On the Legal Front: Government-Mandated Pay Reporting Is on the Horizon

Richard Tonowski

Meredith Turner 0 1294 Article rating: No rating

On January 29, 2016 (seventh anniversary of President Obama’s signing of the Lily Ledbetter Fair Pay Act), The U.S. Equal Employment Opportunity Commission (EEOC) announced the long-anticipated proposed regulations for pay data collection. Private-sector employers with 100 or more employees will complete an expanded EEO-1 annual workforce demographics report that will now include 12 pay categories. The EEO-1 has been around since 1966; the current rules for which employers are required to file the report are not changing. Pay data would be based on W-2 earnings; employers would also report total hours by pay band. EEOC is soliciting comments on how to handle hours for salaried employees whose hours are not generally tracked. The first pay report would be due in September 2017; employers would report a year of pay data looking back from any pay period between July 1 and September 30 of the reporting year. The rule includes federal contractors and supersedes the Department of Labor proposed regulation announced in 2014; the two agencies are together on the EEOC plan. There is speculation that federal contractors with 50-99 employees who currently file EEO-1 might be included later. Comments were being taken until April 1.

A Look Down Under: Organizational Psychology in Australia The College of Organisational Psychologists (COP)

Lynda Zugec, Peter Zarris, and Tim Bednall

Meredith Turner 0 1276 Article rating: No rating

For this issue of the International Practice Forum, we reached out to our colleagues in Australia to give us some insight on what the industrial-organizational psychology landscape looks like. In Australia, it is more commonly referred to as organizational psychology. Past Chair Peter Zarris and current Chair Tim Bednall of the Australian Psychological Society College of Organisational Psychologists provide us with an overview of the strategic aims of the college, ongoing progress, and potential opportunities.

Toward a Business Acumen Competency Model for I-O Practitioners

Matthew Minton

Meredith Turner 0 1892 Article rating: 5.0

Our discipline is deeply rooted at the intersection of psychology and business. Plainly, without business,1  industrial-organizational (I-O) psychology as we know it would not exist. In a small irony, for those of us who received our education in a department or school of psychology, little instruction or knowledge related to business may have been imparted. Thus, unless we learned it on our own or were fortunate enough to have former business experience, many of us left graduate school lacking in basic business acumen. A lack of business acumen can have a major influence on many facets of our professional life, and it can impact our credibility and success as practitioners when we are required to speak the language of our clients and understand their businesses.

Spotlight on Humanitarian Work Psychology #thispsychmajor

Ashley Hoffman

Meredith Turner 0 1449 Article rating: No rating

For those of you with excellent memories, you’ll recall I mentioned in the last column I would discuss the Sustainable Development Goals in this issue’s column, as they were recently installed in September, 2015. However, being the savvy TIP reader you are, you’ll also recognize that a wonderful feature article was published last edition, not only explaining the SDGs but also identifying some key ways that I-O psychologists can get involved in the accomplishment of these goals (Foster et al., 2015). As such, it seems a bit redundant to talk about the SDGs in this column, and so we will move to another topic, with the potential for revisiting the SDGs in a future installation after some results and reports have been generated.

Organizational Neuroscience A Brief Primer on Neurotechnology in I-O Psychology: A TIP Interview With Stephanie Korszen

M.K. Ward, Xiaoyuan (Susan) Zhu, and William Becker

Meredith Turner 0 1379 Article rating: No rating

Neuroscience equipment is expensive and can be intimidating, which in turn discourages many from taking an organizational neuroscience approach to their work. Buying neurotechnologies for your research lab or company doesn’t have to be a scary undertaking. Knowledge is power, and just as Consumer Reports helps people buy a range of products, in this issue our conversation aims to support an informed investment in neurotechnologies.

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