AC Growth Executive Interview with Dr. Julie Shuman

 

 

Dr. Julie Shuman, Psychologist and Founder of Emergent Management Solutions, LLC.

Emergent Management Solutions is a highly specialized practice focused on executive coaching, team effectiveness and technology change management. In addition, she consults as an executive coach and consultant with Right Management.

Dr. Julie Shuman draws on over 14 years of practical and psychological experience, across multiple industries and sectors. She began her career in executive and accounting roles with Haywood Wakefield and IVAX Pharmaceuticals. Dr. Shuman then served as a consultant with Arthur Andersen, where she oversaw large-scale technology ERP implementations for companies focused in the transportation, retail and insurance industries. Some of her clients included Tropical Shipping, Sunglass Hut, Homeowners Group, as well as other Fortune 500 clients. She then joined PricewaterhouseCoopers as a senior consultant and specialized in leading major software implementations covering enterprise management, asset management and corporate financial management systems. She also provided independent consulting for San Francisco Bay Area technology firms.

Dr. Shuman comes to the table with a unique skill set encompassing industry experience, consulting experience as well as clinical experience. This unique perspective and skill set provides an equally unique coaching or consulting experience for her corporate clients. Dr. Shuman overlays her psychological knowledge and intervention skills with her business acumen to facilitate meaningful growth and change aligned with business goals.

Dr. Shuman pursued her psychological education at UCLA and then continued with a combined master’s and doctorate from the California School of Professional Psychology. Dr. Shuman’s doctoral work provided an in depth analysis of the psychological attributes and dysfunctions of professional work teams.

Dr. Shuman is an active member of the American Psychological Association, the Society of Industrial and Organizational Psychology, The Florida Psychological Association, the OD Network and the Junior League.

What is the current state for the field of industrial psychology/organizational behavior?

Today, there is a diffuse application of psychology in the business setting. Different stabs are being taken with regard to the objectives and approach for applying my field in the work environment. What’s really driving this somewhat fragmented scenario are the companies themselves. Larger companies with broad and diverse workforces have the budget to support initiatives but lack the objectivity to successfully execute. Smaller companies, on the other hand, struggle to roll out these programs because they do not possess the human and/or financial resources to do so.

What’s driving this fragmented approach?

I do believe that companies overall still have a problem with buying into the whole idea. They take on small initiatives that are helpful but many do not take on the broader issues that face the workplace today. For example, many companies do have training and development initiatives for their most talented employees. However, only the more advanced companies have comprehensive programs covering employee selection, succession planning and comprehensive coaching programs incorporating objective outside agencies.

What are some of the initiatives that companies have undertaken?

Well, we do see companies trying to address cultural issues through learning and development, setting corporate values and trying to foster a friendly work environment. More specifically, companies are initiating 360-degree assessments for managers, executive training and in some cases one on one executive coaching.

Do you see many Human Resource teams capable of leading these initiatives?

That’s a great question. The answer is some do and most don’t. My experience in working with many companies from a variety of industries is that Human Resources does not have the background or processes in place to drive these often complex initiatives. Most Human Resource teams are oriented toward transactional activities such as recruiting, benefits and salary administration. Very few companies have Human Resource professionals that have the education, training and experience in organizational development. Professionals with this background are expensive and to have them on staff often times is met with great resistance from upper management. Often these are not full time roles within a single organization. Even the largest companies are continually challenged to retain people like myself due to budget pressures.

What do you believe will help to make companies be more committed?

First, I believe a macro issue is the economy. Companies that would like to start or expand their programs are not doing so because of the economic conditions that currently confront them. As the economy recovers, I think you will see a very rapid change in the number of companies taking up these initiatives and others broadening their current activities.

I also believe that more companies today are starting to see the value in what we do as professionals. More companies than ever are recognizing the need to address the connection between an employee’s personal life and how that impacts what they need and want in their work life. Many companies are beginning to realize that the number one motivator and performance indicator is job satisfaction. People want to be happy at their jobs and feel a sense of accomplishment. It might be surprising to people, but this often motivates employees just as much, if not more than, money.

How do companies go about making their employees more satisfied?

There are many big and small things a company needs to do but let’s address a few critical ones. First, companies need to understand that their talent pool is the most important asset they have and the key to being successful. Organizations need to provide employees the tools and opportunities to be successful. If companies are willing to partner in the development of their employees they will not only see a more satisfied workforce but they will be able to translate that satisfaction into success in the market place and thereby directly impact their bottom line.

Companies have to become more self aware and introspective. For example, the effective use of organizational 360 degree assessments can help a company to see itself in an objective manner. Applying proven scientific methods to understanding employee behavior also creates validity and credibility for an organization with its workforce.

Organizations also need to better align and engage their employees when it comes to vision, mission and strategy. If your employees do not agree or understand what your company stands for or where it’s going, then you will not have buy in from them. Lack of buy in will most certainly ensure that the company will fall short of its goals and objectives. This can be easy to address by communicating and collaborating on these issues from the top down. Additionally, companies can psychologically test and select employees whose personality and values fit best with the overall strategy and culture of the company. Additionally, companies can implement surveys and determine the needs of their existing employees and make some small and cost effective efforts to meet those needs.

In your opinion, which industries are the leaders right now in implementing programs?

High tech companies are usually the early adopters for any advancement in technology or innovative practices. I see a large number of companies in this space working hard to better connect with their talent pool. Healthcare is another industry that is spending the time and money to drive these programs. The similarity between these two industries is what we discussed before; these industries have relatively large companies with deep pockets.

What are some ideas for companies to help them get started with better connecting to their workforce?

A few ideas that immediately come to mind are:

• Setting up regular meetings with employees and management to review the company’s progress and discuss critical factors affecting the workforce’s ability to achieve the corporate goals and objectives.

• Send out a monthly newsletter highlighting activities happening in and around the company; ask employees for ideas and suggestions for topics.

• Encourage managers to take time to work on team effectiveness and enhancing communications as a break from just meeting the workload or objectives of the day.

In general, a company that creates transparency in its communication and is willing to listen to its employee base will be well ahead of the game and on their way to a more a satisfied workforce. The important factor here is that not all

initiatives have to be so expensive to produce real results. Even offering executive coaching to a few key individuals who lead teams or collaborate across the organization can be cost effective and change the way an entire management team performs.

How do you see your field evolving over the next 18 months?

As we discussed earlier, I think as the economy improves the level of activity will pick up dramatically. I also believe that more boutique firms and individual consultants will come into the market to provide services to small and mid-sized companies. These entrants I believe will have a double edged sword effect. On one hand, companies will be offered affordable programs that were previously not there. Conversely, the level of specialization and expertise potentially offered by these firms may not be at the level of some of the larger firms. Companies will have to educate themselves about the credentials of their providers and the services being offered. For example, companies should begin to understand the difference between a psychologist and a Human Resources trained professional. One might be better than the other depending on which type of service is needed. Another question that might be asked is does the company need an out of the box or generic program or a highly customized program? On one hand an out of the box program will be more cost effective but may be ineffectual for the needs of the organization. A customized program may be more expensive but may prove more cost effective in the long run in contrast to the alternative out of the box program.

My field will continue to evolve the use of scientific methodology to build validity and credibility to programs without sacrificing the personal aspect of working with people. I am currently evaluating several programs that I believe offer this balance.

In general, I believe that bringing organizational psychology methodologies into the workplace, if done correctly, will enhance a company’s culture and improve the dynamics of employee performance. We are at the beginning of a wave in American business that will dramatically impact strategy execution and driving innovation for the future.