Patricia A. Castelli, PhD, has more than 30 years experience in leadership, leadership development, management, strategy, organization behavior, organization development and change, human resource management, and management of multinational and multicultural organizations. She teaches at the master and doctoral programs: Leading the Global Enterprise, Global Leadership, Managing a Global Workforce and Human Resource Management.
As a full-time professor of management at LTU, Dr. Castelli enjoys coaching and developing future leaders. Her approach is “hands-on” and practical. Known for her motivational appeal, her forte is helping current and future leaders develop critical interpersonal skills often overlooked yet essential for leadership success. In addition, Dr. Castelli has master facilitation skills with a personable, charismatic style that promotes key learnings in creative and engaging ways.
In 2018, as the keynote speaker for LTUs Sixth Annual Research Day, Dr. Castelli was presented with the Presidential Colloquium Award for Outstanding Scholarly Achievement. In 2017, Dr. Castelli was awarded the Emerald Literati Network Award for Excellence, an International Award for her Highly Commended Paper- Reflective leadership Review. In 2014, Dr. Castelli was awarded the Henry B. and Barbara J. Horldt Excellence in Teaching Award from LTU and has been with the University’s College of Business + Information Technology since 1995. Her teaching philosophy is simple yet powerful – to raise the confidence and self-esteem levels of future leaders by providing them with the skills, competencies and behaviors needed to lead effectively in today’s global environment.
Dr. Castelli’s research is extensive in the area of leadership. She provides empirical evidence that leaders utilize to maximize their performance and the performance of their followers. She has developed several original research instruments that have been validated and proved reliable for use in organizational leadership worldwide. In addition to reflective leadership, these instruments also provide a variety of motivational strategies and techniques leaders use to improve the performance levels of individuals, teams and organizations. Dr. Castelli’s was one of the first researchers to use social media via LinkedIn to collect data. Her pioneering research proved fruitful and received nearly 1000 responses from leaders in over 81 nations. In addition to her pioneering and innovative research on reflective leadership, Dr. Castelli’s previous research on reflective learning has furthered the efficacy of the international academic community by providing a variety of instructional methods aimed at raising both the professional and personal value of the learning experience. Dr. Castelli’s research continues to be published in a variety of international leadership journals. She also enjoys presenting at international leadership conferences where she shares her expertise on reflective leadership and motivating strategies leaders utilize to increase the performance of work teams.
As a management consultant for over 30 years, Dr. Castelli has trained over 30,000 people in a variety of organizational settings. Working with Fortune 500 companies and corporate clients, she provides executive and leadership training programs to develop the skills and competencies of leaders and managers. Her client list includes: General Motors Corporation, Renaissance Center Corporate Headquarters, GM Powertrain Group, GM Truck Group, GM Mid-Lux, GM Information Systems & Services, UAW-GM
Dr. Castelli received her Ph.D. in Instructional Technology, a Division of Administrative and Organizational Studies, College of Education from Wayne State University, in 1994. She also holds a Master of Business Administration from Lawrence Technological University (1992) and a Bachelor of General Studies from Roosevelt University in Chicago, in 1987.
Courses: Leading the Global Enterprise, Global Leadership, Managing the Global Workforce, and Human Resource Management.
Chair, DBA Program, Lawrence Tech
Kassem Ayoub Ghanem. (Spring 2018). Moral Development Moderates the Relationship between Accountability and Ethical Leadership.
Yong Li. (Spring 2016). The Impact of Leadership Behavior on Employee Engagement.
Michael L. Schwartz. (Summer 2013). An Investigation to Determine the Effectiveness of Motivating Strategies Leaders Might Employ to Increase Followers’ Effort in the Workplace.
Evan Evans. (Spring 2013). The Effects of Organizational Leadership and Culture on Tacit Knowledge Utilization.
Gatling, Anthony. (Spring 2012). An Investigation of Business Coaches’ Perceptions Regarding the Presence of Authentic Leadership and its Impact on Coaching Performance.
Bennett, Matt. (Spring 2011). Instructor Charisma: An Analysis of Perceived Charismatic Leadership Capacities on Adult Learners Engaged in Classroom Instruction.
Iskandarani, Mariam. (Spring 2010). Post-Acquisition Performance of Cross-border Mergers and Acquisitions and the Moderating Effects of Entrepreneurial Orientation and its Dimensions.
D’Angela, Derek. (Spring 2008). A Study of the Market’s Reaction to Superior Sustainability Reporting as Demonstrated by the Financial Performance of Publicly Traded Companies.
Schroeder, Kathleen. (Spring 2008). A Study of the Differences Between Managers and Non-Managers in their Perceptions of Quality Management Achievement.
Member, DBA Program, Lawrence Tech
John Cox. (Summer 2014). An Evaluation of the Relationship Among Emotional Intelligence, SOAR, and Collaboration: Implications for Teams.
Jennifer Hitchcock. (Spring 2014). A Case Study on the Elements that Influence Organizational Collective Motivation.
Konyu-Fogel, Gyongyi. (Spring 2011). Exploring the Effect of Global Mindset on Leadership Behavior: An Empirical Study of Business Leaders in Global Organizations.
Winzenreid, James. (Spring 2010). Exploring Cultural Norms and Behaviors that Define an Ethical Environment in Charitable Nonprofit Organization.
Glover, Susan. (Summer 2009). An Empirical Study Investigating the Key Success Factors Amongst Women in Higher Education.
Ghanem, K.A., & Castelli, P.A. (2019). Self-Accountability in the Literature of Leadership. Journal of Leadership, Accountability and Ethics, 16(5), pp. 40-59.
Ghanem, K.A., & Castelli, P.A. (2019). Accountability and Moral Competence Promote Ethical Leadership. The Journal of Values-Based Leadership,12(1), Winter/Spring 2019, 136-164. Available at: https://scholar.valpo.edu/
Evans, E. C., & Castelli, P. A. (2018). Organizational Leadership And Culture Promote Tacit Knowledge Utilization. Journal of Management and Marketing Research,22, September 2018, 1- 23. http://www.aabri.com/
Castelli, P. A. (2018, April). Reflective Leadership Review: A Framework for Improving Organizational Performance. 2018 LTU Research Day Poster. LTU: Howard Hughes Medical Institute.
Egleston, D., Castelli, P.A., & Marx, T.G. (2017). Developing, Validating, and Testing a Model of Reflective Leadership. Leadership & Organization Development Journal, 38(7), 886-896. https://doi.org/10.1108/LODJ-0
Cairns, D., & Castelli, P.A. (2017). Team Assignments: Planning a Collaborative Online Learning Environment. Business Education Innovation Journal, 9(1), 18-24. Retrieved from http://www.beijournal.com/imag
Schroeder, K.E., & Castelli, P.A. (June, 2017). Organizational Role Alliance in Quality Management Effectiveness Perceptions. Journal of Behavioral Studies in Business, 9. Retrieved from http://www.aabri.com/manuscrip
Castelli, P.A. (2016). Reflective Leadership Review: A Framework for Improving Organisational Performance. Journal of Management Development, Vol. 35, Iss 2, pp. 217–236. Permanent link to this document: http://dx.doi.org/10.1108/JMD-
Castelli, P. A., Marx, T. G., & Egleston, D. O. (2014). Cultural Adaptation Mediates the Relationship Between Reflective Leadership and Organizational Performance for Multinational Organizations. Journal of Scholastic Inquiry: Business, 2, 57-70.
Castelli, P.A., Marx, T.G. & Egleston, D.O. (2014). Reflective Leadership: An Empirical Study. Proceedings and Presentation from the Center for Scholastic Inquiry (CSI) International Academic Research Conference, April 10-11, 2014. San Francisco, CA. U.S.A. Pages 243 – 247. Available at: http://www.csiresearch.com/San_Francisco_Conference_Online_Proceedings-Revised.pdf
Schwartz, M. L. and Castelli, P. A. (2014). Motivating Strategies Leaders Employ to Increase Follower Effort. The Journal of Values-Based Leadership: Vol. 7: Issue 1, Article 8. Available at: http://scholar.valpo.edu/jvbl/vol7/iss1/8
Gatling, A. R., Castelli, P. A., & Cole, M. L. (2013). Authentic leadership: The role of self-awareness in promoting coaching effectiveness. Asia-Pacific Journal of Management Research and Innovation, 9(4), 337-347.
Castelli, P.A., Egleston, D.O., & Marx, T.G. (2013). Social Media: A Viable Source for Collecting Research Data. Business Education Innovation Journal, 5, 2, 30-34. Available at: http://www.beijournal.com/v52013abstrtext.html
Rahman, W.A. and Castelli, P.A. (2013). The Impact of Empathy on Leadership Effectiveness Among Business Leaders in the United States and Malaysia. International Journal of Economics Business and Management Studies (IJEBMS), 2(3), 83-97. Available at: http://www.aiars.org/ijebms/
Castelli, P.A., Marx T. and Egleston D.(2013). Reflective Leadership: Executive Summary. Posted to LinkedIn April 2013: Reflective Leadership Executive Summary
Castelli (2012). The Global Leader as Reflective Practitioner. Association for Global Business International Academy of Linguistics Behavioral and Social Sciences. Proceedings of the 24th Annual Meeting (Volume 24). November 15-17, 2012. Washington, D.C. U.S.A.
Shuayto and Castelli (2012). The Case for Promoting Soft-Skills Development in MBA Programs. Academy of Business Research (ABR). New Orleans, LA. International Conference Presentation and abstract proceedings.
Castelli (2011). An Integrated Model for Practicing Reflective Learning. Academy of Educational Leadership Journal. Volume 15, Special Issue. ISSN: 1095-6328.
Castelli (2011). Reflective Learning in Practice: Transforming Experiences in a Graduate Global Leadership Curriculum. Academic and Business Research Institute (AABRI). Nashville , TN International Conference Proceedings, March 2011. Available at: http://www.aabri.com/NC2011Proceedings.html (NC11003)
Bush, Castelli, Lowry & Cole (2010). The Importance of Teaching Presence in Online and Hybrid Classrooms. Proceeding of the Academy of Educational Leadership, Volume 15, Number 1. New Orleans, Spring, 2010.
Stavros, Seiling & Castelli (2009). Capacity Building for Organizational Accomplishment: Lessons from a Network of Nonprofit Organizations. Icfai University Press Professional Reference Book. Title: Appreciative Inquiry: Concepts and Experiences.
Marx, Castelli, Inskeep & Konyu-Fogel (2009). Manual: Global Leadership Guide: A Supplement for Instructors. A manual created to assist leadership faculty in understanding globalization and its impact on today’s leaders and as a resource for developing global leadership coursework. Unpublished Manual, Southfield, MI: Lawrence Technological University, College of Management.
Kirkwood, Castelli and Stavros (2009). Edited Manual: Facilitating Reflective Learning. A manual created to assist faculty in understanding, practicing and evaluating reflective learning in their courses. Unpublished Edited Manual, Southfield, MI: Lawrence Technological University, College of Management.
Castelli (2008). Leader as Motivator: Coach and Self-Esteem Builder. Management Research News.September 19, 2008. Issue 9, Vol. 31 Emerald Group Publishing Limited.
Bush, Castelli, Lowry & Cole (2008). Improving Teaching Presence in a Virtual Classroom. Conference Presentation and Proceedings for the 8th Annual HawaiiInternational Conference on Business, May 2008.
Castelli (2008, April 25). Scholarly Insight/Reviewer: Developing Human Resource Management Through Human Capital Culture: 'One Team, Infinite Solutions.' Management Research News. Emerald Group Publishing Limited.
Bush, Castelli, Lowry & Cole (2008). Improving Teaching Presence in a Virtual Classroom. SoTAL Educational Research, Poster Session Sponsored by the Center for Teaching and Learning, Lawrence Technological University, April 2008.
Castelli, Castronova, Stavros, Seiling (2007). Leaders and Followers: The Role of Achievement Motives and Their Effects on Motivating Strategies for Enhancing Performance. Conference Proceedings will be available June 2007 at:http://academicbusinessworld.org/AWB-107.pdf
Stavros, Seiling & Castelli (2008). Capacity Building for Organizational Accomplishment: Lessons from a Network of Nonprofit Organizations. North American Management Society Conference. Midwest Business Administration Association Journal. Award: Best Paper in
Seiling, Stavros & Castelli (2007). Enhancing Organizational Effectiveness Through the Connective Lens of Constructive Accountability and Dynamic Relationships. Manuscript accepted for the Journal of Business and Leadership: Research, Practice, and Teaching.
Seiling, Stavros & Castelli (2007). Ambition: Looking at a Much Maligned Aspect of Performance. SouthWest Academy of Management 2007 Annual Conference. Paper Manuscript accepted at Journal of Business Strategies.
Cooperrider, D., Whitney, D. & Stavros, J. (2007). AI Handbook: The First in a Series of AI Workbooks for Leaders of Change. Second Edition. Lakeshore Publishers. Reviewer and Editor for Chapter 9.
Castelli (2006). Achievement Motives and Their Effects on Instructional Motivating Strategies for Adult Learners. Academic Business World Conference, Nashville, TN. Conference Proceedings available at:http://academicbusinessworld.org/AWB-107.pdf
Castelli (2006). Original research conducted in the College of Management, Lawrence Technological University, Southfield, MI. Modified and administered 298 surveys in April/May 2006 to existing undergraduate, graduate and doctorate students. Tables from the research provided.
Castelli (2006). Effort Survey. From Bohlin, R.M., Viechnicki, K.J., & Milheim, W.D. (1990). Course effort survey revised. From Keller, J.M., & Subhiyah, R.G. (1987). Florida State University.
Castelli (2006). Interest Survey. From Bohlin, R.M., Viechnicki, K.J., & Milheim, W.D. (1990). Course interest survey revised. From Keller, J.M., & Subhiyah, R.G. (1987). Florida State University.
Castelli (2006). Human Resources: How to Motivate Your Employees. Detroit Regional Chamber: Tips 4 Biz. August 31, 2006. http://www.detroitchamber.com.
Castelli & Green (2006). Outcomes Assessment Manual. A comprehensive book that guides the reader through the various phases of the outcomes assessment process. Examples and applications by member institutions are illustrated to highlight best practices. Prepared for The International Assembly for Collegiate Business Education, Overland Park, Kansas, March 2006.
Castelli, Bush & Kirkwood (2006). Outcomes Assessment for Undergraduate Management Degree Programs: An Appreciative Inquiry Approach. The International Journal of Applied Management and Technology, Volume 4, Number 1, May 2006.
“Achievement Motives and Their Effects on Instructional Motivating Strategies for Adult Learners”, (May 2006). Academic Business World Conference, Nashville, Tennessee.
“Leading Outcomes Assessment: Best Practices”, (2006). The International Assembly for Collegiate Business Education (IACBE), Annual Conference, Orlando, Florida.
“Organization Development and the Creation and Sustainability of Vibrant & Virtual Learning Communities in Organizational Leadership and Management”, (October 2006). Panel Discussion. Midwest Academy of Management Annual Conference - Leading and Learning: What’s Ahead for Management Education, Louisville, Kentucky.
“Launching a Strategic Management Capstone in a College of Management”, (October 2006). The Midwest Chapter of The International Assembly for Collegiate Business Education (IACBE). Hosted at Lawrence Technological University, Southfield, Michigan.
“Strategic Management: A Capstone Direct Measure Initiative”, (October 2006). The Midwest Chapter of The International Assembly for Collegiate Business Education (IACBE). Hosted at Lawrence Technological University, Southfield, Michigan.
“Implementation of Direct Measures of Outcomes Assessment for Faculty, Staff and Directors”, (November 2005). The Huizenga School of Business and Entrepreneurship, Nova Southeastern University, Fort Lauderdale, Florida.
“Action Planning and Closing the Loop in Outcomes Assessment”, (July 2005). Atlanta Technical College, Atlanta, Georgia.
“Accreditation and Outcomes Assessment”, (2005). The IACBE Annual Conference, San Antonio, Texas.
“Preparing for Reaffirmation: Outcomes Assessment”, (February 2005). The Huizenga School of Business and Entrepreneurship, Nova Southeastern University, Fort Lauderdale, Florida.
“E-Learning: Hybrid Time-Compressed Teaching”, (2005) with Professor Laura Majewski, The IACBE Annual Conference, San Antonio, Texas.
“Developing a DBA for the Practitioner-Scholar”, (2004). The IACBE Annual Conference, Seattle, Washington.
“Second Annual Strategic Leadership Symposium, Lawrence Technological University College of Management”, (November 2004). Developed the program and led a panel comprised of Dennis Wayne Archer Chairman, Dickinson Wright, PLLC; Mary Kramer, Associate Publisher/Editor, Crain’s Detroit Business; Debra
“Time Compressed Hybrid Courses: Teaching Strategies, Technology Services, and Administrative Support” Castelli (2004) with Dr. Jackie Stavros, Dr. Al McCord, and Professor Laura Majewski at Michigan Blackboard User Group MBUG, Lansing, MI.
“Doctorate of Business Administration for the
“Outcomes Assessment in Higher Education – A Monograph”, (2003). The IACBE Annual Conference, Baltimore, MD.
“First Annual Strategic Leadership Symposium, Lawrence Technological University College of Management”. (November 2003). Developed the program and led a panel of comprised of Eleanor Josaitis, Focus HOPE; George Surdu, Vice President of Information Technology, Ford Motor Company; Bob Guenzel, County Executive for Washtenaw County; and Clarence Rivette, Entrepreneur; Southfield, MI.
“Closing the Loop in Outcomes Assessment”, (2002). The IACBE Annual Conference, San Diego, CA.
“Leadership Career Choices”, (2002). Leadership Career Day. Lawrence Technological University, Southfield, MI.
“Direct Measures for Assessing Student Learning Outcomes in the College of Management”, (2002) with Dr. Jackie Stavros and Professor Laura Majewski at LTU’s Assessment Symposium Best Practice Examples of Student Academic Achievement Assessment, Southfield, MI.
“Outcomes Assessment Essentials”, (July 2001). The Association of Collegiate Business Schools and Programs (ACBSP) Annual Conference, New York, New York.
“Implementing Outcomes Assessment – Action Planning”, (April 2001). The IACBE Annual Conference, Kansas City, Kansas.
“Creating an Effective Outcomes Assessment Plan”, (April 2000). The IACBE Annual Conference, Kansas City, Kansas.
As the owner of a management consultant firm for over 30 years, Dr. Castelli has trained over 30,000 people in various organizational settings. Working with Fortune 500 companies and corporate clients, she provides executive and leadership training programs to develop the skills and competencies of leaders and managers. Her client list includes: General Motors Corporation, Renaissance Center Corporate Headquarters, GM Powertrain Group, GM Truck Group, GM Mid-Lux, GM Information Systems & Services, UAW-GM
Assessment Process for Teams. Created an administrative assessment process for DePaul Health Center to provide feedback concerning the effectiveness of various teams throughout the health center. Skill categories include: group dynamics, conflict management skills, meeting management, communications, leadership and team relationship building, process improvements, problem solving and decision making.
Effective Facilitation: Assessment Process for Team Leaders. An assessment process to determine the current skills and knowledge team leaders possess for facilitating team meetings. Process includes: an administrative guide, 360 evaluations, data analysis, feedback reports, and prescriptions for training needs.
Team Assessment Process. A 360 evaluation designed to assess team players in their various roles throughout the organization. The process includes assessment instruments for team sponsors, team leaders and team members. Criteria for evaluation and measurement procedures are also included.
Common Process Implementation. An implementation strategy designed to communicate the common processes, services, and the new initiatives GM Worldwide Facilities Group, Facilities Management (WFG/FM) provides. The program was developed for a dual audience: Tenants and FM staff (approximately 50,000).
Meeting Guides and Corresponding Overheads. Extended timing sheets designed for WFG/FM management to lead the presentation. Materials include narrative scripts, corresponding overheads via PowerPoint, logistics and timing elements for successfully leading large groups through the WFG/FM presentation.
Tenant Brochure. An informational brochure designed to educate tenants on the services WFG/FM offers and how to access those services.
Participant Materials. A booklet developed for WFG/FM staff that highlights the major points of the presentation. Used to take notes during the session and as an ongoing reference tool.
Corporate Merchandising Survival Kit: Project Management. Researched, designed, developed and facilitated a custom designed Project Management workshop for Amway Corporation to help Corporate Merchandising staff personnel build skills to become better project managers. Deliverables included: Instructor’s Guide with Corresponding Overheads, Participant’s Workbook, Case Simulations, and Role Play Activities.
Overcoming Negativity in the Workplace. A workshop designed to gain an understanding of the typical roadblocks that cause stress and negativity. The major tool used during the session is the participant workbook that contains several self-appraisals to help pinpoint problem areas. This guide also contains a variety of tools and techniques for applying the principles presented throughout the course. Prepared and presented at the Fall 2000 UAW-GM
Communication Event: IBM. A variety of media presentations scripted for IBM world headquarters based on extensive interviews with international leaders to communicate the restructuring of major business segments within the organization.
Course Specification: The Employment Law Seminar. Detailed specifications for the design, development, implementation, and associated costs for a seminar on Employment Law. Developed for Detroit Testing Laboratory, Inc.
Cross-Training for Continuous Improvement. A reward and recognition process developed for management at Finishmaster, Inc., as an incentive to promote cross-training at the store level throughout the Finishmaster organization.
Administrative Guide for Cross-Training for Continuous Improvement. An introductory guide developed for store managers to gain awareness and build support for the organization’s cross-training initiative. The booklet includes system guidelines, skill areas and training units, training agendas and point systems, reward and recognition awards and arrangements, procedures for communicating and implementing the process.
Cross-Training Competency Checklists. Twenty-six competency checklists were developed to assist store managers in evaluating the effectiveness of employee’s progress for applying cross-training knowledge for newly developed skills practiced on-the-job. Checklists include observable behavioral statements for key elements of performance and a comments section.
Cross-Training Evaluations. Designed for employee use, twenty-three evaluations were developed for Finishmaster to assess knowledge acquisition after completing various cross-training modules. Evaluations include instructions for use and test items. In addition, store managers were provided with answer keys for scoring.
Defining Discipline and Applying Disciplinary Action in the WorkplaceA training module designed to assist managers in learning about employee rights and their legal responsibilities in the workplace. Developed for Detroit Testing Laboratory, Inc.
Department of the Army – U.S. Army Tank-Automotive and Armaments Command
Develop and facilitate a variety of stress management and EI workshops for numerous divisions of the U.S. Army Tank-Automotive and Armaments Command located in Warren, MI.
General Motors Corporation - Culture Orientation Programs Eight-hour cultural orientations developed for a variety of GM audiences to assist employees in learning about their new environment, corporate initiatives, and the cultural aspects essential to GM’s continued success. Process includes: information gathering, program design and development, pilots and evaluation, lead facilitation, train-the-trainer, and continuous improvement cycles. Programs delivered to over 26,600 GM employees at the following locations:
GM Truck Group, Pontiac MI
GM Service Parts Operations (SPO) Headquarters, Grand Blanc MI
GM Global Headquarters, Renaissance Center, Detroit MI
GM Powertrain, Pontiac MI
GM Powertrain "Come Together Briefing" (global)
GM Mid/Lux, Warren MI
Facility Handbook. A comprehensive handbook designed to help GM employees learn about their new work environment. The handbook includes sections on safety and security, site and building information, GM service amenities, building and office services, and business protocol.
Leader’s Guide and Corresponding Overheads. Extended timing sheets designed for facilitators in leading GM’s orientation day events. Materials include narrative scripts, corresponding overheads for PowerPoint presentations, debrief tools, logistics and timing elements all necessary for successfully leading large groups through GM’s orientation process.
Orientation Day Activities Booklet. Participant materials include group activities and supporting interactive exercises designed to: actively orient individuals to their new environment, to understand business protocol, and drive new culture initiatives GM is promoting.
GM VSSM Information Pak Develop and deliver a 108 page informational kit. Goal of project was to creatively disseminate important information to 1,700 VSSM employees to assist them with their office location moves. Developed for GM WFG Facilities Management, Detroit, Michigan.
GMU Policies & Procedural Manual Research and develop a common General Motors University Handbook encompassing 50 topics for all Southeast Detroit Campuses. Also developed GMU site brochures illustrating training room amenities, site maps with directions and essential contact information. In addition, a series of divisional communication memos were written to announce new policies and common protocol. Developed for GM WFG Facilities Management, Detroit, Michigan.
Skills Assessment Process Produced for Blue Cross Blue Shield of Michigan (BCBSM), a long-term project initiated and represented as a cooperative union - management process developed by negotiating at every stage of the project.
The project had three primary objectives: 1) to analyze the work employees currently perform and identify training needs, 2) to allow employees the opportunity to demonstrate skills by completing equivalency instrument work simulations and, 3) to provide recommendations for training interventions when necessary. Project stages and deliverables included: Job Analysis, Survey of Training Needs, Course Analysis, Design Criteria, Equivalency Instrument Work Simulations, and Individualized Training Plans.
Analysis Meeting Guide. A meeting guide created for facilitators to use in conducting job analysis meetings at Blue Cross Blue Shield of Michigan. Meeting guide includes project background, job descriptions and analysis data, analysis meeting procedures, overheads and suggested scripts for conducting the meetings.
Job Analysis. Organized, scheduled and assisted in conducting 35 job analyses for various BCBSM bargaining unit positions. Analysis included collecting information and reporting results for job requirements such as outputs, quality and quantity measures, tasks, skills/knowledge and abilities.
Survey of Training Needs. Completed by the employee, training surveys were developed to identify training needs for current job requirements. The survey results were then used to schedule candidates for equivalency instruments to demonstrate skill in work simulations. Materials include 12 surveys, instructions for use, and process rationale for implementation.
Course Analysis. Fifty-eight courses were surveyed to match job skills with relevant training and to find correspondences within the courses to the job analyses that were conducted. Analysis consisted of course name, course code, impacted job titles, performance objectives and subject segments when applicable.
Design Criteria. Methodology and test development standards used as guidelines for creating for equivalency instrument work simulations.
Equivalency Instrument Work Simulations. Working with BCBSM Trainer SME’s, simulations and live work were pulled from various units to represent coding and adjudicating functions. Test folders were built around job skills and responsibilities represented by courses. Each folder contains instructions, numbering systems, simulations, supporting materials, and answer forms. In addition, master folders with answer keys for scoring were developed. In total, 478 work simulations were developed to test the skills and knowledge of employees performing work without formal training.
Training Plans.Working with BCBSM Trainer SME’s, equivalency instruments were scored and analyzed. Training plans were generated to provide an individualized description of the employee’s results including recommendations for additional training interventions when needed.
Climate SurveyAn organization-wide survey developed to assess quality levels, supervision, human resource/personnel services, environment and productivity improvements. Developed for Detroit Testing Laboratory, Inc.
Cost Benefit Analysis for the Relocation of a Testing Site An analysis of the costs and benefits associated with the move of a major department to a new location. Conducted for Detroit Testing Laboratory, Inc.
Whirlpool International: Worldwide Excellence System A
Front End Analysis for Whirlpool’s Worldwide Excellence System. A comprehensive research report identifying performance improvement areas senior managers required for operationalizing and communicating Whirlpool International’s total quality process. Analysis was based on extensive one-on-one interviews with leaders from major business segments throughout the organization.
Design Document for Achieving Value Creating Objectives for Whirlpool’s Worldwide Excellence System. Process map, model and flow charts were designed for detailing the development process for implementing Whirlpool’s total quality system.
Development Document for Achieving Value Creating Objectives for Whirlpool’s Worldwide Excellence System. Process flow charts, subprocess design sheets, activities, checklists, assessments, health audit and communication documents were developed for implementing management training to strategically operationalize Whirlpool’s total quality system.
The American Medical Association (AMA): Evaluation for Support Services Operations A comprehensive summative evaluation conducted at the American Medical Association, Chicago, Illinois. The assessment included: inventory control, sales control, personnel and operations, product quality and presentation, catering, pricing structure and policies, sanitation, and financial management. The report included formal recommendations for tactical and strategic improvements that were subsequently implemented at the client’s request.
Evaluating GM Customer Enthusiasm ProcessA proposal developed to evaluate the effectiveness of GM’s customer service initiative. The plan included a methodology for designing evaluation instruments, communications, logistics for staffing evaluation events, a system for evaluating results, training prescriptions, and costing information.
Evaluating Instructional Materials: What to Look ForA checklist for evaluating materials being considered for training and development initiatives. Developed for Detroit Testing Laboratory, Inc.
Management of Food Service Operations at Meadow Brook HallAn extensive, formal evaluation detailing guidelines for management of operations, personnel management, product development and pricing, and sanitation regulations. Developed for Oakland University, Rochester, Michigan.
Outcome Evaluation: Performance AppraisalA formal evaluation addressing the utility and effectiveness of the company’s performance appraisal system. Developed for Detroit Testing Laboratory, Inc.
Total Quality Management SystemAn assessment of the company’s newly established TQM process and recommendations for process improvements. This formative evaluation was developed for Detroit Testing Laboratory, Inc.
Restructuring a Human Resource DepartmentContracted to systematically construct a human resource division that would sustain in a thriving environment. Projects included developing and implementing systems for Position Descriptions, Job Evaluation and Salary Administration, Performance Appraisal, Employee Handbook, Manager Handbook, Benefit and Services Administration, Employee Relation Programs, and Affirmation Action Plan. Developed for Detroit Testing Laboratory, Inc.
Position Descriptions. Conducted one-on-one interviews and used supporting documentation to create position descriptions for 42 exempt and non-exempt positions within the organization. Position descriptions included purpose, major performance objectives and corresponding percentage weightings, equipment utilized, working conditions, internal and external contacts, dimensions, knowledge and skill requirements, and reporting relationships.
Job Evaluation and Salary Administration. Constructed a job dictionary, job grading and salary classifications for company positions based on comparable market data and comparable internal jobs. Process included a communication guide for implementing the process, procedures for determining salary within range spreads, adjustment procedures for employees who fell below the minimum of grade, and use of the pay program for new hires, promotions, and transfers. A glossary of key compensation terms, position listings by salary grade number, position matrix per salary grade, and salary structures for exempt and non-exempt positions were included.
Performance Appraisal System. Created customized evaluations for managerial and supervisory, office and administrative, technical and engineering, and service and maintenance job families within the organization. Using position descriptions as the primary basis for evaluation, managers rated performance based on sound criteria and supporting rationale. The system was communicated at a
Employee Handbook. Assuring compliance with federal, state and local guidelines, an employee handbook was developed to communicate company expectations for employment guidelines covering policies and procedures, and to provide information about the company’s environment, benefits, and career opportunities.
Manager Handbook. A tool to assist managers in managing the performance of their staff on a day-to-day basis. The handbook contained detailed policy and procedures covering the human resource spectrum including: the interviewing and selection process, training and development, performance appraisal, career development, compensation, employee benefits, and health and safety.
Benefits and Services Administration. Developed systems for reviewing current benefit packages and vendor services. Initiated and conducted competitive bidding processes based on quality services for employees and the organization; changed, added and discontinued programs and services as necessary.
Employee Relation Programs. Based on climate survey results and employee interviews, developed an array of programs aimed at promoting the cohesiveness of the organization. Programs included generating a monthly employee newsletter, individual and team recognition and reward systems,
Affirmative Action Plan. Using state and federal guidelines, creation of an affirmation action plan detailing specifications and requirements for Company implementation.
Recruiting and Retaining EmployeesA workshop designed to help management effectively recruit and retain employees. Workshop materials include methods for recruiting employees, behavioral interviewing techniques, the legal aspects of interviewing, and tools and techniques for reducing turnover. Developed and presented for 1-800-FLOWERS.COM Annual Conference for Management 2000 in Long Beach, CA.
Getting it Right: Performance AppraisalsA scripted presentation, developed for video, illustrating the legal side of performance appraisals. Using a series of vignettes, ineffective and effective techniques are contrasted to assist managers in properly conducting performance evaluations. Developed for Detroit Testing Laboratories, Inc.
Identifying and Handling Performance ProblemsComprehensive guidelines and procedures used as a management tool for improving performance within the organization. Tools include methods to diagnose performance problems, problem solving techniques, and corresponding training and non-training interventions. Developed for Detroit Testing Laboratory, Inc.
Managing a Positive Attitude in Today’s Workplace A workshop designed to increase awareness and identify individual attitude problems. The program focuses on ways to make positive change by applying guiding principles. Program includes self-assessments, individual and group activities, and individualized action plans. Custom designed for Sara Lee Corporation, Chicago, Illinois and the Development Center, Inc., Detroit, Michigan.
When Should Training Videos Be Utilized?: Techniques for SuccessA job aid used to assist management for determining when video instruction would be most beneficial. Practical applications for training, budgeting, and tips to maximize cost effectiveness are also included. Developed for Detroit Testing Laboratories, Inc.
Job Performance Aids: A Valuable Resource with Little Effort A booklet that illustrates how job performance aids can effectively assist in performing routine job functions. Developed for Detroit Testing Laboratories, Inc.