Chapter 1 Praxis: The Science - Practice Circle, Rick Jacobs,Douglas H. Reynolds Section 1: Selecting Talent into Organizations Chapter 2. The Development of an Employee Value Proposition: A Case Study in the Quick Service Restaurant Industry, William Shepherd Chapter 3. Building the Plane After Takeoff: Quickly Deploying an Assessment and Improving It Later Carter Gibson, Andrew Lam, Marc Cubrich, Daly Vaughn Chapter 4. PepHire: PepsiCo''s First and Only Global External Selection Program, Gina A. Seaton, Allan H. Church, Ariel A. Roberts, and Deborah Lee Chapter 5.
Talent Management in Elite Sports: Assessing, Selecting, and Developing Talent in the NFL Using an I-O Lens, Elliott Larson, Harold Goldstein, Annalissa Thomas, Kenneth Yusko, and Charles Scherbaum Chapter 6. Thoughts About Selection Systems, Milton Hakel Section 2: Assessing and Developing Leaders Chapter 7. A Crash Course in Pulse Surveys: Is More Feedback Always Better? Matt I. Brown Chapter 8. Creating a High-performance Culture with Strategic 360 Feedback: A 13-year Case Study, Dale S. Rose Chapter 9. Now you know but knowing is not even half the battle: Using an ongoing feedback instrument to ensure training transfer of leadership skills, Alexander R. Schwall Chapter 10.
Implementing Leadership Assessment Globally: A Pharmaceutical Case Study James A. Scrivani, Seymour Adler Chapter 11. Riggio Assessment-Driven Leadership Development: Case Commentary Ronald E. Riggio Section 3: Enhancing Workplace Health and Wellness Chapter 12. Enhancing Medical Provider Teamwork: The TeamSTEPPS Story, David P. Baker, Andrea M. Amodeo, and Eduardo Salas Chapter 13. Incorporating Measures of Professional Competencies in High-Volume, High-Stakes Assessments, Rebecca Fraser, Bethany Bynum, Dana Dunleavy, Scott Oppler, and Cheryl Paullin Chapter 14.
Family-Supportive Supervisor Training to Reduce Work-Family Conflict in a Policing Context, Jennifer Rineer, Sarah Laskowitz, Leslie Hammer, Ellen Ernst Kossek, Matthew Lunn Chapter 15. Health and Wellness Interventions: How Industrial-Organizational Psychology Can Make a Difference Tammy D. Allen Section 4: Managing Diversity, Equity, Inclusion, and Belongingness Chapter 16. DEIB Workforce Research: Embedding Inclusion Across the Research Lifecycle, Amanda Anderson, Jamie Severt, Melissa Bleiberg, Ekaete Bailey, and Robert Calderón Chapter 17. A Comprehensive Approach: Cultural Awareness, Diversity, Equity, Inclusion, Accessibility and Belonging Framework, Shelly McDowell-Porter Chapter 18. The Development of an Integrative Team Belonging Training, Nohelia Argote, Jennifer Feitosa, and M. Gloria González-Morales Chapter 19. Going beyond metrics to actionable insights on diversity, equity and inclusion: It''s the behaviours that matter, Hani Nabeel and Eugene Burke Chapter 20.
Developing a Code of Conduct for Diversity, Equity, and Inclusion: A Case Study, Kristen D. Eggler and Victoria P. Mattingly Chapter 21. DEI Commentary: Evidence-Based DEI Practice, Denise M. Rousseau Section 5: Integrating Technology and Artificial Intelligence Chapter 22. Framework for Matching Leaders'' Challenges with Leadership Development A Case Study of AI in Action, Ramya Balakrishnan, Scott Tonidandel, Stephen Young, and Jean Brittain Leslie Chapter 23. Introducing and Maintaining Machine Learning Selection Systems, Emily D. Campion and Michael A.
Campion Chapter 24. Innovations in Inclusivity: A Neurodiversity-Focused Approach to Hiring, Colin Willis and Belinda Williams Chapter 25. Not All Are Created Equally: Highly Specific Versus Broadly Generalizable Models, Cari Gardner, Joshua Liff, and Nathan Mondragon Chapter 26. Using Artificial Intelligence to Support Human Resources: Balances Amid Uncertainty, Richard N. Landers Section 6: Conclusions Chapter 27. Lessons Learned from Case Studies, Douglas H. Reynolds and Rick Jacobs.