ABP Workforce Experience Awards 2018: How to Write a Winning Entry

1. Workforce EXPERIENCE AWARDS 2018 @ABPsychologists #ABPAwards

2. background • Thank you for your interest in the ABP Workforce Experience Awards for 2018. This pack gives you information about how to write a hopefully winning entry. • There is also a webcast available where Clodagh O’Reilly (previous ABP Chair and founder of the awards) talks through this pack and provides further information about writing a winning entry. Please do take the time to watch this athttps://www.youtube.com/watch?v=N21KFKp1dcc • Entries must be written in Word completing the awards template. This template is available on the ABP website via the link below. • The completed Word document must then be submitted using the online form available via http://www.theabp.org.uk/events/conference-and-awards/how-to-enter.aspx . This year we are only accepting entries submitted online.

3. Part 1The Practical Components of Writing Your Entry

4. THE PRACTICALITIES OF ENTERING 1 2 3 4 5 6 7 Confirming Eligibility Selecting a Category Preparing Your Entry Telling Your Story Making Your Point Assessing Your Entry Submitting Your Entry

5. 1 Confirming Eligibility 2 3 4 5 6 7 • The work described must have taken place in the preceding 36 months and the results measured and reported in the submission must have been collected in the past 12 months • All submissions should pertain to work that has been carried out in, or that has included activity in, the United Kingdom • Entries must be submitted using the online submission form no later than 6pm on Monday 11thJune 2018 • Ensure you have permission from any parties to be named to share their information in this context • Review full terms & conditions on the website and entry form

6. 1 Selecting a Category 2 3 4 5 6 7 • Excellence in Assessment • Measurement of new or interesting concept/s that are relevant to the world of work • The use of technology in the delivery of assessment/s • Effective ways of delivering the results of assessment processes • Excellence in Change Management • Supporting an individual, group or organisation in becoming aware of the need for change • Assisting through a change process • Embedding change to ensure new practices are long lasting • Excellence in Coaching and/or Training • Demonstrate how a coaching and/or training intervention has had a significant impact on the success of an individual, group or organisation

7. 1 Selecting a Category 2 3 4 5 6 7 • Excellence in Employee Engagement • The measurement approach used • An intervention made to increase engagement • The approach taken to demonstrate effectiveness • Excellence in Health, Wellbeing or Inclusiveness • Improving health, wellbeing or inclusiveness • Creating safe, user-friendly work environments • Enhancing work-life balance • Excellence in Performance Improvement • Improving customer service • Increasing sales success • Increasing productivity or innovation

8. 1 Selecting a Category 2 3 4 5 6 7 • Excellent Innovation in Business Psychology • Using a traditional approach in a novel manner or context • Using an approach that had never been used before • Chairman’s Choice for Excellence in Business Psychology • Any intervention for an individual, group or organisation which is not suited to any of the defined Specialist Categories • All Specialist Category entries will automatically be considered.

9. 1 Selecting a Category 2 3 4 5 6 7 2015 2016 • 2016 • 8% of entries into innovation category • No entries received in Wellbeing category

10. 1 Selecting a Category 2 3 4 5 6 7 • Each submission must clearly state the category or categories to which it is intended to apply • There is no limit to the number of categories for which a single submission or Entrant can be entered • Categories may be amended in context of the entries received, at the organiser’s discretion • Entries may be shortlisted in only one category assigned at the organiser’s discretion

11. 1 Selecting a Category 2 3 Final Category Selection 2014 4 5 6 7

12. 2 Preparing your Entry 3 4 5 6 7 Please note that the entry process is now different. All contact details and details of the awards entrant are entered into the online form. Please read the instructions provided within the form.

13. 3 Telling your Story 4 5 6 7 Assessed Overall Project Summary The Challenge Your Approach Outcome Evaluation Supporting Materials Acknowledgements

14. 3 Telling your Story 4 5 6 7 • The Challenge • The opportunity/challenge • Evidence to suggest that business psychology skills, tools, models or methods would be relevant • Stakeholders in the work • The Approach • Action taken – what specifically did you do? And why? • Which approaches were used – tools, techniques, models, etc. • Expectations set/managed • Outcome Evaluation • Demonstrate that you met objective/s, illustrating the quality and value of the work • Learning derived from this work • Controlling for other explanations for the outcomes

15. 4 Making your Point 5 6 7 • Write in plain English, use concise sentences and avoid jargon or acronyms • Make your submission compelling to read – bring it to life by describing relevantcontext. • Describe the “before” state so that your achievements can be recognised in the “after” state • Be clear and specific – include the best content you have • A priority for the ABP is to promote evidence-based approaches, so include specific evidence • Make no assumptions of understanding of facts, models or evidence – explain what you believe is unique, innovative or otherwise excellent about your entry

16. 5 Assessing your Submission 6 7 • Relevance to business psychology • Evidence of stakeholder engagement • Evidence of effective project execution • Evidence of application of conceptual models • Evidence of effective evaluation • Extent of impact, in relation to objectives • The nature and extent of innovation will be assessed in submission to the ‘Excellent Innovation in Business Psychology’ category only

17. 5 Assessing your Submission 6 7 Examples of rating scales

18. 6 Submitting your Entry 7 Within word count Editable format All images in proper place

19. 6 Submitting your Entry 7 Submit by deadline: Monday 11thJune • Write your entry in the Word document template and submit via the online form at http://www.theabp.org.uk/events/conference-and-awards/how-to-enter.aspx • Provide a relevant text biography and photograph on our online form. • Review and accept the Terms & Conditions

20. Part 2Examples of winning content in entries from PREVIOUS Awards

21. This section not assessed Overall Project Summary Sharing FACTS vs. Telling STORIES Forensic experts do not understand that impartiality and objectivity is compromised by exposure to irrelevant biasing contextual information, or by working backwards from a suspect to the evidence. The need to minimise bias and reduce error in forensic work has prompted us to use our understanding of psychology to develop cognitively informed training. We developed cognitively informed training, published these approaches and provided this training to a host of organisations in the United Kingdom and overseasresulting in changes for forensic workers and the legal system. • Although this section is not assessed, the best entries bring the submission to life by telling the story in a compelling way.   Design and delivery of a high-profile leadership development programme to equip 25 graduates with the knowledge, skills and competence to be able to become the leaders of tomorrow at Johnson Controls. The programme set the standard for leadership development at Johnson Controls and linked the company’s competency framework to nationally-recognised management and leadership standards. In delivering the programme PMSL made use of Business Psychology principles, models and techniques to deliver an engaging programme, which resulted in significant performance improvements and business benefits for the client. We raised awareness of the value that Business Psychology can add to commercial organisations.

22. This section not assessed Overall Project Summary Sharing FACTS vs. Telling STORIES Designed in the UK, Finance Career Pitstop is a global, 12-week coaching program that encourages Senior Finance leaders (n>130) to take a self-nominated career ‘pitstop’: an opportunity to take ownership of career development through a meaningful and personally exciting career plan that includes long- and short-term goals and a clear path to achieve these. Using coaching models that encourage on-going reflection and self-insight into personal capabilities, aspirations and drivers, participants incorporate external perspectives on Finance experience and excellence, developmental feedback from colleagues/family and personal reflections into an informed career plan that encompasses actionable development goals.   Regus is a global organisation with a need to hire high volumes of people quickly in the coming years to support ambitious growth plans. Regus aims to recruit economically and efficiently without compromising their quality standards for service personnel, who would deliver the Regus experience for clients. They introduced a global recruitment approach with unified systems and standards, which could be delivered in a decentralised fashion, to ensure consistency of candidate experience and quality of hire. Regus achieved this by incorporating standardised assessment in their recruitment process and a predictive online assessment tool, deployed consistently through an applicant tracking system.

23. The Challenge Making YOUR case for business psychology The traditional approach of banking: sober; cautious; prudent was abandoned to be replaced by what was described in reports such as the Nyberg 2011 report into the crisis as a “self-limitation of responsibility”, silo thinking, and “submissiveness to superiors” The core of this was a failure of leadership individually and collectively… Critically the Troika and Irish Banking regulator remained very focused on this, absolutely recognizing the culture and behavioural changes as fundamental to recovery… The focus here is on how we devised and delivered a strategy for change of culture and behaviour that would cover leadership assessment; development; communication; OD initiatives; Top Team Development. • Make your submission compelling to read – bring it to life by describing relevant context.   The owner Directors felt overstretched… The key strategic objectives were clear. The directors needed to learn to: Lead, not do; Delegate and empower; and Give feedback in a way that energises. I developed a bespoke intensive 1:1 coaching programme driven by a Vision Day and informed by Positive Psychology concepts and models. It is a different way to coach but has an immediate, energising and proven impact on leaders and organisations… It covers 12 different exercises that combine psychological models and theories to help leaders flourish as individuals and within their organisations.

24. The Challenge Setting up standards for YOUR assessment We needed to: • Establish deep credibility with employees at all levels – we had to make it safe for them to talk and feel they had been heard; • Build actionable insight into the deep structure of what drove recent behaviour through qualitative research across the bank • Build a value-based picture of “a better way” – defined by 7 key value-based behaviours. • Create a community of new leaders as effective role models and great communicators of these value-based behaviours… • Engage the whole of AIB in this transition, 14,000 people. • Describe the “before” state so that your achievements can be recognised in the “after” state  • The challenge required that we apply business psychology to: • Assessment methodologies, such as assessment centres and psychometrics tests • Integration of IT platforms for such methodologies, using appropriate specialist IT support, particularly for on-line assessments • Diversity management in terms of assessment implementation • Assessor skill development, including best practice assessment approaches and unconscious bias awareness • Evaluation strategy, including detailed adverse impact analysis and validation review • Assessment/diversity policy development

25. The Approach Demonstrate application of evidenced models …This involved three coaching sessions – a development planning meeting four weeks before the assignment, a learning review four weeks after and a learning evaluation six months later. We added …a learning log, a competency rating sheet and some feedback forms. We applied a series of learning and coaching frameworks to underpin the process, including a self-managed learning process as outlined in ‘Applying Self-Development in Organisations’ - Burgoyne, Pedler and Boydell and the Kolb learning cycle. We created a new model for self-managed development based on Ian Cunningham’s work on self-managed learning and linked the entire learning process to the Zurich Leadership Framework which lists competencies expected of employees at various levels of the organisation… • A priority for the ABP is to promote evidence-based approaches, so include specific evidence • Make no assumptions of understanding of facts, models or evidence – explain what you believe is unique, innovative or otherwise excellent about your entry  • I used a wide mix of methods from: • appreciative enquiry • solution focused dialogues • intrinsic vs. extrinsic motivation • self awareness • awareness of context • psychological profiling • NLP • neuroscience • values and motives • personal aspiration • professional sense of self • role and status • …

26. The Approach Demonstrate approach to execution A Six phase Approach to meaningful career planning: • Launch Webinar for participants, line managers and human resource business partner’s (HRBP) to provide program context/goals/structure… • Individual Preparatory Work… • 1:1 Deep Dive Coaching Session with YSC Career Coach… • Individual career plan refinement... • 1:1 Development planning session with YSC Coach… • 3-way discussion with line manager and HRBP… The program underwent global piloting and has been subject to on-going evaluation through participant feedback.   The objective was to achieve measurable improvement in sales activity and revenue. This was achieved by: 1. Careful instructional design producing a memorable and engaging rich interactive multi-media experience for users, interesting story lines to follow and practical assignments, within seven modules, using a ‘spaced learning’ approach for the best learning outcomes… 2. Effective implementation to gain buy-in at all levels, through discussions at management meetings and involvement in the Annual Sales Conference… 3 Consistent before and after Assessment as described below.

27. The Outcome Qualitative & Quantitative It is possible to map diversity data using the ‘4/5 ratio rule’ of acceptable difference for minority versus majority group success rates – i.e. a ratio below 0.80 may suggest adverse impact. 2013 data for the e-Tray is highly positive: • 0.99 for gender • 0.91 for ethnicity • 0.84 for Oxbridge versus non-Oxbridge attendance • 0.82 for low versus high Socio-Economic Status • A priority for the ABP is to promote evidence-based approaches, so include specific evidence • Make no assumptions of understanding of facts, models or evidence – explain what you believe is unique, innovative or otherwise excellent about your entry    • 30% of participants are listed as successors to Leadership roles within 24 months (none listed previously) • 35% have been offered a lateral development move and remaining 35% have taken on broader responsibilities or new projects to build skills • 19% of participants completing all stages of the ETP are women to date (versus only 10% of the existing management population and 13% of overall workforce) • Senior Leaders report a 41% positive shift in their understanding and visibility of the talent in the leadership pipeline • …Attracting Engineers to Leadership Careers: 17 % shift (participant feedback) and Enabling Personal Ownership for Development and Careers: 26% shift (participants) and 32% shift (their Managers)

28. The Outcome Qualitative & Quantitative The commercial success of the program was an increase in sales activity by 30% resulting in a subsequent increase in sales revenue, reported by senior management. Attitudinally and psychologically we achieved: • a 10% gain in ability to cope with pressure • an 11% gain in resilience • a 5% increase in motivation… …Senior management have observed and reported a more positive attitude and greater sales results from participants in the program. …Sales Director said: “Those individuals that took part in the process had a much more positive attitude than those who were in the control group for benchmarking. This in turn had a positive impact on the sales of those individuals…”   • The mere fact that we were able to convince more than half a dozen forensic organisations that they need psychological bias training was a huge success in its own right. • The training we developed and delivered was very well received by the participating forensic examiners (ratings averaged >4.5/5 in all areas), and on an organisational level, the forensic institutions have adopted new best practises and procedures to minimise the effects of bias. • Based on our work on these issues the Forensic Regulator, the Criminal Case Review Commission, and the courts (e.g., Court of Appeal, the cases of R v Dlugosz, Pickering, and MDS, 2013) have taken these issues onboard…

29. Award winners2017 For a more comprehensive discussion of the Awards programme and how the standards have been applied by Judges in previous years, you could view a briefing video at: https://www.youtube.com/watch?v=WWcX-ov9R6I E: admin@theabp.org.uk Be There! 11-12 October 2018

30. THANK YOU on behalf of the Association for Business Psychology. We look forward to receiving Your Entry! www.amazon.co.uk/Delivering-Excellent-Workforce-Experiences-Association-ebook/dp/B00OWUEAV4/ www.theabp.org.uk