Presenters:

• Dr. Cari Miller, CMP, FHC, Founder and Principal, AI Governance & Research, The Center for Inclusive Change
• Dr. Eric Sydell, PhD, Book Author and Cofounder & CEO, Vero AI

Questions? Contact the Program Coordinator: Kevin Reindl, San Diego Gas & Electric

Intended Audience:

Intermediate. Solid understanding of human resources practice, including general understanding of the professional guidelines and laws governing the broad range of human resources, for example, recruiting, selection and assessment, bias, compensation, privacy, performance management, and so on. A basic understanding of artificial intelligence and large language models including recent legislation, as well as basic grasp of generative artificial intelligence tools would be beneficial but not required.

Abstract:

This workshop explores the benefits and risks of artificial intelligence (AI) across human resources (HR) areas. Discover how to manage risks like bias and privacy, while leveraging the power of responsible AI use. Leave with practical knowledge of how the newest AI tools will continue to transform HR practice. 

Description:

In this workshop, we will explore the various and newest applications of artificial intelligence (AI), including generative AI tools such as large language models (LLMs), in human resources. The workshop will touch on uses in recruitment, selection and assessment, learning and development, performance management, employee engagement, and retention and attrition. We will discuss the risks and challenges associated with the use of AI, such as bias, privacy, and other legal concerns, as well as explore strategies for mitigating these risks. Additionally, we will delve into the ethical considerations surrounding the use of AI and discuss how organizations can ensure that their AI systems are transparent, accountable, and aligned with values. We also will discuss how AI can be leveraged to evolve the field of I-O psychology itself. Through interactive discussions and case studies, participants will leave with a deeper understanding of how AI can be used effectively in HR while avoiding unintended consequences.

Learning Objectives:

1. Explain the fundamental concepts of and the historical differences between the scientific method and data science, and how these impact the acceptance and use of AI.
2. Describe the basic concept of generative artificial intelligence, including the core principles of machine learning, neural networks, and the role of large language models in HR.
3. Assess and mitigate at least 3 potential risks associated with AI in HR, including algorithmic bias, data privacy concerns, and legal compliance issues.
4. Describe the human/psychological/ethical considerations in AI implementation as they relate to (a) fairness, (b) transparency, and (c) accountability. Be able to apply these principles to ensure AI systems align with organizational values in HR settings.
5. Identify and explain at least three specific applications of AI in HR, such as using large language models for resume screening, chatbots for employee support, and predictive analytics for retention.

Presenter Biographies:

Cari Miller, PhD, Founder & Lead Researcher, Center for Inclusive Change, and Founder, Ethical AI Institute

Background:

Miller is a subject matter expert in AI risk management and organizational AI governance practices, a certified change manager, and an experienced corporate strategist. Miller delivers AI training programs, AI procurement guidance, AI audit and assessment advisory services, and AI policy analysis. Throughout her career, she has worked with some of the largest brands in the world to successfully plan and implement complex business model shifts, system implementations, data science projects, process overhauls, product launches, organizational design and compensation alignments, and cultural improvement initiatives positively impacting thousands of employees, clients, supply-chain partners, and shareholders. Miller serves on the board of For Humanity, an international nonprofit developing AI audit criteria for high-risk AI systems and is the vice chair of the IEEE working group developing international AI Procurement standards. She is also an active committee member of the IEEE AI Policy Committee.

Education:

• MBA in Marketing, University of Maryland
• Doctorate in Business Administration, Wilmington University, with a deep research background in AI risk mitigation related to HR tech, EdTech, and AI procurement

Eric Sydell, PhD, Book Author and Cofounder & CEO, Vero AI

Background:

Vero AI is a firm dedicated to understanding and harnessing the power of AI and all algorithms for the benefit of human society. Sydell is an I-O psychologist, entrepreneur, and consultant with more than 2 decades of experience working in the recruiting technology and staffing industries. An expert in AI, machine and deep learning, psychometrics, and their practical application in hiring, Sydell regularly writes and speaks on these topics, both in the media and at academic and industry conferences worldwide. He is the coauthor of the book, Decoding Talent: How AI and Big Data Can Solve Your Company’s People Puzzle, from the Fast Company Press. He has been quoted in Fast Company, USA Today, Yahoo Finance, VentureBeat, Silicon Republic, and many other outlets.

Education:

• PhD, I-O Psychology, University of Akron
• BA, Psychology, James Madison University

Presenters:

• Dr. Krystyn Ramdial, PhD, Director, Global Section & Assessment and Global Talent Management, Procter & Gamble
• Dr. Megan Leasher, PhD, Director, Strategic Talent Leader, Cincinnati Children’s Hospital and Medical Center
• Dr. Daniele Bologna, PhD, HR Senior Director, Procter & Gamble

Questions? Contact the Program Coordinator: Kyle Morgan, Edison Electric Institute

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.

Abstract:

This workshop will guide participants through the strategic journey of preparing for and launching selection and development assessments. We will build on participants’ fundamental knowledge by simulating real-world scenarios and providing opportunities for practicing elements of design, implementation, and change management.

Description:

Done well, assessments add immense value to almost any organization, but done poorly, assessments can systematically build in processes detrimental to an organization’s talent strategy. This workshop will practically walk participants through the strategic journey of building and launching selection and developmental assessments. Partnering with other participants, attendees will deploy a new assessment, from idea conception to program launch. Expert and highly experienced presenters will coach and guide participants through this process, while helping identify best practices and key watch outs, through a hands-on working session. Most of the session will either be the practical application of the assessment deployment process or facilitated group discussion on key content areas such as test selection, job analysis strategy, validation, adverse impact, managing and prepping HR and leadership, legal risk mitigation, launch/deployment, and stakeholder management. This will prepare participants to build and deploy assessments in their own organizations.

Learning Objectives:

1. Design a strategy for an assessment testing program.
2. Apply five implementation steps for a successful launch of selection and/or development assessment tests.
3. Identify three key factors to consider when securing stakeholder buy-in for assessment use in selection and/or development.
4. Outline the criteria for HR professionals and I-O psychologists to use in change management initiatives for launching assessment tests.

Presenter Biographies:

Krystyn Ramdial, PhD, Director, Global Talent Acquisition and Global Talent Management, Procter & Gamble

Background:

Ramdial currently owns the global selection strategy, including principles, processes and capability for CVs, assessments, and interviews; the global talent acquisition strategy for manufacturing technicians, including employer branding, operations, selection, and delivery; and various global talent management projects in areas related to manager enablement, work/growth plan analytics, and talent management capability for employees and HR. Krystyn has previous research and work experience in leadership and development, team cohesion, engagement surveys and action planning, technology-enabled selection, and cross-cultural/global contexts.

Education:

• MS, I-O Psychology, University of Central Florida
• PhD, I-O Psychology, University of Central Florida

Meagan Leasher, PhD, Director, Strategic Talent Leader, Cincinnati Children’s Hospital and Medical Center & SIOP Fellow

Background:

Leasher is an award-winning I-O psychologist who is passionate about helping individuals and organizations become their best selves. As a thought leader in talent management, people strategy, and the design of talent solutions, she helps teams and organizations thrive. She has served as a chief officer for Talent Plus, an HR consulting firm, led talent development for Bon Secours Mercy Health, an international health system, as well as established and led the people science practice for Macy’s Inc. Leasher is a Forbes contributor, executive coach, and avid speaker, presenting at national conferences, corporate and nonprofit events, universities and podcast guesting. She has led research initiatives for the Cincinnati USA Regional Chamber and Women in the Marketplace, a ministry for working women. Leasher’s honors include being named one of HR’s Rising Stars by Human Resource Executive Magazine, The 10 Most Influential Leaders in HR by Insights Success Magazine, and Cincinnati’s Forty Under 40.

Education:

• PhD, I-O Psychology, Wright State University
• BA, Psychology/Sociology, Kent State University

Daniele A. Bologna, PhD, HR Senior Director, Research &Development, Procter & Gamble

Background:

In his current role, Bologna has overseen the deployment of various assessments for 1.5 million candidates annually over roughly 6 years. In this role, he owned the psychometric and general health of current selection systems as well as led ongoing innovative projects in testing and assessments. Bologna previously worked in Global Talent Management at P&G in areas such as succession planning, potential, annual survey, internal staffing, exit survey, and other unique talent management projects. Prior to P&G, Bologna has worked in both external and internal roles in areas such as personnel selection, performance appraisal, consensus surveys, strategic planning, and management/leadership development.

Education:

• PhD, Psychology, University of Cincinnati
• MA, Psychology/Sociology, Xavier University

Presenters:

• Dr. Ludmilla Praslova, PhD, Book Author and Professor, Vanguard University of Southern California
• Kelsie L. Colley, MS ABD, People Research Consultant, ZOOM
• Dr. Kristin Allen, PhD, Associate Director, SHL

Questions? Contact the Program Coordinator: Josh Allen, Walmart

Intended Audience:

Introductory. Little knowledge of the basic concepts covered in this learning program. Intended for someone new to the area with little to no background experience in the content area.

Abstract:

Despite productivity and innovation associated with employing different kinds of minds, neurodivergent talent is misunderstood and often excluded. Experts with academic, applied, and lived experience will clarify key neurodiversity terms, dispel myths, and outline best neuroinclusive talent and organizational practices. Participants will develop actionable takeaways applicable to many professional roles.

Description:

An esteemed panel of experts, comprising both neurodivergent and neurotypical academics, applied researchers, and consultants, will explore the multifaceted realm of neurodiversity. This comprehensive workshop will encompass the following key areas:

• Terminology and Myth Busting: Demystifying the language of neurodiversity and debunking common misconceptions, paving the way for a more inclusive approach.
• Best Practices for Recruitment and Selection: Unveiling the most effective and equitable methods for neuroinclusive hiring and supporting neurodivergent candidates.
• Promoting Neurodivergent Success: Providing insights into inclusive strategies that empower neurodivergent individuals to thrive in various workplace settings.

These strategies will cover critical aspects such as performance management, communication, fostering employee resource groups (ERGs), addressing workplace bullying and harassment, and building neuroinclusive cultures. The workshop's thoughtfully designed activities will help participants develop actionable takeaways applicable to many professional roles and will enrich your understanding of neurodiversity and equip you with the tools to create more inclusive and supportive workplaces.

Learning Objectives:

1. Describe two conflicting approaches that shaped the language of neurodiversity and recognize 10 common misuses and misconceptions from the perspective of neurodivergent communities.
2. Identify three ways to increase neuroinclusive applicant attraction and five ways to support neurodivergent candidates during the selection process.
3. Describe five inclusive strategies that empower neurodivergent individuals to thrive in various workplace settings.
4. Identify five types of KPIs and three types of goal metrics that can hurt or harm neuroinclusion and neurodivergent success.
5. Explain typical barriers to conducting research in this area as well as lesson learned and future opportunities.

Presenter Biographies:

Ludmila N. Praslova, PhD, SHRM-SCP, Book Author and Professor of Graduate I-O Psychology and Accreditation Liaison Officer, Vanguard University of Southern California

Background:

Praslova is the author of the book, The Canary Code: A Guide to Neurodiversity, Dignity, and Intersectional Belonging at Work (Berrett-Koehler Publishers, April 2024). She is a global inclusive talent strategy expert with extensive experience in global diversity and neurodiversity. Her current consulting is focused on creating organizational systems for inclusion and well-being, and providing neuroinclusion training and support to organizations such as Amazon, Bank of America, IBM, MIT, and Affinity Health. Praslova also serves as the editor of the upcoming book, Evidence-Based Organizational Practices for Diversity, Inclusion, Belonging and Equity (late 2023, Cambridge Scholars) and the special issue of the Consulting Psychology Journal: Practice and Research, “Disability inclusion in the workplace: From “accommodation” to inclusive organizational design.” She regularly writes for Harvard Business Review (HBR), Fast Company, Psychology Today, and a SHRM blog. She is the first person to have published in HBR from an autistic perspective.

Education:

• PhD, I-O Psychology, University of Akron

Kelsie L. Colley, MS, ABD, People Research Consultant, ZOOM

Background:

Colley is the global lead of Neurodiversity at Zoom Affinity Group. She is on a relentless quest to bring the scientist-practitioner model to life. Colley leverages her passion for research, advising, and inclusive practices to empower organizations through data-driven decision making, DEI, employee listening, people analytics, and leadership consulting. She has authored peer-reviewed papers, book chapters, and white papers in various fields, from selection and game-based cognitive ability testing to autism, DEI, and data analysis. As an autistic professional with ADHD, Colley knows that representation and employee voice are catalysts for success. Her PhD research delves into the intricate connections between technology, strategy, culture, and diversity, equity, and inclusion, all with the aim of translating research into actionable practices that support employee flourishing.

Education:

• ABD, I-O Psychology, Colorado State University
• MS, I-O Psychology, Colorado State University
• BS, Psychology, Grand Valley State University

Kristin Allen, PhD, Associate Director, Science Team, SHL, and SIOP Scholar

Background:

With more than 13 years of experience in talent assessment, Allen leads a team of scientists who develop, validate, and maintain psychometric assessments. She also leads a global research program through the SHL Labs’ Inclusive Assessment Research Program, which is focused on defining evidence-based best practices for assessing neurodiverse talent. This research team collaborates with both academic research partners and client partner organizations to explore how neurodiverse individuals experience a range of assessments in terms of both performance and reactions. These joint research teams embed the perspective of the neurodivergent community in all aspects of designing studies, collecting data, analyzing results, and suggesting best practices in talent assessment related to assessment content, design, and technology.

Education:

• PhD, I-O Psychology, Florida International University
• MA, I-O Psychology, East Carolina University

Presenters:

• Dr. Doug Bryant, EdD, Vice President, Talent Management, Sonic Automotive
• Dr. Erica Desrosiers, PhD, Chief Talent Officer, Acadia Healthcare
• Dr. David Futrell, PhD, Consultant

Questions, Contact the Program Coordinator: Courtney Van Overberghe, SHL

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.

Abstract:

Despite years of research, organizations remain dissatisfied with performance management. In this workshop, we will use previous research to identify ways to improve. We will discuss PM system’s purpose and then provide guidance for goal setting, performance and development feedback, evaluation, and connecting ratings with rewards.

Description:

Companies are overwhelmingly dissatisfied with their performance management systems, routinely changing them, altering the number of anchors on the rating scale, evaluation frequency, rating distribution guidance, the linkage between ratings and rewards, and other aspects that generate complaints from employees and leaders. Some companies abandon performance ratings altogether only to return to them a few years later. Over time, the system becomes a collection of incompatible processes that have been cobbled together to achieve goals that are also incompatible. These changes seldom result in any substantial improvement, so companies change their method every 3-4 years in a vain search for the secret recipe that will produce a useful PM system. The purpose of this workshop will be to help participants clarify the purpose of their PM systems, identify the critical trade-offs, and provide practical guidance for optimizing a PM system to achieve the most important goals for their organizations.

Learning Objectives:

1. Analyze three performance management constructs, such as setting SMART objectives, differentiating between high and low performance, and the practice of providing constructive feedback to staff. And be able to state the benefit of each.
2. Design one or more performance management tools such as a performance review form, a goal-setting template, or another data-driven tool for tracking employee productivity.
3. Describe how to respectfully provide constructive, specific, and actionable feedback in two or more of the following scenarios: one-on-one performance reviews, providing continuous feedback, and handling difficult conversations.
4. Explain how to use performance data for making informed decisions for one or more of three scenarios: promotions, transitions, or terminations.
5. Design and implement a process necessary to assist low-performing employees constructively, including establishing performance improvement plans and differentiating between performance and conduct issues within the framework of the legal and professional guidelines.

Presenter Biographies:

Doug Bryant, EdD, Vice President, Talent Management-Training and Recruiting, Sonic Automotive

Background:

Bryant is an accomplished talent management, training, and recruiting expert, bringing more than 25 years of strategic experience across a variety of industries. Areas of focus include strategy, organizational design, talent management, leadership development, organizational change, and learning and development. He is a member of several associations including the American Psychological Association, American Society for Training and Development, and the National Society for Performance and Instruction. Dr. Bryant was responsible for Organizational Effectiveness for Transportation Systems for Honeywell in Switzerland. His focus included talent development, organizational design, succession planning and team effectiveness.

Education:

• PhD, Education w HR Development Specialty, George Washington University
• MS, Instructional Technology, Rochester Institute of Technology
• BA, Management, Purdue University

Erica Desrosiers, PhD, Chief Talent Officer, Acadia Healthcare

Background:

Desrosiers and her team drive efforts at Acadia to ensure they continuously attract, develop, and retain the best, most engaged workforce. Prior to joining Acadia Healthcare, Desrosiers was chief talent officer for Otsuka America Pharmaceutical, where she was responsible for creating and executing talent strategies that supported the most critical business priorities. She focused on advancing the depth and diversity of the talent pipeline and identifying and developing emerging talent for the organization. Previously, she worked at Johnson & Johnson, Walmart, PepsiCo, and SHL. She is a frequent contributor to SIOP, having presented many times at the annual conference and LEC, including a prior workshop on talent management.

Education:

• PhD, I-O Psychology, Purdue University
• MS, I-O Psychology, Purdue University
• BA, Psychology, Criminal Justice, University of Albany, SUNY

David Futrell, PhD, Consultant

Background:

Before becoming a consultant, Futrell was the senior director of Organization Performance at Walmart, where he led the assessment strategy for all nonexecutive positions. In 2021, Futrell redesigned and implemented a new performance management system and led the performance team until 2023. The teams he led at Walmart have won several SIOP awards, including the 2022 Scott Myers Award (Walmart Store Manager Leadership Assessment), the 2021 SIOP/SHRM HRM Impact Award (Retail Associate Assessment), and the SIOP Machine Learning Competition (2018 and 2019). Previously, Futrell was a workforce research advisor at Eli Lilly and Company. He also served as adjunct faculty at Butler University teaching organizational behavior and statistics in the MBA program. He has been a frequent presenter at the annual conference, including a 2009 workshop and a 2012 master tutorial.

Education:

• PhD, I-O Psychology, University of Tennessee at Knoxville
• BS, Psychology, Murray State University

Note: This workshop will not be offering continuing education credits for psychologists or human resource professionals.

Presenters:

• Dr. Lilia Hayrapetyan, PhD, Global Head of People Analytics & Insights, Citi
• Dr. Leah Wolfeld, PhD, Sr Vice President, Culture Metrics and Analytics, Citi
• Dr. Brigitte Armon, People Analytics Director, Morning Consult
• Dr. Alexis Fink, PhD, Vice President of People Analytics, Meta

Questions? Contact the Program Coordinator: Carl Persing, Infoscitex, a DCS Company

Intended Audience:

Introductory. Little knowledge of the basic concepts covered in this learning program. Intended for someone new to the area with little to no background experience in the content area.

Abstract:

This interactive and discussion-based workshop is designed for I-Os, HR professionals, business leaders, and data scientists interested in establishing or expanding a people analytics function in their organization. Create a value proposition, hone consulting skills, identify barriers, and differentiate between the products and services you can offer.

Description:

People analytics is a data-driven approach to managing and optimizing people decisions, and it has become increasingly essential for organizations to stay competitive in today's fast-paced business environment. Convincing others of this and building a people analytics function from scratch, however, are no small feats. This session focuses on a potent mix of real-world skills: diagnosing the organization’s current state, identifying and gaining buy-in from stakeholders, deepening knowledge of data and technology, and delivering value through data analysis to best serve the client. I-O psychologists are trained to uncover evidence-based insights for critical decisions about an organization’s people—this session is designed to show people where to start.

Learning Objectives:

N/A

Presenter Biographies:

Lilia Hayrapetyan, PhD, Global Head of People Analytics & Insights, Citi

Background:

In her current position at Citi, Hayrapetyan shapes the strategy, design, and delivery of insights across all aspects of human capital data, including employee engagement, the organization’s cultural transformation, automation driven by advanced analytics, and deployment of AI for HR. Before joining Citi, she held various roles in talent management, succession planning, performance management and engagement practices at various organizations, including Pfizer and PepsiCo. Her earlier experiences include consulting with Mercer and Oliver Wyman, where she advised organizations on engagement surveys, conducted cultural assessments of organizations in preparation for mergers, and developed assessments. Her dissertation at CUNY focused on employees’ environmentally sustainable behaviors in and out of organizations and across cultures. Environmental sustainability and the role of I-O psychology in promoting it in organizations continue to be a passion of hers that she strives to integrate into her daily life.

Education:

• PhD, I-O Psychology, Graduate Center at City University of New York (CUNY)
• MS, I-O Psychology, Graduate Center at City University of New York (CUNY)

Leah Wolfeld, PhD, Culture Metrics & Analytics, People Analytics, Citi

Background:

In her current position at Citi, Wolfeld measures the impact of culture change initiatives, ranging from those that are targeted to certain areas of the bank to those addressing Citi-wide culture shifts. She designs Citi-wide measurement tools, links the data to critical business metrics, and interprets the findings and implications for Citi leadership. Before joining Citi, Wolfeld worked on Booz Allen Hamilton’s internal Executive Talent Management team, where she analyzed data in support of data-driven talent management decisions for the firm’s partners and VPs. Prior to Booz Allen, she worked at the McChrystal Group, where she created leadership development programs for external clients and contributed to thought leadership through publishing and speaking at conferences about the future of leadership. Leah holds a doctorate and an MS in Industrial Organizational Psychology with a concentration in International I-O from Florida Institute of Technology and is also a certified coach.

Education:

• PhD, I-O Psychology, Florida Institute of Technology
• MS, I-O Psychology, with concentration on international I-O Psychology, Florida Institute of Technology (includes a 5-month study abroad program at the University of Valencia).
• Certified Professional Co-Active Coach (CPCC)
• Certified Team Coach

Brigitte Armon, PhD, People Analytics Director, Morning Consult

Background:

As part of Morning Consult’s data-driven People Team, Armon informs decision making with data across the HR spectrum, including performance management, manager effectiveness, talent acquisition, and DEI. Before MC, she worked for the Cox family of businesses in both Organizational Effectiveness and People Analytics roles.

Education:

• PhD, I-O Psychology, International Concentration, Florida Institute of Technology
• MS, I-O Psychology, Florida Institute of Technology

Alexis A. Fink, PhD, Meta

Background:

Fink has spent 2 decades leading Talent Analytics, Talent Management, and large-scale organizational change teams at leading global organizations, including Meta (Facebook), Intel, and Microsoft. In her practice, she had addressed leadership assessment and succession planning, sophisticated internal research projects, management development, culture and employee value proposition, employee surveys, acquisition integration, process improvement, strategic workforce planning, people analytics data and tooling solutions, and major IT implementations. Across multiple organizations and domain spaces, Fink has brought a powerful focus on driving efficiency, effectiveness, and impact, working integratively with other disciplines to achieve business results. An effective and experienced global organizational leader herself, she has been able to practice what she preaches, building high performance organizations that incorporate professionals from widely diverse backgrounds. She is the incoming president-elect for SIOP, a SIOP Fellow, and the recipient of the 2019 SIOP Distinguished Service Award. She has served as chair of technical conferences and professional consortia. In addition to being a leading practitioner, she has approximately 100 publications and professional presentations.

Education:

• PhD, I-O Psychology, International Concentration, Florida Institute of Technology
• MS, I-O Psychology, Florida Institute of Technology

Presenters:

• Dr. Elaine D. Pulakos, PhD, Chief Executive Officer, PDRI by Pearson
• Dr. Elizabeth Lentz, PhD, Managing Consultant, PDRI by Pearson
• Dr. Jeff McHenry, PhD, Principal & Founding, Rainier Leadership Solutions

Questions? Contact the Program Coordinator: Joseph E. Mroz, AAA-Auto Club Group.

Intended Audience:

Introductory. Little knowledge of the basic concepts covered in this learning program. Intended for someone new to the area with little to no background experience in the content area.

Abstract:

The work environment is filled with more disruption than ever. This workshop will share research based on hundreds of companies and practical tips for how to create agile organizations. Paradoxically, the most successful leaders counterbalance the chaos and complexity of disruptive change with practices that foster simplicity, clarity, and focus.

Description:

For many years—between rapidly emerging opportunities and unexpected crises—organizations have been experiencing disruption. Even before the global pandemic, we were living in a time of true exponential change. Some describe the work environment as the most volatile it has ever been. Based on hundreds of global companies immersed in disruptive change, new research offers important insights for how to manage major disruption to business as usual. Paradoxically, the answer lies in counterbalancing the chaos and complexity of disruptive change with practices that foster simplicity, clarity, and focus. This workshop will share the surprising mindsets and strategies that enable people to perform at their best through disruption—and create an exceptional work experience for employees.

Learning Objectives:

1. Discuss three evidence-based practices to enable organizational agility and resilience.
2. Prepare leaders to create organizational agility and resilience by developing a plan using real-world examples and stories.
3. Identify simple and practical tips that are essential for managing through disruptive change.
4. Illustrate a strategy to enable organizational agility and resilience including tips for leaders.

Presenter Biographies:

Elaine Pulakos, PhD, Chief Executive Officer, PDRI by Pearson

SIOP Fellow and former SIOP President

Background:

Pulakos is an expert in building organizational and team capabilities that translate into business growth. She is well known for her research and writing on agility and resilience and has extensive global experience helping companies build these capabilities to increase their competitive advantage and performance. Pulakos has authored numerous articles, book chapters, and five books, as well as three best-practice volumes for the Society for Human Resources Management (SHRM). She has received numerous awards, including the SIOP Professional Contributions Award and is a two-time winner of the M. Scott Myers Award for Applied Research in the Workplace, among others. She is a SIOP Fellow and a Fellow of the American Psychological Association. She was SIOP President in 1998-99.

Education:

• PhD, I-O Psychology, Michigan State University
• MA, I-O Psychology, Michigan State University
• BA, Psychology and Business Administration, Penn State University

Elizabeth Lentz, PhD, Head of Agility Research and Products, PDRI by Pearson

Background:

Lentz has more than 20 years of experience developing, implementing, and evaluating innovative talent management solutions for a variety of commercial and government organizations globally. Her broad areas of expertise include leadership and organizational development, performance management, talent management, and training solutions. Her research has appeared in refereed journals, in book chapters, in numerous technical reports, and presented at professional conferences and military consortia. Elizabeth holds a PhD in Industrial/Organizational Psychology, with a minor in Management, from the University of South Florida.

Education:

• PhD, I-O Psychology, University of South Florida

Jeff McHenry, PhD, Principal & Founder, Rainier Leadership Solutions

SIOP Fellow and former SIOP President

Background:

McHenry helps clients achieve better business results through leadership and organizational development. His areas of expertise include executive assessment, coaching and developing senior leaders, high-potential development, talent management, succession planning, business-driven transformational change, and establishing a healthy and productive organizational climate. Prior to founding RLS, McHenry spent 18 years at Microsoft, where he served as general manager for Leadership Development and Recruiting, with responsibility for talent management, leadership and high potential development, organizational development, and executive recruiting. During that period, Microsoft won several prestigious awards, including a 2011 Top 20 Companies for Leadership award from the Hay Group, a 2011 Best Practice Award from the European Foundation for Management Development, and a 2010 Action Learning Organization Award from the World Institute for Action Learning. McHenry is a SIOP Fellow and served as SIOP President in 2006-07.

Education:

• PhD, Psychology, University of Minnesota

Note: This workshop will not be offering continuing education credits for psychologists.

Presenters:

• Dr. Sara Gutierrez, PhD, Chief Science Officer, SHL
• Dr. Tiffany Poeppelman, MS, Director, Career Development, LinkedIn

Questions? Contact the Program Coordinator: Kelsey Klausing, Hogan Assessments

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.

Abstract:

This session aims to provide practical steps and recommendations for building a skills strategy and implementing it within an organization. Attendees will learn about best practices and critical steps to gain stakeholder alignment, conduct skills identification, and consider technology impacts. Attendees will participate in interactive quizzes and exercises to better understand the concept of skills and how to implement a skills strategy.

Description:

This workshop is focused on building and implementing a skills-based strategy within an organization. Attendees will learn about the importance of skills in today's rapidly changing workforce, including the impact of AI and technological advancements. The workshop will cover critical steps to gain stakeholder alignment, conduct skills identification, and consider technology options. Participants will learn how to define a skills strategy aligned with organizational goals, such as selection, development, and succession. The workshop will also cover methods for identifying and acquiring skills, including job analysis and needs analysis, and techniques to measure and assess the presence and levels of skills within candidates and employees. By attending this workshop, participants will gain valuable insights and practical skills to build and implement a successful skills strategy within their organization, ultimately helping them to stay competitive in the Talent/HR community.

Learning Objectives:

1. Articulate the importance of the Skills Revolution and its relevance in today’s rapidly changing global workforce, particularly considering AI and technological advancements.
2. Identify at least three primary forces and stakeholder groups pushing for a skills-first approach across the talent lifecycle.
3. Define a skills strategy aligned to various organizational goals (e.g., selection, development, succession, etc.)
4. Explain how a skills-first strategy can empower global diversity initiatives and break down traditional barriers such as degree requirements in talent acquisition.
5. Describe how to identify and acquire skills, including the application of I-O principles like job analysis and needs analysis.
6. Describe up to two techniques to measure and assess the presence and levels of skills within candidates and employees.
7. Identify up to two technology options and considerations for implementing skills-based strategies within an organization.

Presenter Biographies:

Sara Gutierrez, PhD, Chief Science Officer, SHL

Background:

In her current position at SHL, Gutierrez focuses on leading 300 people-scientists involved in deploying deep science and advanced AI to develop industry-best tools for all people answers. She is a seasoned professional with almost 2 decades of experience in the employment testing industry. She joined SHL in 2005, where her work has spanned the design and delivery of traditional psychometric as well as AI-based assessments. Most recently, her research has been dedicated to the intersection of testing and technology in organizations, and the opportunities our growing technological capabilities provide toward driving innovation into assessment design and measurement. Within her role at SHL, she has placed a renewed focus on understanding and analyzing DEI, bias, and upward mobility and exploring the role skill-based strategies may play in providing more fair and equitable opportunities for all. She has published many papers within scientific journals, authored multiple book chapters, and contributed to several path breaking innovations at SHL.

Education:

• PhD, Assessment & Measurement, James Madison University
• MA, I-O Psychology, George Mason University

Tiffany Poeppelman, MS, Director of Career Development, LinkedIn

Background:

In her current position at LinkedIn, Poeppelman leads the Center of Excellence which designs the company’s skills-based Talent Architecture strategy and career development programming to enable learning, mobility, and upward growth across 20k employees globally. With more than 13 years of experience working in talent development at some of the most disruptive companies in tech, she applies emerging and classic talent management and career development approaches that drive the foundations of a talent strategy. Poeppelman serves on the SIOP Executive Board as Membership Services Officer and is a professional speaker to global audiences.

Education:

• MS, I-O Psychology, Northern Kentucky University
• BA, Psychology, Bowling Green State University

Presenters:

• Dr. Allan H. Church, PhD, Co-Founder & Managing Partner, Maestro Consulting
• Dr. Janine Waclawski, PhD, Co-Founder & Managing Partner, Maestro Consulting
• Dr. Amanda Tomkoria, PhD, Head of Global Talent Practices, Nike, Inc.

Questions? Contact the Program Coordinator: Jeffrey Labrador, I-O Psychology Consultant

Intended Audience:

Intermediate. Intended for someone with some knowledge of talent management or related practices in I-O but not for full-time current talent management leaders unless they are newer to role.

Abstract:

Leadership potential plays a pivotal role in both the present and future success of global organizations.  The speakers will guide interactive discussions geared toward distinguishing between various types of leadership potential, optimizing, and building capability with line and HR clients on the use of assessments in talent reviews, development, and succession planning.  Real-world success stories and case examples in major corporations (e.g., PepsiCo, Nike, and others) will be discussed along with actionable strategies for strengthening the leadership pipeline.

Description:

This workshop will explore the important role that leadership potential plays in the talent identification, planning, review, and C-Suite succession processes in Fortune 100 global organizations. The session will focus on how to design and deliver integrated high impact assessment and development programs to effectively influence senior line clients and HR business partners to leverage the science of potential for C-suite and senior-level decision making. Concepts such as the difference between “designated potential” and “assessed potential” will be discussed, as well as key communication strategies for creating support and pull from “the field” for data-based insights on key talent. By examining real-world examples and insights leveraging both deep TM specialist and CHRO experiences, attendees will gain practical insights into implementing successful talent assessment programs for strengthening their leadership succession pipeline. Through a combination of informative presentations, interactive exercises, and thought-provoking discussions, participants will leave with practical tools and strategies to identify and develop exceptional leaders as well as influence their internal senior stakeholders to take advantage of the science of assessment and data-based insights in their organizations.

Learning Objectives:

1. Describe how to design and deliver integrated high-impact assessment tools and delivery models to enhance talent management and development programs.
2. Describe up to two different types of assessments (pros/cons) when identifying leadership potential and which ones work in practice.
3. Describe how to use assessment insights to influence talent planning and decision making to enhance your organization's leadership pipeline.
4. Prepare a template for development action plans to enhance your organization’s leadership pipeline.
5. Describe three ways to influence key stakeholders (C-suite leaders, HR leaders, line managers) on the role that assessments play in talent management and how to leverage them.

Presenter Biographies:

Allan H. Church, PhD, Cofounder & Managing Partner, Maestro Consulting, LLC.

SIOP Fellow and Former SIOP Membership Services Officer

Background:

A widely recognized thought leader in the fields of talent management, I-O psychology, and organization development, Church has more than 30 years of experience in global corporate executive positions and external consulting. He is adjunct full professor at Columbia University’s Teachers College, where he teaches strategic talent management. Prior to cofounding Maestro, Church spent 21 years at PepsiCo, most recently as senior vice president of Global Talent Management, where he was responsible for setting the enterprise talent and leadership development strategy. Prior to PepsiCo, he spent more than a decade working at W. Warner Burke and IBM. He served as Membership Services Officer on the SIOP Executive Board from 2018-2021. He was awarded the 2018 SIOP Distinguished Professional Contributions Award. He is a SIOP Fellow and a Fellow of the American Psychological Association, the Association for Psychological Science, and Society of CP. He has authored seven books, 50 book chapters, and more than 190 practitioner and scholarly articles.

Education:

• PhD, I-O Psychology, Columbia University
• MA, I-O Psychology, Columbia University
• MPhil, Columbia University
• BA, Psychology & Sociology, Connecticut College

Janine Waclawski, PhD, Cofounder & Managing Partner, Maestro Consulting & SIOP Fellow

Background:

Waclawski is a human resources leader with more than 30 years of experience. Prior to cofounding Maestro, she spent 20 years at PepsiCo as an HR leader. At PepsiCo, Waclawski was able to reach the highest ranks of the HR organization as senior vice president and chief HR officer Latin America (30 plus markets, 72,000 employees, and annual revenues of $8 billion), and as senior vice president and Chief HR officer, Global Functions and Global Category Groups, and senior vice president Human Resources and Talent Management for North America Beverages. Before PepsiCo, Waclawski was a consultant for more than a decade at PricewaterhouseCoopers and W. Warner Burke Associates. She has published numerous articles, book chapters, and books.  She is a SIOP Fellow.

Education:

• PhD, Social and Organizational Psychology, Columbia University
• MPhil, Social and Organizational Psychology, Columbia University
• BA, Psychology, Stony Brook University

Amanda Tomkoria, Head of Global Talent Practices, Nike

Background:

In her current position at Nike, Tomkoria is responsible for the innovation, strategy, and design of talent practices for 80,000 teammates around the globe. Her team’s vision is to position Nike as a destination for talent and leadership. At Nike, she is focused on a range of talent practices, including talent assessment, careers and performance, and talent planning and succession. Prior to joining Nike in 2016, Tomkoria led the Talent Management function at Guardian Life, with responsibility for core talent and learning programs and practices, including performance management, organizational talent reviews and succession planning, employee engagement and diversity, and learning and leadership development. Her prior experience includes managing global organizational surveys at PepsiCo and consulting at Mercer Sirota, a survey research firm.

Education:

• PhD, Social and Organizational Psychology, Columbia University
• MS, I-O Psychology, Tulane University
• Executive Coach, Associate Certified Coach (ACC), and Board Certified Coach (BCC)

Presenters:

• Dr. Leslie Hammer, PhD, Associate Director of Applied Research, Oregon Institute of Occupational Health Sciences, Oregon Health and Science University
• Dr. Jennifer Dimoff, PhD, Associate Professor, Organizational Behavior and Human Resources, Telfer School of Management, University of Ottawa

Questions? Contact the Program Coordinator: Donna Kingry, PDRI by Pearson

Intended Audience:

Introductory. Little knowledge of the basic concepts covered in this learning program. Intended for someone new to the area with little to no background experience in the content area.

Abstract:

This workshop will engage participants by using evidence-based strategies that can be used to understand how leadership behaviors and organizational systems affect worker mental health and well-being today. This seminar will provide participants with real-world statistics, practical applications, and best practice takeaways to support leaders in creating workplaces that support worker mental health and wellbeing.

Description:

This workshop will engage participants in actionable learning using evidence-based strategies that consultants, leaders, managers, and employers can use to understand how leadership behaviors and organizational systems affect worker mental health and well-being today. The session format will use a variety of modalities, including presentation of key statistics to understand the current crisis of mental health in the workplace, interactive case studies to examine insights into the ways in which leaders and managers can identify and support worker well-being, and self-assessment tools to gauge their own leadership or coaching practices that may be affecting worker wellness and to identify areas for self-improvement. A structured discussion, both in smaller breakout groups and in large group format, will facilitate learning consolidations in a psychologically safe environment. Participants will receive a toolkit, including copies of slides, exercises, assessments, and supplemental materials to implement in their own leadership, practice, or organization.

Learning Objectives:

1. Outline the foundations and current state of worker mental health and well-being, from an occupational health and management perspective.
2. Identify four common workplace risk factors contributing to worker mental health concerns.
3. Describe how leadership affects worker well-being and outline how to build work environments which support the needs of workers.
4. Identify and understand how to implement six evidence-based leader strategies for promoting and supporting worker mental health.

Presenter Biographies:

Leslie Hammer, PhD, Associate Director for Applied Research, Oregon Institute of Occupational Health Sciences and Co-Director of the Oregon Healthy Workforce Center, Total Worker Health^® center of excellence, at Oregon Health & Science University

Background:

Hammer is professor emerita at Portland State University and a leading international expert on workplace mental health, work and family, and occupational stress. She specializes in the mental and physical health effects of supportive supervision at work and has extensive experience in designing, implementing, and evaluating worksite interventions and evidence-based supervisor training, including the Family Supportive Supervisor Behavior (FSSB) training and the Mental Health Supportive Supervisor Behavior (MHSSB) training.

Education:

• PhD, I-O Psychology, Bowling Green State University

Jennifer K Dimoff, PhD, Associate Professor, Telfer School of Management, University of Ottawa

Background:

Dimoff is an affiliate faculty member at Portland State University and Oregon Health & Science University. Her primary area of research focuses on the intersections among leadership, employee mental health, and workplace training and interventions. As the youngest recipient of SIOP’s Scientist–Practitioner Presidential Recognition Award, her research reflects her firm endorsement of the scientist–practitioner model. She has worked with local, national, and international organizations to develop, deliver, and evaluate evidence-based solutions to real workplace problems. Notably, Dimoff co-developed the Mental Health Awareness Training (MHAT)—one of the first scientifically evaluated mental health training programs for workplace leaders to demonstrate ROI. Dimoff is also a co-leader of the Canadian Foundation of Innovation-funded Triple-I Lab at the University of Ottawa—a state-of-the-art research center, dedicated to analyzing social interactions in work settings. In addition to numerous journal publications and chapters, she has co-edited a book, Leading to Occupational Health and Safety: How Leadership Behaviours Impact Organizational Safety and Well-Being.

Education:

• PhD, I-O Psychology, St. Mary’s University
• MS, Applied Psychology, St. Mary’s University

Presenters:

• Dr. Dale S. Rose, PhD, President, 3D Group
• Dr. Deborah Lee, PhD, Senior Director of Culture, Engagement, Assessment and Development in Global Talent Management, PepsiCo

Questions? Contact the Program Coordinator: Kathy Bittner, Bittner and Associates

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.

Abstract:

Case studies will be used to explore internal and external consulting perspectives on how 360 feedback can best be used as a lever for individual and organizational change. Facilitators will share current research and best practices while considering complications caused by organizational politics, individual differences, and business trends. Although case studies will be detailed, names will be changed to protect the innocent.

Description:

Anyone who has implemented a large scale 360 feedback process recognizes how much success and failure depend on the internal HR team’s ability to effectively strive for scientifically grounded best practices while meeting the organization where it is. This session will use live case studies to explore the two sometimes opposing pressures of science and internal politics. The workshop will consider this dynamic science–practice tension from the perspective of the internal consultant and the external consultant with guidelines for how these two can partner together. Built as an interactive discussion with attendees, the session will intentionally push us into the gray zones that characterize highly visible enterprise-wide 360 feedback processes. We expect attendees to bring their points of view as they actively engage in finding the best path forward in each case. The cases will include those who fell far short of their intended goals and those that were resounding successes.

Learning Objectives:

1. Identify and apply three of the most effective research-backed strategies for 360 feedback process design to achieve behavior change.
2. Outline the differing challenges faced by US-only versus global 360 feedback processes and how to mitigate issues arising with both.
3. Explain the four elements of Strategic 360 Feedback that differentiate it from 360 feedback processes exclusively targeting individual level change.
4. Create a plan to overcome barriers to achieving positive behavior change as applied to a current program or future 360 initiative.

Presenter Biographies:

Dale S. Rose, President, 3D Group

Background:

The 3D Group is a consultancy Rose founded in 1994 that provides leaders with high quality employee feedback to improve individual and organizational effectiveness. In addition to designing feedback systems for dozens of Fortune 500 companies, foundations, and nonprofit organizations, Rose personally coaches senior executives regarding their individual feedback and how they can use it to improve. He has published widely on the topic of 360 feedback, personnel selection, and program evaluation. In addition to being an editor of the 2019 Handbook of Strategic 360 Feedback and authoring many peer-reviewed journal articles on best practices in 360 feedback, Rose has completed seven national benchmark studies of common 360 feedback practices that are widely referenced regarding the current state of the 360 feedback in industry. Before starting 3D Group, Dale held research and consulting positions with Ameritech, National Computer Systems, and Acumen International.

Education:

• PhD, I-O Psychology, DePaul University
• BA, Psychology, University of California, Santa Cruz

Deborah Lee, Senior Director of Culture, Engagement, Assessment and Development in Global Talent Management, PepsiCo

Background:

In her current position at PepsiCo, Lee focuses on culture models and initiatives, engagement measurement and programs, and leadership focused development assessment programs. She leads PepsiCo’s best in class LeAD program and core 360-degree feedback tools centered on the GREAT5 leadership framework. She also leads organizational culture efforts including leading employee listening efforts, engagement programs, and advanced surveys and analytics. Lee has more than a decade of experience working in the CPG industry and as an external consultant.

Education:

• PhD, I-O Psychology, University of Missouri-St. Louis
• MA, I-O Psychology, Western Kentucky University