Grace Shiell

C

Consulting Firm Performance Management Toolkit

Aug 2014 - Dec 2014 (5 months)

My partner and I researched, designed, and executed a professional presentation/learning event on a category of organization development interventions, and provided an application toolkit that our colleagues could use in the future. Our performance management toolkit included a feedback delivery, dialogue skills, and goal setting resources.

L

Live Case Intervention Project

Aug 2014 - Dec 2014 (5 months)

Using Jay Galbraith’s star model framework for organization design, my partner and I developed an interview to assess the effectiveness of a national financial services firm. Based on our data collection, we proposed a human resource management intervention aimed at better aligning the organization’s reward system with its strategy, structure, processes, and people.

O

Organization Conflict Assessment

Aug 2014 - Dec 2014 (5 months)

Provided an evidence-based organizational conflict assessment, including recommendations for possible options for planned changes that are theoretically driven and supported by empirical research.
Used empirically validated surveys (i.e., ROCI-I, ROCI-II, Gelfand) and semi-structured interviews to identify sources of conflict. Data revealed the amount of conflict perceived by individual team members, preferred style(s) for managing conflict by each project member, and conflict culture(s) maintained by the project team and subteams.
Based on the assessment, I proposed recommendations for process and structural interventions including inter-group problem solving and new communication processes.

E

Employee/Leader Development Consulting Firm Project

Aug 2014 - Dec 2014 (5 months)

As part of my graduate program, my class was contracted by a non-profit organization to provide assessment services and subsequent recommendations of empirically validated interventions for increasing organization effectiveness.
Divided into two data collection teams, quantitative and qualitative, my team adapted and modified items from Garvin, Edmondson, and Gino’s (2008) Learning Organization Survey, which helps organizations pinpoint areas where they need to foster knowledge sharing, idea development, learning from mistakes, and holistic thinking. Based on our findings, we recommended designing individual development plans (IDPs), peer mentoring, and peer coaching processes that entail multiple learning relationships and building ef

L

Leadership Effectiveness Training Program Evaluation

May 2014 - Aug 2014 (4 months)

Evaluated management performance in three separate training programs (i.e., training + no coaching, training + 3 coaching sessions with an executive coach, training + ongoing peer-to-peer coaching). Assessed the reliability, validity, and utility of three leadership development programs using statistical tests, including single sample Z tests, independent samples t-tests, internal consistency and split-half, paired samples t-tests, ANOVA, correlation, regression, and multiple regression analyses. Effect sizes were also estimated where appropriate using an online effect size calculator.

O

Organization-Level Diagnostic Model Interview and Survey

Jan 2014 - May 2014 (5 months)

Using an open systems (OS) model, I developed an interview and survey to be used for diagnosing and assessing effectiveness at the organization-level of analysis.

S

Strategic Change Case

Jan 2014 - May 2014 (5 months)

Helped to develop an integrated strategic change plan beginning with an assessment of the organization’s external environment and strategic orientation. This involved a SWOT analysis, diagnosis of management’s readiness and ability to carry out strategic change, clarifying the organization’s values and assumptions as well as its core identity, and assessing management’s sponsorship for the change.

F

Fostering a Highly Motivated Workforce

Aug 2013 - Dec 2013 (5 months)

Conducted observational analyses and semi-structured interviews to diagnose a department challenges within a corporate office. Data suggested that the group was experiencing a lack of motivation among generation Y and millennial aged employees. Partnered with HR representatives to transfer knowledge of specific job characteristics that are needed to experience job satisfaction and engagement.

L

Leadership Style Effects on Employee Motivation

Aug 2013 - Dec 2013 (5 months)

Researched the job characteristics model of employee motivation as well as transformational and transactional styles of leadership. Determined that transformational style leaders foster a more highly motivated workforce. This information could give organizations an additional tool to aid them in the placement and training of leaders, so they can use their human capitol most effectively.

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Grace Shiell

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Behavioral traits