological and Statistical Advances in the Detection of Adverse Impact and Test Bias
Presenters: James L. Outtz, Outtz and Associates
Paul J. Hanges, University of Maryland
Coordinator: Marcus Dickson, Wayne State University
The concept of adverse impact is of keen interest to most I-O psychologists interested in organizational staffing and employment selection. Although an increasing number of articles in I-O-related journals are devoted to this topic, few offer a comprehensive exploration of current methodological, statistical, and practical developments in this area. For example, biogenetic research indicates that race is a social construct with no scientific definition. What are the implications of this research for race-based adverse impact in employment selection? Lawrence Summers, president of Harvard University, created a firestorm by suggesting that women are genetically less suited for careers in science and math than men. Is there adverse impact based on gender in the selection procedures that determine career opportunities in science, math, and engineering? Post 9/11, there has been an increase in the number of discrimination claims based on religion. Has there been a significant increase in adverse impact based on religion in the realm of employment selection? Under what circumstances does adverse impact constitute employment discrimination?
To date, most of the psychological literature on adverse impact has been descriptive in nature (e.g., descriptive taxonomies of subgroup differences based on various demographic characteristics) without addressing the underlying cause(s). This workshop will focus on the identification and measurement of adverse impact across a wide range of demographic categories including race, gender, ethnicity, age, and religion. Participants will be provided the opportunity to compare and contrast the scientific treatment of adverse impact within the profession of I-O
psychology (as expressed in documents such as the SIOP Principles and the APA
Standards) and practical/legal standards that define adverse impact (e.g., The Uniform Guidelines on Employee Selection
Procedures). This workshop will be of primary interest to (a) researchers and academicians interested in the scientific underpinnings of subgroup differences; (b) practitioners involved in day to day employment selection decisions; (c) policy makers in both public and private sector organizations who must determine the goals and vision of their organization with regard employment selection; (d) government policy makers and regulators who have regulatory oversight with regard to the employment practices of American corporations; and (e) students who wish to become knowledgeable with regard to the issues underlying the adverse impact debate.
This workshop is designed to help participants:
- Compare and contrast methodological, statistical, and practical issues associated with the identification and measurement of adverse impact
- Compare and contrast the status of adverse impact in the SIOP Principles,
APA Standards, and the Uniform Guidelines on Employee Selection Procedures
- Discuss the difference between adverse impact and bias
- Explain the difference between adverse impact and fairness
- Describe the difference between adverse impact and discrimination
- Integrate current research and practice regarding the measurement and identification of adverse impact
James L. Outtz is president of Outtz and Associates where his areas of specialization include the development, validation, and evaluation of personnel selection practices and procedures. He has been active for many years in the use of multi-media (e.g., video, telephony, audio) to develop personnel selection procedures that minimize adverse impact. He has been active in SIOP where he is a Fellow and served on the Committee for the Revision of the
Principles for the Validation and Use of Personnel Selection Procedures. He chairs the M. Scott Myers Award Committee and is a consulting editor to the
Journal of Applied Psychology. Beyond his extensive service to SIOP, Jim has served on the Board on Testing and Assessment, Commission of Behavioral and Social Sciences of the National Research Council. He has authored of numerous publications including book chapters, journal articles and book reviews. He has presented at SIOP and given lectures and presentations throughout the U.S. and internationally. Jim maintains an active involvement in scholarly research on adverse impact issues as a member of the Adverse Impact Research Group at the University of Maryland. Jim is a nationally recognized expert in the area of employment selection and has testified as an expert witness in numerous employment litigation cases. He received his PhD from the University of Maryland in 1976.
Paul J. Hanges is a professor of I-O psychology and chair of the I-O area at the University of Maryland. His research focuses on topics in personnel selection and test fairness, research methodology, social cognition, and cross-cultural leadership. This work has appeared in such journals as
Applied Psychological Measurement, Applied Psychology: An International Review, Educational and Psychological Measurement, Human Performance, Journal of Applied Psychology, The Leadership Quarterly, and Psychology Bulletin. He is a co-principal investigator of the GLOBE project. The first book describing the results of this multinational, multilevel leadership project was recently published (House, Hanges, Javidan, Dorfman, & Gupta, 2004). He has developed selection systems for organizations in the public and private sector. Paul is currently on the editorial board of the
Journal of Applied Psychology and The Leadership Quarterly. He received his PhD from the University of Akron and has been a faculty member at the University of Maryland since 1986.
Workshop 10 (half day)
Designing and Implementing Performance Management: Best Practices and Applied Realities
Presenters: Elaine D. Pulakos, Personnel Decisions Research Institutes
Nancy L. Rotchford, Ingram Micro, Inc.
Coordinator: Rose A. Mueller-Hanson, Personnel Decisions Research Institutes
This workshop will provide practical guidance on designing and implementing an effective performance management system. It will cover topics such as (a) developing and validating competency models, performance standards and rating scales; (b) developing and implementing effective measures of results, including the development of cascading goals that support larger team, unit, and organizational goals; (c) linking pay to performance; (d) approaching performance management from a process perspective (i.e., emphasizing the importance of having meaningful conversations with employees throughout the year rather than the simple mechanics of the evaluation); and (e) addressing the change management components of performance management implementation, such as organizational buy-in, leadership support, automation, and system evaluation. The presenters will discuss these concepts in the context of their extensive experience designing and implementing a variety of performance management systems in government and private sector organizations. Presented from the perspectives of both an external and an internal consultant, this workshop should be of interest to practitioners who are responsible designing and/or implementing valid, effective, and legally defensible performance management systems.
This workshop is designed to help participants:
- Identify performance management best practices and what one needs to do to actually implement these effectively in organizations
- Design performance management systems that are aligned with and facilitate achieving larger organizational goals and objectives
- Apply efficient methods to develop and validate competency-based and result-oriented performance measures
- Develop efficient performance management processes that maximize performance and results
- Identify issues associated with pay for performance and ways to implement pay for performance effectively
- Summarize key legal issues relevant to performance management
Elaine D. Pulakos is executive vice-president and director of PDRIs Washington DC office. A recognized expert and researcher in the areas of selection and performance management, she has spent her career conducting applied research in private and public sector organizations. Her career includes over 20 years experience designing, developing, and implementing numerous large-scale HR systems, such as staffing, performance management, and career development systems. She is a past president of SIOP and a Fellow of APA and SIOP. She is a successful author and has written on the topics of staffing and performance management. In addition to authoring numerous publications, she recently authored a booklet for the SHRM foundation, titled
Performance Management: A Roadmap for Developing, Implementing, and Evaluating Performance Management Systems
and co-edited two books: The Changing Nature of Performance: Implications for Staffing, Motivation, and Development with Dan Ilgen and
Implementing Organizational Interventions: Steps, Processes, and Best Practices with Jerry Hedge. Elaine received her PhD in I-O psychology from Michigan State University.
Nancy L. Rotchford is the director of Worldwide Associate Assessment for Ingram Micro Inc. She has worked for
Fortune 500 companies throughout her 22-year career, successfully developing and implementing HR processes linked to business strategies and resulting in positive organizational outcomes and cost reductions. Her demonstrated expertise includes development and implementation of performance management systems, employee selection systems, service quality assessments, employee surveys, and multilevel feedback processes. One of her strongest interests is performance management, and at Ingram Micro she designed the performance measurement system for the award-winning Skills For Success program. This program engages employees in their own performance enhancement and career progression and has resulted in improved customer service and increased sales. She has made numerous presentations on performance management and authored a chapter on this topic in
Implementing Organizational Interventions. Nancy received her PhD in I-O psychology from the University of Illinois.
Workshop 11 (half day)
Breathing New Life into Assessment Centers:
Leveraging Assessment, Learning, and Technology to Develop Top Talent
Presenters: Kirk L. Rogg, Aon Consulting
John C. Scott, Applied Psychological Techniques, Inc. (APT)
Coordinator: Robin Cohen, Bristol-Myers Squibb
Building and developing top talent is a critical priority for todays successful organizations. However, some companies are reducing the role assessment centers play in developing top talent because of resource considerations and/or a de-emphasis on in-depth assessment information. The purpose of this workshop is to provide participants with the ideas, tools, and techniques to breath new life into assessment centers. This workshop will explore innovations and concepts in assessment centers that will lead to a compelling business case for their use. The workshop will also include an update on current best practices in assessment centers, provide for focused real-time development and showcase how the assessment center can serve as a strategic development intervention. The workshop will have a strong emphasis on developing participants skills through hands-on, experiential exercises in the following areas: (a) building the business case for assessment centers by aligning the process with organizational goals and linking results to valued organizational outcomes; (b) leveraging technology to develop, validate and administer assessment centers; (c) integrating best practice learning techniques into the assessment center experience, and (d) measuring the results, ROI, and strategic alignment of the assessment center. This workshop should be of interest to practitioners who are responsible for developing and managing talent in organizations, either in a consulting or internal role.
This workshop is designed to help participants:
- Create a business case that aligns assessment and development centers with valued organizational strategies and initiatives
- Deliver engaging, relevant, efficient, reliable and valid assessment centers using state-of-the-art technology
- Use assessment centers that feature integrated learning techniques including purposeful reflection, learning circles, action learning, and peer dialogues
- Evaluate assessment centers against the alignment with organizational strategies and calculate ROI analyses
- Apply lessons learned to create innovative assessment centers that leverage best practices in learning and technology to develop top talent
Kirk L. Rogg is senior vice-president and Global Practice Leader for Aon Consultings Leadership Assessment and Development services. He recently authored the book
My Leadership Journey: Turning Personal Insights into Leadership Wisdom. He has also published work in a wide range of areas including using technology to create virtual assessment centers, evaluating the ROI of human capital initiatives, identifying high-potential leaders, linking job roles to business metrics, understanding organizational support & employee loyalty, and identifying cognitive processing of hiring decisions. Prior to joining Aon Consulting in 1992, Dr. Rogg worked with IBM and Marion Laboratories to design and implement various workforce learning and employee selection programs. He earned his PhD in I-O psychology from Kansas State University.
John C. Scott is vice-president and co-founder of Applied Psychological Techniques (APT), an HR consulting firm. He directs consulting services in the areas of selection development and validation, 360-degree feedback, survey design, performance management, and executive assessment. John is the current APA convention program chair for Division 14, serves on SIOPs Professional Practice Book Series editorial board, and is an author and frequent presenter in the areas of selection, surveys, program evaluation and assessment. He is co-editor of the
Human Resource Program Evaluation Handbook (2003, Sage). He received his PhD from the Illinois Institute of Technology.
Workshop 12 (half day)
The Ropes to Learn and the Ropes to Skip:Facilitating Executive On-Boarding
Presenters: Lorraine Stomski, Aon Consulting
Seymour Adler, Aon Consulting
Coordinator: Joan Gutkowski, Time Warner
Its estimated that as many as 70% of new executives leave their positions within the first 2 years. How do companies protect their investment and accelerate time-to-full-productivity of new leaders? This workshop will explore the elements of onboarding including preboarding, potential early derailers, and the roles and responsibilities of partners in the process. It will also describe the key activities, specific performance milestones, and associated metrics that can be used to determine if the expected outcomes were achieved. The workshop will include a real world case study to illustrate the executive on-boarding process, its components, supporting tools, and lessons learned in implementation. This workshop will identify and support an integrated and systematic approach to accelerating a new leaders transition and increasing the probability of success.
As a result of this workshop, participants will be able to:
- Assess the on-boarding process in their own organizations
- Address potential early derailers to success
- Identify the activities, success factors, and milestones that need to occur in the critical preboarding process and first 90 days
- Apply tools and metrics for the on-boarding process
Lorraine Stomski is a senior vice-president in Aons Talent Solutions Consulting and is based in San Francisco. She is also the practice leader for Leadership Education and Coaching at Aon Consulting. Lorraine is responsible for the design and delivery of global leadership and executive on boarding programs for top talent in organizations. Lorraine has over 15 years experience, which includes the development of high-potential programs, executive coaching, competency modeling, assessment centers, 360-survey design, leadership development, and succession planning processes. She is a frequent speaker on the topic of best-in-class practices within the field of leadership. She is a member of SIOP, APA, SHRM and IAAP. Lorraine received her PhD in I-O psychology from Stevens Institute of Technology. development.
Seymour Adler is a senior vice-president in the Talent Solutions Consulting practice at Aon Consulting. He has made significant contributions to the scientific and professional literatures in the areas of personality and work behavior, leadership, and assessment, among others. In addition to having served as a consultant to industry throughout his professional career, Seymour has been on the faculties of Purdue University, Tel Aviv University, and Stevens Institute of Technology. He is currently an adjunct on the graduate
I-O faculty at New York University. As a founder of Assessment Solutions Incorporated, which was acquired by Aon in 2001, Seymour has, over his career, directed the development and implementation of numerous managerial assessment, performance management and development programs. He is a Fellow of SIOP and APA, and past-president of the New York Metropolitan Association of Applied Psychology. He is a graduate of the doctoral program in
I-O psychology at New York University.
Workshop 13 (half day)
Driving Higher Performance Within Your (Internal or External) Consulting Practice
Presenters: Jack W. Wiley, Gantz Wiley Research
Kevin J. Nilan, 3M
Coordinator: Michelle Donovan, Intel Corporation
Building a new consulting practice or expanding an existing practice is challenging. Implementing best practices and key learnings from seasoned consultants with first-hand experiences can help ensure your success while avoiding missteps and pitfalls along the way. This workshop is targeted at internal practice leaders whose functions are migrating toward an internal consulting model and at external practice leaders interested in driving higher performance for their firms. The workshop will present information drawn from top internal and external consultants in the field of I-O psychology with experience in establishing and growing successful consulting practices. Best practices within key domains will be discussed, including marketing and business development, project and client management, and staffing models. Real world examples from both internal and external consulting work will be shared to illustrate each concept. Attendees at this workshop will leave with some practice-tested tools to help them make sound decisions in line with their growth objectives.
This workshop is designed to help participants:
- Apply key best practices to build a successful I-O psychology internal or external consulting practice
- Identify the likely pitfalls and most common mistakes made by smart, technically competent professionals that sabotaged their goal of expanding a consulting practice
- Use approaches and strategies that help eliminate or minimize the effects of the most likely pitfalls and the most common mistakes
- Access resources available to you to build your consulting practice and to maximize the return on your investment
Jack W. Wiley is co-founder, president, and CEO of Gantz Wiley Research, a consulting firm that helps clients drive business performance through the strategic use of employee and customer input. Jacks 30 years of experience in survey research spans across a variety of industries including health care products and services, retail, and financial services. Based on groundbreaking research of over 10,000 business units, Jack developed the high performance model, which demonstrates the link between employee opinions, customer loyalty, and business performance. Previously, Jack was director of organizational research at Control Data (now Ceridian) and held personnel research consulting positions at National Bank of Detroit and Ford Motor Company. He has written several articles and book chapters on survey research topics and has made numerous presentations to professional associations worldwide. Jack was appointed to Minnesota Governor Pawlentys Workforce Development Council in 2004. He is a licensed psychologist and an accredited senior professional in human resources, and he received his PhD in organizational psychology from the University of Tennessee.
Kevin J. Nilan is manager, HR Talent Management, at 3M. Kevin has been involved in consulting since 1978 and has worked as both an external consultant and an internal consultant. Presently, he works as an internal consultant at 3M, where he has been for 18 years. His current focus is on expanding the consulting practice of a group of internal I-O psychologists. At 3M, he has had opportunities to work with clients in roles from individual contributors in production and laboratory environments, through supervisors, managers, country/business leaders to senior corporate officers and CEO. Prior to his work at 3M, Kevin worked for MDA Leadership where he focused on growing the firms business in assessment centers, selection system development, and employee attitude research as well as working on individual assessments. Kevin completed his PhD at The Ohio State University, where he worked for several years with Milt Hakel in his Organization Research Development consulting practice.
Workshop 14 (half day)
Understanding the Financial Context of Organizations: What I-O Psychologists Should Know
Presenters: Mark Young, Personnel Decisions International (PDI)
Peter Ramstad, Personnel Decisions International (PDI)
Coordinator: Debra Drenth, Franklin Templeton
This workshop will provide an overview of the core financial and management accounting concepts and how such a perspective can be used to better understand the organizational context for I-O interventions. This workshop will provide a quick overview of several basic financial concepts. It will also extend that information into understanding the implications for the organization. By focusing on the analysis of the internal financial systems, the concepts covered can be applied to tasks such as job analysis, designing performance management and staffing systems, and a variety of other I-O interventions. This workshop will focus on how to analyze the existing financial management systems within organizations to obtain valuable design information, and determine the most potentially powerful criterion data. This workshop will not focus on statistical or quantitative techniques.
This workshop is designed to help participants:
- Summarize basic financial concepts and implications for the organization
- Analyze financial management systems in organizations
- Explain how finance and managerial accounting relate to I-O interventions
- Effectively discuss I-O psychology concepts and practices in financial terms
Mark Young is vice-president, chief financial officer, and senior counsel at Personnel Decisions International (PDI). As PDIs CFO, Mark leads the financial, legal, and administrative functions at PDI. Mark has directed and managed the acquisitions, mergers, and alliances of PDI, and works with many partners in the integration and distribution of PDIs products and services. Mark is also in charge of the external financing activities of PDI. Mark serves on the board of directors for ePredix, Inc. and is secretary of PDI. Over the last 6 years, Mark has held various leadership positions within PDI. Beginning as tax manager, he moved into the role of director of corporate development and corporate counsel. He is a member of the American Bar Association, American Corporate Counsel Associations, Minnesota State Bar Association, and Hennepin County Bar Association. Mark is a licensed attorney and received his JD from William Mitchell College of Law. Mark has an undergraduate degree in accounting with minors in business and spanish, and significant graduate studies in management.
Peter M. Ramstad is executive vice-president for Strategy and Finance at Personnel Decisions International (PDI). Pete is unique in that the basis of many of his insights into HR and talent management are from his foundation in economics and strategy. In addition to his leadership role at PDI, Pete has done extensive research in HR strategy and measurement. Prior to joining PDI, Pete was a partner with a major public accounting firm focusing on financial, operational, and systems consulting in high tech and service environments. He is a frequent faculty member for executive education events and speaker at professional conferences, including the Minnesota Executive Program. He has partnered with Professor
John Boudreau (USC) on several large-scale projects that have been implemented in leading organizations worldwide. Pete has undergraduate degrees in Math and Accounting with minors in Economics and Computer Science, and significant graduate studies in Economics, Mathematics, and Accounting. He is a Certified Public Accountant, Certified Management Accountant, and a member of the AICPA.
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