J-B SIOP Professional Practice

There has been a shift in HR from performance appraisal to performance management. A new volume in the SIOP Professional Practice Series, this book contains a broad range of performance management topics, offers recommendations grounded in research, and many examples from a variety of organizations. In addition to offering state-of-the-art descriptions of performance management needs and solutions, this book provides empirical bases for recommendations, demonstrates how performance management tracks and helps promote organizational change, and exams critical issues. This book makes an ideal resource for I/O psychologists, HR professionals, and consultants.

Today's global organizations operate at an extraordinary level of complexity. They not only contend with diverse languages, cultures, and political/legal situations, they must also deal with differences based on national boundaries, organizational size, product and services mix, functional specialization, and customer sets. Going Global offers human resource professionals and I/O psychologists a comprehensive resource for meeting the challenges of the global work environment. Edited by Kyle Lundby, along with Jeff Jolton and a team of leading-edge practitioners, this comprehensive volume uses the employee lifecycle as an underlying framework and is organized into three sections: • Practical considerations for HR and OD practitioners in a global environment; • Attracting and selecting global talent; and • Maximizing performance in the global workplace. Within each section, authors explore key cornerstones of I/O practice (e.g., selection, leadership development) applied to the global workplace. Going Global outlines the best practices in the field and is filled with down-to-earth advice from those who have worked in the field. The book not only provides insightful analysis of such broad topics as what it means to be global and HR's strategic role in global organizations, it examines the undercurrent of culture and its pervasive influence on organizations and the people that comprise them. Going Global also contains valuable information on global employee attraction, selection, and retention strategies, as well as current thinking about intercultural competence training, work-family balance, and the expatriate experience. Going Global doesn't offer a one-size-fits-all approach but rather includes many strategies and solutions that can apply to a wide variety of situations and organizations. Going Global offers firms a roadmap for creating a winning program for international success.

Organizations today understand that superior talent can create competitive business advantage. Executives are working with human resource managers and talent professionals to significantly improve their organization's ability to attract, develop, deploy, and retain the talent needed to achieve the organization's strategies. Effective CEOs and senior leaders are realizing that strong talent resources are as critical to business success as financial resources. This book in the SIOP Professional Practice Series provides an up-to-date review and summary of current and leading-edge talent management practices in organizations. A comprehensive book, “Strategy-Driven Talent Management” brings together an outstanding group of leading practitioners who present state-of-the-art ideas, best practices, and guidance on how to recruit, select, assimilate, develop, and retain exceptional talent and integrate talent management efforts with organizational strategy. Written for human resource professionals, industrial-organizational psychologists, and corporate executives, this key resource is a clear must-read guide to the emerging field of strategic talent management. “Strategy-Driven Talent Management” • shows how to build competitive advantage through an integrated and strategic talent management program • summarizes what it takes to attract, develop, deploy, and retain the best talent for the strategic needs of an organization • reviews critical issues such as managing talent in global organizations and measuring the effectiveness of talent management programs • includes case examples and CEO interviews from leading-edge companies such as PepsiCo, Microsoft, Home Depot, Cargill, and Allstate, which reveal how each of these organizations drives talent management with their business strategies This essential must-have HR resource offers insight into the future of strategic talent management, an extensive annotated bibliography and suggestions for preparing the next generation of organizational leaders.

Given the trend for organizations to streamline their workforces and focus on acquiring and retaining only top talent, a key challenge has been how to use assessment programs to deliver a high-performing workforce that can drive revenues, shareholder value, growth, and long-term sustainability. “The Handbook of Workplace Assessment” directly addresses this challenge by presenting sound, evidence-based, and practical guidance for implementing assessment processes that will lead to exceptional decisions about people. The chapters in this book provide a wide range of perspectives from a world-renowned group of authors and reflect cutting-edge theory and practice. “The Handbook of Workplace Assessment” • provides the framework for what should be assessed and why and shows how to ensure that assessment programs are of the highest quality • reviews best practices for assessing capabilities across a wide variety of positions • summarizes key strategic applications of assessment that include succession management, mergers, acquisitions and downsizings, identification of potential, and selection on a global scale • highlights advances, trends, and issues in the assessment field including technology-based assessment, the legal environment, alternative validation strategies, flaws in assessment, and the strategic use of evaluation to link assessment to organizational priorities

Today's team-based organizations face an unprecedented range of challenges. Many teams reflect the diversity of its members which vary in experience, education, and training. To add to the complexity, teams often include people who are not in the same room together, are geographically dispersed, and are connected only by electronic media. “Developing and Enhancing Teamwork in Organizations” is a volume in the SIOP Professional Practice Series that brings together leading-edge practitioners and academics who share their knowledge about effective teamwork. The book contains evidence-based guidelines designed to offer practitioners advice, recommendations, and strategies for developing and sustaining teams that consistently function at peak performance. With contributions from leading experts in the field, this important resource covers team-based performance approaches from a wide range of activities and industries. For example, the volume explores teamwork in the NASA organization supporting astronauts, superior performance in football, and also in the military and industry. In addition, the contributors include information concerning healthcare organizations and their delivery of vital services. Each illustrative example reviews the lessons learned and the principles and the findings that were most influential when composing and managing a particular work team. International in scope, the volume clearly shows what it takes for team-based organizations to excel in the 21st Century. A division of the American Psychological Association and established in 1945, the Society for Industrial and Organizational Psychology (SIOP) is the premier association for professionals charged with enhancing human well-being and performance in organizational and work settings. SIOP has more than 7,000 members.

How can organizations, their leaders, and their people benefit from diversity? The answer, according to this cutting-edge book, is the practice of inclusion. “Diversity at Work: The Practice of Inclusion” (a volume in SIOP's Professional Practice Series) presents detailed solutions for the challenge of inclusion-how to fully connect with, engage, and empower people across all types of differences. Its editors and chapter authors-all topic experts ranging from internal and external change agents to academics-effectively translate theories and research on diversity into the applied practice of inclusion. Readers will learn about the critical issues involved in framing, designing, and implementing inclusion initiatives in organizations and supporting individuals to develop competencies for inclusion. The authors' diverse voices combine to provide an innovative and expansive model of the practice of inclusion and to address its key aspects at the individual, group, and organizational levels. The book, designed to be a hands-on resource, provides case studies and illustrations to show how diversity and inclusion operate in a variety of settings, effectively highlighting the practices needed to benefit from diversity. This comprehensive handbook: • Explains how to conceptualize, operationalize, and implement inclusion in organizations. • Connects inclusion to multiple dimensions of diversity (including gender, race, ethnicity, nationality, social class, religion, profession, and many others) in integrative ways, incorporating specific and relevant examples. • Includes models, illustrations, and cases showing how to apply the principles and practices of inclusion. • Addresses international and multicultural perspectives throughout, including many examples. • Provides practitioners with key perspectives and tools for thinking about and fostering inclusion in a variety of organizational contexts. • Provides HR professionals, industrial-organizational psychologists, D&I practitioners, and those in related fields, as well as anyone interested in enhancing the workplace, with a one-stop resource on the latest knowledge regarding diversity and the practice of inclusion in organizations. This vital resource offers a clear understanding of and a way to navigate the challenges of creating and sustaining inclusion initiatives that truly work.

How organizations can effectively put experience at the center of the development process Research increasingly and conclusively shows that effective leaders continue to learn, grow, and change throughout their careers and that a significant part of this development occurs through on-the-job experiences. Co-Published by the Society of Industrial and Organizational Psychology and sponsored by the Center for Creative Leadership, Using Experience to Develop Leadership Talent provides real-world strategies, best practices, lessons learned, and global perspectives on how organizations effectively use experience to develop talent. • Provides an in-depth look at a variety of leader development initiatives that have taken up the challenge of putting experience at the center of the development process • Written by senior practitioners who have implemented initiatives they write about • Shares new development planning tools, systematic approaches to managing the assignments of high potentials, tools to educate managers on how to find assignments that meet their employee's development needs • Includes online resources that allow employees to search for development opportunities Describing challenges and practices in multinational companies around the world, Using Experience to Develop Leadership Talent will serve as a focused guide to how organizations can use on-the-job development to reshape leader development practices that better integrate work and learning.