Workshops

All workshops will be held on Thursday 23 June 2011 at the Brisbane Convention and Exhibition Centre. Cost is per workshop as indicated on the conference registration form.

Please note that for delegates attending the half-day workshops, morning tea/afternoon tea and lunch is provided.

Workshops am (Workshops numbers 1, 3, 5, 9)
9am - 12.30pm

Workshops pm (Workshops numbers 2, 4, 6, 10)
1.30pm - 5pm

View workshop program

Workshop 1 (am) & Workshop 2 (pm)

Genetics and individual differences: Implications for contemporary management

Timothy A Judge

The past quarter-century has witnessed an extraordinary renaissance in scientific discovery, focusing on the role of behavioral genetics in explaining human thought, feeling, and behavior. Yet, in my experience, most managers – understandably consumed by the busyness of their duties – are unaware of these discoveries, and there are few ways to explore the meaning of this evidence for management practice. In this workshop, I present behavioral genetic evidence in terms of explaining work and life behavior. We then turn our attention to two individual difference variables – intelligence and personality – that may explain many of these genetic effects.

In this workshop, we will address the following questions:

  1. What is the scientific evidence on nature vs. nurture? How are these relevant to management?
  2. How can an understanding of the power of genes and individual differences be used to improve person-job match and person-organisation fit?
  3. Practically, how can individual differences be assessed and used in hiring decisions?
  4. What are the ethical and policy issues confronting managers and citizens?

Workshop 3 (am) and Workshop 4 (pm)

Designing and implementing selection systems with organisational diversity in mind

Ann Marie Ryan

Selection system developers and administrators face pressures to deliver high quality, valid selection tools but also to meet organisational goals regarding a representative and diverse workforce. The research on selection and diversity has moved from a narrow focus on "which tools are best" to a broader understanding of how selection processes – which are a means by which organisations reduce diversity on certain characteristics (i.e., job-related competencies) – can be designed and implemented to prevent unwanted reduction in workforce diversity on other characteristics. This workshop will discuss how various selection system development and implementation decisions can inadvertently affect workforce composition on attributes not targeted by the system, and how a practitioner can be alert to such effects.

Workshop 5 (am)

Developing executives in the 21st Century: Relax - it's only uncertainty

Randall P White and Sandra L Shullman

An individual's aptitude for ambiguity and the ability to manage the resulting uncertainty is critical in the development of high performers for leadership roles. Psychologists have identified a wide variety of leadership modes or ideals that fit emerging participatory leadership environments. Common to most of these is the need to be comfortable navigating ambiguous situations. Uncertainty is one of the most common human responses to ambiguous states. This workshop will explore the role of ambiguity and managing uncertainty in the development of successful executives. It will include (a) a review of the presenters' research on leadership, ambiguity and uncertainty; (b) techniques for the assessment of how individuals handle ambiguity and uncertainty; (c) the relationship of ambiguity and uncertainty to other critical leadership variables; and (d) strategies and developmental suggestions for enhancing leadership capability to address ambiguity and uncertainty.

This workshop is designed to help participants:

  1. Compare and contrast concepts of ambiguity, uncertainty, learning agility and related cognitive skills
  2. Incorporate measures of ambiguity, uncertainty and related concepts into leadership development initiatives
  3. Identify the relationships amongst ambiguity and uncertainty, performance and potential in executive talent development approaches
  4. Identify developmental strategies for enhancing executive capacity to address ambiguity and uncertainty.

Workshop 6 (pm)

Managing psychological contracts in workplaces: Empirical evidence and practical implications

Jacqueline Coyle-Shapiro

Should managers take psychological contracts seriously? This workshop will review the literature and empirical evidence on psychological contracts as a way of addressing whether it is a useful management tool for managers. It begins by exploring the construct itself and how it is formed. Then I will explore psychological contract breach and the ways in which contracts can be breached as well as the consequences of breach for employee performance. A key issue is what organisations can do at the recruitment, selection, induction and socialisation stages to lessen the occurrence of incongruence as a cause of psychological contract breach while recognizing that there are factors beyond the control of managers. I will then explore opportunities when organisations can renegotiate psychological contracts with employees such as performance appraisals, promotions, career development reviews and the role of line managers and HRM practices in creating a positive functional exchange relationship with employees. Recognizing that even in the best of relationships, difficulties arise and I will explore how and when these difficulties can be overcome.

Workshop 9 (am) and Workshop 10 (pm)

Building a successful psychology consulting practice

Kevin Chandler

Hear from Kevin Chandler - I/O psychologist, management consultant and past CEO of Chandler Macleod Consultants.

The workshop will cover a wide range of topics, including:

  • IQ and how much reliance should be placed on it
  • Personality assessment and the role it played in Chandler Macleod's success
  • Schmidt and Hunter research and how to convince clients of the value of assessment
  • Can you sell – doing the work is not the problem – selling it is
  • Counselling – how to bite the bullet and tell the candidate what is holding them back
  • Validity v utility – do clients care
  • Innovation – How to stay ahead of the pack
  • Lewin's Field Theory and how it has shaped our thinking
  • The latest frontier – Competencies and why has it taken so long to address the Job factor v the Person factor.
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