SIOP Preconference Workshop FAQ

• What do you mean by “live virtual”? This is in contrast to recorded sessions. SIOP workshops are meant to be interactive, so anytime you see the term “virtual” in the context of a SIOP workshop, we mean delivered live, where participants can interact with the presenters and each other, rather than recorded.
• What video conferencing software/platform will be used for the virtual delivery of workshops and what capabilities will it have? All 2021 SIOP Preconference Workshops will be delivered using Zoom.
• In past years, my registration fee covered a morning workshop and a different afternoon workshop. Is that still the case? No, registration for the 2021 workshops is for individual workshops. However, you may register for as many as you like, and unlike past years the schedule for the workshops does not overlap, so you could even register for all seven if you want!
• Will virtual workshops be the same length as past in-person workshops (i.e., 3.5 hours, including breaks)? Yes, the virtual pre-conference workshops will be the same length as the in-person workshops from past years.
• In past years, the workshops were offered the day before the actual annual conference started, so I was able to attend without missing any of the annual conference. When will the virtual workshops be offered? The workshops will be offered the week of March 29th which is two weeks prior to the start of the actual conference, so there will not be any schedule conflicts with the actual conference. Please consult the workshop schedule on the website for the specific date of each workshop.
• What time of day will the workshops be offered? Some workshops will start at 9:30 am Central and others will start at 1:15 pm Central. Please consult the workshop schedule on the website for the specific time of each workshop.
• I love the interactive nature of in-person SIOP workshops from past years. Will the virtual workshops have the same level of interaction? We are focused on building in as much interaction as possible, including the use of breakout rooms for “table” discussions and exercises.
• In past years, my workshop registration fee covered access to the slides for all of the workshops. Is this still true? Yes, as long as you register for at least one workshop you will have access to the slides for all seven workshops.
• One of my favorite parts of attending SIOP Preconference Workshops is the opportunity to network at the luncheon and the evening reception. Will there be any similar experiences offered in 2021? Because the workshops are being offered virtually, there will not be an in-person workshop luncheon or evening workshop reception in 2021. However, we will have a virtual Workshop Wrap-Up open to all workshop registrants and presenters on April 16.

Date/Time:

Monday, March 29, 2021 - 9:30 AM - 1:00 PM

Presenters:

• Richard N. Landers, University of Minnesota
• Morgana Carter, Facebook

Coordinator:

• Dan Russell, RHR International

Intended Audience:

Introductory: General audience at the post-graduate level. The workshop is intended for I-O professionals and HR practitioners who are interested in integrating new technological advancements, especially artificial intelligence, and data science, into traditional application domains for I-O psychology, particularly talent assessment and talent management.

Abstract:

This workshop focuses on applying systems-thinking, design-thinking, and engineering methodologies to create better solutions to common small and big data problems faced by I-O psychologists. Participants will learn to think more completely regarding the costs and benefits of systems involving artificial intelligence, data visualization, and other advances emerging from data science.

Description:

As big data become increasingly available in the context of I-O science and practice, there is an increasing need to understand how to utilize those big data to create value for key scientific and organizational stakeholders. Unfortunately, whether the goal is to create a behind-the-scenes predictive algorithm to better identify those at risk for turnover or a dashboard for use by front-line managers in the performance appraisal process, the development of data-driven systems requires a largely different set of skills than those traditionally trained in graduate school in I-O. In this workshop, you will learn to question your own deeply-ingrained assumptions about how to meaningfully approach data, to understand and mimic how an engineer approaches data-based problems, and to apply these lessons to problems traditionally faced by I-O psychologists from a new, more integrative perspective.

Learning Objectives:

This workshop is designed to help participants:

• Understand and apply systems-thinking to technology development
• Compare/contrast scientific and engineering problem-solving strategies in terms of approach and costs
• Identify and understand the needs of data product stakeholders
• Apply design methodologies to create a development plan for a technological or data product
• Utilize design methodologies to develop data products for the science and practice of I-O psychology

Presenter Biographies:

Richard Landers is an Associate Professor of Psychology at the University of Minnesota and holds the John P. Campbell Distinguished Professorship of Industrial-Organizational Psychology. His research concerns the use of innovative technologies in psychometric assessment, employee selection, adult learning, and research methods, and his recent focus has been on game-based assessment, gamification, artificial intelligence, unproctored Internet-based testing, mobile devices, virtual reality, and online social media.  His work has been published in numerous academic journals, including Journal of Applied Psychology, Computers in Human Behavior, and Psychological Methods, and his work has been featured in popular outlets such as Forbes, Business Insider, and Popular Science.  In addition to his associate editorships at various journals, he is also the author of a statistics textbook, A Step-by-Step Introduction to Statistics for Business, and he has developed two edited volumes: Social Media in Employee Selection and the 2019 Cambridge Handbook of Technology and Employee Behavior.

Morgana Carter is a People Analytics Manager at Facebook. She received her undergraduate and graduate degrees from Cornell University. Prior to this role, she served as the Data Science Manager for Talent Analytics at Intel Corporation where she worked to build a cognitive computing solution to strategically mobilize talent and augment human resources functions. Morgana has applied analytics to market intelligence, attrition, internal mobility, skills identification, and hiring optimization. Morgana has also applied her professional skills to political microtargeting, municipal financial analytics, and the healthcare industry. Her research has appeared at the Academy of Management. Some of Morgana’s previous talks focused on artificial intelligence integration for enterprise HR and controlling bias in talent acquisition practices. Morgana received her undergraduate and graduate degrees from Cornell University.

Date/Time:

Monday, March 29, 2021 - 1:15 PM - 4:45 PM

Presenters:

• Amy Grubb, Federal Bureau of Investigation
• Jeffrey J. McHenry, Rainier Leadership Solutions

Coordinator:

• Anne Hansen, Amazon

Intended Audience:

Intermediate: This workshop is appropriate for I-O psychologists and HR practitioners who are responsible for leadership development strategy, design, and delivery inside organizations or as consultants.

Abstract:

Organizations invest millions of dollars in leadership development but often end up disappointed by how little learning takes place and is transferred to the job. In this workshop, we examine how to design and deliver leadership programs that are “sticky” – in other words, programs that end up translating into learning, action, and improved performance.

Description:

Annual spending on leadership development exceeds $15B in the U.S. alone. Organizations recognize how important effective leadership is to their sustained success, yet many are concerned about the effectiveness of their leadership development efforts. In particular, organizations express frustration that leaders who participate in leadership development programs fail to apply what they learn back on the job – in other words, leadership development doesn’t “stick” or isn’t “sticky.” In this workshop, we examine the factors that are critical to making leadership development stick. We look at how organizations are designing and delivering leadership development and other human capital processes in ways that both enhance learning and ensure that leaders apply those learnings back on their jobs.

Learning Objectives:

This workshop is designed to help participants:

• Design and deliver leadership development programs that support and maximize learning transfer back to the job
• Incorporate multiple solution sets into the planning and design process from outside of the leadership development program itself, such as performance management, selection, and cultural elements, to drive or support “stickiness”
• Develop action plans with steps to take before and after program participation to ensure learning is applied and transferred back on the job
• Evaluate existing leadership development programs to determine how likely they are to result in the transfer of learning and identify steps that would enhance the transfer
   

Presenter Biographies:

Amy D. Grubb has been responsible for the implementation of numerous leadership development and change initiatives within the FBI for over 20 years, from serving as a leader on the post-9/11 enterprise-wide transformation of the FBI to a balanced national security and law enforcement mission to implementing HR systems and processes at all levels. She has worked extensively with nearly all populations within the FBI, and advises C-suite and executive leaders on the human capital perspective regarding organizational performance and change initiatives, and serves as an executive coach to a number of leaders. Grubb has received two FBI Director’s Awards for Excellence, one for creating the organizational development function at the FBI and the other for the development and implementation of an integrated Leadership Development Program for all employees at all stages of the employment lifecycle, and was a recipient of the 2014 SIOP/SHRM HR Impact Award for her work on leadership promotion. She has presented numerous papers at professional conferences, has served on advisory boards both internal and external to the FBI, and liaisons extensively within the government and the private sector communities. A Fellow in SIOP, Grubb earned her Ph.D. and M.A. in I-O Psychology from the University of Houston, earning her bachelor’s degree from Villanova University.

Jeffrey J. McHenry is the founder and principal of Rainier Leadership Solutions and an adjunct professor at the University of Southern California. McHenry's areas of expertise include leadership, talent management, succession planning, executive coaching and assessment, leadership team building, and leadership and high-potential development. He frequently speaks and delivers workshops at professional conferences, including the Conference Board, Linkage, and the Human Resource Planning Society. He has consulted with numerous clients, including Microsoft, Deloitte, 3M, the Gates Foundation, Weyerhaeuser, and World Vision. Previously, McHenry spent 18 years at Microsoft Corporation, where he held a variety of HR and talent development roles based in both the U.S. and Europe. His last role at Microsoft was as general manager, leadership development and recruiting, where he was responsible for executive recruiting and talent management, leadership and high potential development, and organizational development for the entire corporation. McHenry has a Ph.D. in psychology from the University of Minnesota.

Date/Time:

Tuesday, March 30, 2021 - 9:30 AM - 1:00 PM

Presenters:

• Sarah R. Johnson, Perceptyx Inc.
• Elizabeth McCune, Microsoft Corp.

Coordinator:

• Erica Hauck, PepsiCo

Intended Audience:

Intermediate: Intended for someone with some experience in this content area. Solid understanding of organizational survey research techniques and metrics, as well as HR analytics processes and how data from a variety of different sources (e.g. organizational surveys, HRIS data files, business performance metrics, onboarding/exit surveys, etc.) can be integrated, analyzed and interpreted to inform leaders and to influence both human resources programs and practices as well as business decisions.

Abstract:

Given technology advances and evolving trends in the survey and HR analytics space, what’s the best approach for enabling good data-based decisions about people? An experienced external survey consultant and internal organization research practitioner outline the considerations involved in building an insightful and influential continuous listening strategy in your organization.

Description:

With advances in technology and evolving trends in the employee survey and HR analytics space, what’s the best approach for your organization to collect the data required for leaders to make good data-based decisions about people? Which topics, methodology, the cadence of surveys, and combinations of data are essential to achieve the organization’s talent and business objectives?

Pairing the expertise of an experienced external consultant in the survey and organizational research space with an internal practitioner leading a forward-thinking employee listening strategy in a global corporation, this session will outline the considerations and approaches that will enable you to build an insightful and influential survey practice in your organization. Participants will leave the workshop better prepared to design a strategy-inspired continuous listening approach for their organization.

Learning Objectives:

This workshop is designed to help participants:

• Establish an organization research strategy that reflects the issues and topics central to the organization’s success, using approaches that include gathering insights from senior leaders, assessing technological capability, establishing the desired level of transparency, evaluating the capacity of the organization to consume and act upon results, and avoiding potential landmines.
• Create a listening, interpreting, sharing, and acting strategy that incorporates an employee lifecycle approach to collecting data at the moments that matter to employees (e.g., determining how many surveys are too many and untangling the notion of “survey fatigue”).
• Implement new technology, methodologies, and sources of the survey and non-survey data to maximize the efficiency and effectiveness of the process.
• Evaluate survey data to determine which stories the company needs to hear and what data will tell the story in a credible and thorough way.
• Proactively connect survey data with talent data (e.g. performance, potential), organizational data (e.g., business performance metrics), and contextual data (e.g., market trends, organization reputation).

Presenter Biographies:

Sarah Johnson, Vice President of Enterprise Surveys and Analytics at Perceptyx, Inc., has more than three decades of experience in her field. She specializes in employee engagement, organizational development and effectiveness, and survey data analysis – advising senior leaders at Fortune 500 firms around the world.  Johnson works with clients around the world, from as far north as Denmark to as far south as Brazil. Prior to joining Perceptyx, Johnson was a Global Practice Leader at CEB.  She has also worked as an internal consultant, leading the global organizational survey programs at Eastman Kodak and IBM, and held a number of HR positions at IBM that gave her experience in Employee Relations, Compensation, and Resource Planning. Johnson began her professional career at Procter & Gamble. She is the co-founder and first chairperson of the Information Technology Survey Group (ITSG) and was a member of the board of Mayflower Group. She received a bachelor’s degree in psychology from Purdue University and holds a Master of Arts degree and Ph.D. in industrial-organizational psychology from Ohio State University.

Elizabeth McCune is the Director of Employee Listening Systems and Culture Measurement at Microsoft. She is responsible for setting the strategy and direction for Microsoft’s employee surveys to ensure that these efforts 1) reflect best-in-class measurement and analytics techniques that bring the employee experience to life, and 2) enable leaders and HR professionals to make evidence-based decisions. Empowered by a talented team of I-O psychology and data science professionals, over the last few years she has driven the strategy for scalable analysis of employee survey comments leveraging NLP techniques and accessible reporting solutions. Mccune has served on the board of the Information Technology Survey Group (ITSG), has co-authored book chapters on normative survey data and employee listening, and is a frequent presenter at the annual SIOP conference. McCune holds a Ph.D. in Industrial-Organizational Psychology from Portland State University.

Date/Time:

Tuesday, March 30, 2021 - 1:15 PM - 4:45 PM

Presenters:

• William A. Schiemann, Metrus Group
• Jerry Seibert, OrgVitality

Coordinator:

• Matt Fleisher, FTI Consulting

Intended Audience:

Advanced: This workshop will be of most benefit to those who are in senior positions or other applied roles and interact with corporate leadership teams. It will be ideal for those who design, implement, and position evidence-based research or findings with non-psychologists managers. This workshop offers a graduate-level integration of strategy, measurement, and decision-making. This session is ideal for individuals who have responsibility for designing and implementing strategic people metrics, identifying people drivers of business performance, and packaging human resource data that leads to additional resources and leader actions. Participants should have a strong foundation of I-O as well as human resource issues in organizations and have experience in corporate environments.

Abstract:

I-O Psychologists often conduct important work that is not fully understood or valued by executives. This session will address how to make I-O research more strategic and relevant to leaders. This session addresses key issues that limit I-O impact: strategic positioning, business context, ROI, linkage to business outcomes, and packaging.

Description:

The work of I-O Psychologists and HR leaders is too often not sufficiently central to executive decision-making due to how the work is designed, sold, implemented, and presented. Part of this gap is due to insufficient skills in areas such as business strategy or corporate measurement, leading to good research designed for the wrong objective or showing little business impact. Another cause is a failure to connect the information to business strategy and key corporate priorities and package it for decision-making and action. This workshop will teach participants numerous strategies for how to close such gaps and how to create high impact people measures that drive business performance.

Learning Objectives:

This workshop is designed to help participants:

• Better position I-O practice in a strategic business context, thereby increasing acceptance among leaders
• Connect I-O research and practice to business decisions through a deeper understanding of business strategy, balanced scorecards, and related tools
• Create more holistic applied research frames that connect stages of the talent lifecycle, leverage scarce resources, and advance organizational goals

Presenter Biographies:

William A. Schiemann is Chief Executive Officer of Metrus Group, an organizational research and advisory firm specializing in strategic performance measurement and employee fulfillment. Schiemann and his colleagues have consulted extensively with many corporations on business and talent strategy, organizational, people and HR measurement, and creating high-performance cultures. Schiemann and his firm are known for their pioneering work in the creation of performance gauges and scorecards to measure strategy implementation, their innovative People Equity® model, and establishing linkages between employee, customer, and financial outcomes.

Schiemann is the author of numerous books such as The ACE Advantage: How Smart Companies Unleash Talent for Optimal Performance (SHRM, 2012) and Reinventing Talent Management: How to Maximize Performance in the New Marketplace (Wiley and SHRM, 2009). He is also co-author of Hidden Drivers of Success: Leveraging Employee Insights for Strategic Advantage (SHRM, 2014) and Bullseye! Hitting Your Strategic Targets Through High-Impact Measurement, (The Free Press 1999). His most recent books explore the issue of employee fulfillment—Fulfilled! Critical Choices: Work, Home, Life (Secant, 2017), and Fulfillment! Beyond Engagement: Building Winning Workplace Experiences (Secant and HRCI, 2018).

He has authored pieces in a diverse array of publications, including The Conference Board Review, CEO, The Deal, Financial Executive, Forbes, Fortune, INC, J. of Business and Psychology, J. of Business Strategy, J. of Strategic Performance Measurement, Leadership Excellence, Management Review, Personnel Journal, Pharmaceutical Executive, People & Strategy, and Quality Progress. He has also contributed chapters on employee surveys, internal service improvement, and talent management for a variety of books published by SIOP, ATD, and McGraw-Hill.

He is a frequent global speaker for both public and private forums, including such organizations as ABRH-Nacionale of Brazil, American Society for Quality, AICPA, Australia Human Resource Institute, Hong Kong Institute of HR Management, Human Resource Excellence Center (China), HR People + Strategy, Johnson & Johnson, and Society of Human Resource Management and SHRM India.

Schiemann has served as Chairman of the SHRM Foundation board of directors and Strategy Head of the Board of Directors of the HR Certification Institute.

Prior to his business and consulting life, Schiemann served on the business school faculties at Georgia Institute of Technology and the University of Iowa. He has published refereed research articles in such journals as Administrative Science Quarterly, Human Resource Management, HR People & Strategy, and the Journal of Applied Psychology. Dr. Schiemann received a Ph.D. in Organizational Psychology from the University of Illinois, an MBA from the Stuart School at Illinois Institute of Technology, and a BS in Psychology from the Illinois Institute of Technology.

He received the coveted S. Rains Wallace National Dissertation Award from SIOP in 1977 for his ground-breaking research in organizational leadership and communications. He has also received the Distinguished Alumni Award from the School of Psychology at the University of Illinois. In 2010, he was named a SIOP fellow.

Jerry Seibert is an Executive Consultant for OrgVitality, working with clients that range from Honeywell and PepsiCo to non-profits such as Conservation International and regional credit unions. He has 30 years of experience working with organizations to measure and improve customer, employee, and other stakeholder perceptions. In addition to leading a wide range of client engagements, Seibert has also led research in internal customer service and its connection to business outcomes. He has designed and implemented hundreds of organizational surveys.

He is the co-author of Hidden Drivers of Success: Leveraging Employee Insights for Strategic Advantage, published by SHRM in 2013. Seibert has more than 20 publications to his credit in a variety of peer-reviewed and professional journals. He is a frequent speaker for both public and private forums, including such organizations as the Society for Industrial and Organizational Psychology (SIOP) and the Society for Human Resource Management (SHRM).

Prior to joining OrgVitality, Seibert was a principal with Metrus Group for 12 years. He was also previously President of Parkside Associates, an international healthcare customer and employee survey firm, which he grew 10x in 5 years, with a staff of over 100 consultants and research analysts, before the firm was acquired. While there he developed a suite of customer surveys that were very widely accepted and were administered to over 5,000,000 recipients annually across more than a thousand organizations in the US, Canada, and Australia. He also served as turnaround CEO for RadicaLogic Technologies, a Canadian software firm providing tools for healthcare risk management.

Seibert received his M.A. degree in Industrial-Organizational Psychology from Western Kentucky University in Bowling Green. He has a B.A. in Psychology from the University of Delaware.

Date/Time:

Wednesday, March 31, 2021 - 9:30 AM - 1:00 PM

Presenters:

• Christine Boyce, Right Management & ManpowerGroup
• Mitchell Gold, Gallagher Integrated

Coordinator:

• Taylor Sullivan, HumRRO

Intended Audience:

Intermediate: General audience at the post-graduate level. The workshop is intended for I-O professionals and HR practitioners who are interested in storytelling as an important leadership skill that can be developed in a purposeful way. Some background of personality trait theory (e.g., knowledge of the Five-Factor Model) and leadership theories would be helpful.

Abstract:

While storytelling as a method of sharing knowledge has existed for centuries, it has gained recent recognition as a way for leaders to inspire others. We explain the importance of storytelling in organizations, share techniques to be better storytellers, and discuss how to implement programs to develop storytelling skills.

Description:

While storytelling is not a new concept, organizations are now realizing the power of stories, especially when told through “authentic narratives.” In this workshop, we focus on three areas in support of this idea. First, we explain why storytelling is an important influence strategy that is worthy of development in today’s leaders (i.e., “the why”). Second, to begin to develop the skills of those attending, we preview some of the techniques individuals can use to be better storytellers (i.e., the “how”). Third, we discuss how participants can bring storytelling back to their own organizations (i.e., the “what’s next”).

Learning Objectives:

This workshop is designed to help participants:

• Build the case for storytelling as an important influence strategy
• Describe the steps for creating influential personal narratives
• Apply the components that comprise a powerful narrative to participants’ own personal stories
• Use a feedback model to evaluate the stories of others
• Identify the optimal organizational situations in which stories can be used and storytelling development programs can be implemented

Presenter Biographies:

Christine Boyce has a dual role as both an internal and an external consultant for ManpowerGroup and Right Management. In her internal role, she is director of ManpowerGroup’s Global Assessment Center of Excellence, where her mandate is to help all the ManpowerGroup brands be better users of assessments, both internally and with the clients they serve. This role also involves advising Manpower’s global staffing business regarding the use of assessments to address current and future skill gaps and to make decisions that will support clients’ workforce needs today and into the future. In her external role, she is a principal consultant in Right Management’s Talent Management Practice, advising her clients across industries regarding a wide range of talent management needs, including leadership development, succession planning, assessment, and career development. Christine has over 15 years of experience as a talent management practitioner and holds a B.S. in Psychology with a Citation in Honors from Marywood University where she earned the Psychology Department Medal. She is ABD (all but dissertation) from the Industrial-Organizational Psychology Ph.D. program at State University of New York’s (SUNY) University at Albany and was an award-winning undergraduate instructor there before beginning her consulting career. In addition, she is an active member of the Metropolitan Association of Applied Psychology and SIOP.

Mitchell Gold is a Managing Director & Senior Advisor of Engagement Surveys for Gallagher’s Human Resources & Compensation Consulting practice. He works with clients to understand pivotal business and leadership levers that will most effectively advance business outcomes. For over 20 years, Mitch has worked with numerous Fortune 100/500 organizations in helping them evolve their human capital and talent management practices. His industry experience spans segments including Telecommunications, Manufacturing, Technology, Healthcare, Oil & Gas, Construction, and Retail Services.

Gold has deep executive consulting experience and has worked with hundreds of leadership teams across numerous industries. His experience includes leadership development and storytelling methodologies, selection and assessment strategy, engagement survey approaches, advanced statistical modeling, and the development and implementation of actionable insights that drive workforce engagement while optimizing business and operational excellence for his clients. Prior to joining Gallagher, Gold served as a Senior Talent Management Consultant at Aon and ManpowerGroup he led complex client initiatives including executive assessment, employee engagement, executive coaching, assessment centers/leadership academies, and succession management. Prior to these experiences, he spent 10 years at Sprint in Kansas City, leading the Selection and Assessment Strategy team to provide strategy and implementation of all hiring, engagement, and leadership initiatives, enterprise-wide.

Gold earned his Ph.D. in Industrial-Organizational Psychology from the Illinois Institute of Technology in  Chicago, IL, as well as B.S. degrees in Psychology and Personnel Management from the University of Arizona, and an M.S. degree in Industria-Organizational Psychology from the University of Memphis.

Date/Time:

Wednesday, March 31, 2021 - 1:15 PM - 4:45 PM

Presenters:

• Katey E. Foster, APTMetrics
• Adam T. Klein, Outten & Golden

Coordinator:

• Kelsey Kline, Intel Corporation

Intended Audience:

Intermediate:  General audience at the post-graduate level. The workshop is intended for I-O professionals and HR practitioners who assist or advise in making employment decisions. A solid, working understanding of the concepts of establishing job-relatedness is essential.

Abstract:

The legal landscape around employment decisions continues to evolve. The presenters – an I-O consultant and an employment attorney – will provide an update and perspective on those changes with significant implications for HR practices. Participants will learn about recent cases, regulatory trends, and best practices for making legally defensible employment decisions.

Description:

The legal landscape around employment decisions continues to evolve. The purpose of this session is to provide an update on those changes with significant implications for HR practices. The presenters – an I-O psychology consultant for Fortune® 100 companies and a plaintiff's attorney leading numerous major employment discrimination class-action lawsuits – will provide diverse perspectives and insights into current litigation trends. Participants will learn about recent court cases, new and updated employment regulations, and the current priorities and initiatives of the EEOC and OFCCP. The session also will include a discussion of best practices in the development and validation of procedures for making legally defensible employment decisions.

Learning Objectives:

Based on the content of the session, participants should be able to:

* Describe the recent court cases with major legal implications for employment decisions and HR practices.

* Identify significant changes to employment regulations.

* Identify current priorities and initiatives of regulatory agencies.

* Apply knowledge to inform relevant areas of practice (e.g., development/validation of selection tools) and/or prioritize efforts toward ethical and legal compliance.

Presenter Biographies:

Katey E. Foster is a Director and Litigation Co-Practice Leader with APTMetrics. She provides consulting services in the areas of litigation support, selection procedure development and validation, job analysis, and competency modeling. She has consulted with Fortune® 100 clients across industries, including technology, financial, pharmaceutical, retail, hospitality, and healthcare, as well as with local, state, and federal government agencies. She works with organizations to design and implement fair, valid, and legally defensible HR processes. Foster has served as an expert witness to counsel; she has also provided substantial support to other expert-witness, consulting, and settlement work in employment discrimination cases for both defendants and plaintiffs. Prior to joining APTMetrics, she gained experience in performance management, 360-degree feedback assessments, training, and survey work with The Timken Company. Foster earned her Ph.D. from the University of Akron’s industrial-organizational (I-O) psychology program, where she also held teaching and research positions. She recently co-authored a book chapter on the legal environment for 360-degree feedback in Handbook of Strategic 360 Feedback.

Date/Time:

Thursday, April 1, 2021 - 9:30 AM - 1:00 PM

Presenters:

• Liberty J. Munson, Microsoft
• Paul Tsagaroulis, Carrier

Coordinator:

• Jan Harbaugh, SHL

Intended Audience:

Intermediate: This workshop is intended for those who gather data to make recommendations to influence key stakeholders and to drive impact through data-driven decisions. This session builds on the attendees’ understanding of statistics, strong research study design, appropriate data gathering strategies, and analysis. Although a basic understanding of data visualization would be helpful, the presenters will discuss some foundational data visualization principles and best practices.

Abstract:

Successful decision-making requires turning data insights into action. Data visualization facilitates this by presenting data with impact (art) while staying true to the results (science). This workshop focuses on practical applications of data visualization principles to drive impact. Attendees will be given opportunities to practice those principles during the session.

Description:

Successful decision-making has everything to do with turning data insights into action, but this process is as much an art as a science because the goal is to present your data in a way that has an impact while staying true to the results. This workshop focuses on practical applications of data visualization principles and best practices to drive that impact. The presenters will discuss these principles and best practices, providing examples to illustrate their importance and interpretation. During this workshop, they will demonstrate how to use several software packages to create these visualizations. Attendees will be given the opportunity to practice creating their own data visualizations using open-source data and will discuss their visualizations with others in order to evaluate them and better understand how they drive impact.

Learning Objectives:

• Understand and apply data visualization best practices and principles
• Apply static and dynamic data visualizations to organizational data
• Evaluate data visualizations and recognize implications of interpretation for decision making and how those visualizations can drive true business impact

Presenter Biographies:

Liberty J. Munson is the Lead Psychometrician for Microsoft’s Worldwide Learning organization and is responsible for ensuring that the skills assessments in Microsoft Technical Certification and Employability Programs are valid and reliable measures of the content areas that they are intended to measure. She often presents key metrics related to the certification program and psychometric data with senior leaders. She has a passion for ensuring that these visualizations tell the right story to drive decisions that have true business impact. Prior to Microsoft, she worked at Boeing in their Employee Selection Group, where she assisted with the development of their internal certification exams and acted as a co-project manager of Boeing’s Employee Survey. She received her BS in Psychology from Iowa State University and MA and Ph.D. in Industrial-Organizational Psychology with minors in Quantitative Psychology and Human Resource Management from the University of Illinois at Urbana-Champaign.

 
Paul Tsagaroulis is the Director of HR Analytics at Carrier. In his previous role, he led a team of analysts responsible for workforce analytics deliverables, reports, and dashboards as the director of the HR analytics division at the U.S. General Services Administration. Tsagaroulis' prior work experience includes conducting workforce effectiveness research at Allstate and leading HR analytics support for global functions at UBS. He has a Master of Arts in Industrial-Organizational Psychology from the Chicago School of Professional Psychology and is currently pursuing a Ph.D. in Business Psychology at the Chicago School.