Driving action from employee surveys is the ultimate goal, yet the hardest part. This workshop focuses on how to maximize survey-based change. Starting upstream with design strategies to maximize organizational attention, we will cover how to design an action framework (focusing on action “assignments” for executives, managers, HR, and others), effectively implement that design with proper support, expand points of contact into other organizational interests and programs with a systems perspective, leverage scientific and technological tools, and ultimately manage the ongoing listening landscape. The presenters, with a wealth of experience and stories from both internal and external roles, will share advice and tactics relevant to early as well as more evolved survey programs (from HRBP support to AI; from executive interests to nudges). This workshop will appeal to any who own survey listening programs within organizations or are otherwise chartered with driving data-based change.
Questions? Contact the Program Coordinator: Anne Whiting, MS, Black & Veatch
Presenters

Scott Brooks is a founding partner and head of consulting for OrgVitality, one of the few I-O-led survey research firms in the marketplace. His clients cover all major industry sectors, and span from global Fortune 100 corporations to local non-profits. He has been active in survey related practice and research since 1990. Prior to OrgVitality, he led the consulting group within Kenexa’s survey practice, was the West Coast General Manager for Gantz Wiley Research, and worked internally within organizational development for a division of Target, Inc. He provides research and survey related support to both the Mayflower Group and the IT Survey Group (survey consortia). He is a SIOP Fellow, is coauthor of the employee survey chapter in SIOP’s upcoming Handbook on the Practice of IO Psychology, as well as many other book chapters and articles. With Jeffrey Saltzman, he wrote the book Creating the Vital Organization, covering research and stories about innovation and organizational change. Scott holds a PhD in Industrial and Organizational Psychology from The Ohio State University and a Bachelor of Arts from Cornell University.

Dr. Julian B. Allen is the Director of Talent Management at MiTek, a Berkshire Hathaway Company. In this role, he leads the design and execution of MiTek’s core talent processes (i.e., Performance Management, Talent and Succession Planning, Leadership Assessment, and Surveys). Previously, he was with PepsiCo on the Global Talent Management team serving in multiple roles with responsibilities in the employee listening, leadership assessment, and selection space. With a background in survey research, consulting at OrgVitality, and a PhD in Industrial-Organizational Psychology from the Pennsylvania State University, Julian has a deep expertise in talent management and talent analytics.
Intended Audience
Intermediate: Solid understanding of the basic concepts covered in this learning program is assumed and may not be discussed or only discussed briefly in this learning program. Intended for someone with some experience in this content area. Building on graduate-level education in I-O psychology or HR management, participants should have basic experience working with designing, administering, and reporting organizational surveys, though they need not be experts.
Learning Objectives
Using the strategy-insight-action framework, create two approaches for survey-based change that align with an organization’s overarching business priorities.
Design one action framework that includes a structured roles and responsibilities matrix, differentiating the unique responsibilities that managers, HR, and executives have in driving survey-based change.
Create a framework document that provides at least three clear responsibilities/points of accountability and three points of tailored guidance for each level of leader across the organization.
Discuss two ways that survey results can be integrated into broader organizational processes, such as performance management, leadership development, and alignment with organizational goals.
Identify up to five scientific and technological tools that speed up insights and drive data-informed actions to maximize survey utility, such as AI.
Describe what a Listening Landscape is and how it promotes a continuous improvement loop, ensuring alignment with organizational change efforts over time.
Times Offered
All times are in
timezone.
- Wed Apr 2nd 8:00 a.m. to 12:00 p.m.
- Wed Apr 2nd 1:00 p.m. to 5:00 p.m.
Delivery Type
In-Person
Certification Type
Continuing Education (CE)