Case Studies in I-O Psychology

Rick Jacobs, Emeritus professor of psychology at Penn State University and science advisor for Talogy. He has been awarded major research grants from the U.S. Departments of Labor, Transportation, Nuclear Regulatory Commission, and PNC Bank. Prof. Jacobs is the author of over 70 research articles and book chapters and has given 100 professional presentations.At Penn State, he is a member of the Schreyer Honors College Distinguished Faculty and their Board of Advisors for the Presidential Leadership Academy. Prof. Jacobs developed the Deloitte Leadership Development Center and is a member of the board of Hillel.An avid downhill skier, fly fisherman, and collector of Groucho Marx memorabilia, he is often found playing one of the 5-string banjos from his collection.Douglas H. Reynolds is Executive Vice President, Product Strategy and Innovation at APTMetrics, where he develops and implements software-based assessments that inform talent strategy in large organizations. In this role, Doug is an advisor, author, coach, and specialist in the use of people data to enhance leadership performance and reduce corporate risk. His consulting work focuses on the deployment of technology—based behavioral simulations used for executive and leadership evaluation. Doug has published and presented frequently on topics related to the intersection of organizational psychology and technology. He is the series editor for the Society for Industrial and Organizational Psychologys (SIOP) Professional Practice book series and has co-authored or co-edited five books, most recently Case Studies in I-O Psychology: Practical Applications of Science (2025).He is a Fellow and Past President of SIOP (2012-2013) and recipient of SIOPs Distinguished Professional Contributions Award.

• Chapter 1 Praxis: The Science - Practice Circle, Rick Jacobs,Douglas H. ReynoldsSection 1: Selecting Talent into OrganizationsChapter 2. The Development of an Employee Value Proposition: A Case Study in the Quick Service Restaurant Industry, William ShepherdChapter 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 LeeChapter 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 ScherbaumChapter 6. Thoughts About Selection Systems, Milton HakelSection 2: Assessing and Developing LeadersChapter 7. A Crash Course in Pulse Surveys: Is More Feedback Always Better? Matt I. BrownChapter 8. Creating a High-performance Culture with Strategic 360 Feedback: A 13-year Case Study, Dale S. RoseChapter 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. SchwallChapter 10. Implementing Leadership Assessment Globally: A Pharmaceutical Case Study James A. Scrivani, Seymour AdlerChapter 11. Riggio Assessment-Driven Leadership Development: Case Commentary Ronald E. RiggioSection 3: Enhancing Workplace Health and WellnessChapter 12. Enhancing Medical Provider Teamwork: The TeamSTEPPS Story, David P. Baker, Andrea M. Amodeo, and Eduardo SalasChapter 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 LunnChapter 15. Health and Wellness Interventions: How Industrial-Organizational Psychology Can Make a Difference Tammy D. AllenSection 4: Managing Diversity, Equity, Inclusion, and BelongingnessChapter 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-PorterChapter 18. The Development of an Integrative Team Belonging Training, Nohelia Argote, Jennifer Feitosa, and M. Gloria González-MoralesChapter 19. Going beyond metrics to actionable insights on diversity, equity and inclusion: It's the behaviours that matter, Hani Nabeel and Eugene BurkeChapter 20. Developing a Code of Conduct for Diversity, Equity, and Inclusion: A Case Study, Kristen D. Eggler and Victoria P. MattinglyChapter 21. DEI Commentary: Evidence-Based DEI Practice, Denise M. RousseauSection 5: Integrating Technology and Artificial IntelligenceChapter 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 LeslieChapter 23. Introducing and Maintaining Machine Learning Selection Systems, Emily D. Campion and Michael A. CampionChapter 24. Innovations in Inclusivity: A Neurodiversity-Focused Approach to Hiring, Colin Willis and Belinda WilliamsChapter 25. Not All Are Created Equally: Highly Specific Versus Broadly Generalizable Models, Cari Gardner, Joshua Liff, and Nathan MondragonChapter 26. Using Artificial Intelligence to Support Human Resources: Balances Amid Uncertainty, Richard N. LandersSection 6: ConclusionsChapter 27. Lessons Learned from Case Studies, Douglas H. Reynolds and Rick Jacobs