3 pages essay

The Industrial-Organizational Psychologist 67

The Future of

I-O Psychology Practice, Part I:

Future Directions for I-O Practice

Identified by Leading Practitioners

Rob Silzer

HR Assessment & Development Inc./Baruch-CUNY

Rich Cober

Marriott International

The current and future state of industrial-organizational psychology has

been widely discussed in recent years (see references). I-O psychology seems

to be in the middle of a transition or perhaps a rebalancing among the vari-

ous groups and interests in the field. Most professions evolve over time. At

times, the evolution is due to technological innovations that change the nature

of the work. Other evolutions are in response to shifts in macro environments

(such as cycles of economic prosperity and recession), which often require

innovative adaptations in professional practices and standards.

In order to better understand the evolution and future direction of I-O psy-

chology practice, a brief survey on the “Future of I-O Psychology Practice”

was sent to a small but diverse sample of 80 I-O practitioners (1Qtr, 2010)

Completed surveys were received from 50 leading I-O practitioners, includ-

ing 20 SIOP Fellows. This survey was a follow up to the SIOP Practitioner

Needs Survey (Silzer, Cober, Erickson, & Robinson, 2008).

Our survey team was interested in finding out how I-O psychologists saw

the future of I-O psychology practice. In addition, we wanted to draw on their

extensive experience to gather suggestions on what I-O practitioners and

SIOP can do to further facilitate I-O practice. The survey contained three

open-ended questions:

Based on your own experience and insight, and thinking ahead to the next

10–20 years of I-O psychology practice:

1. What are the three most likely future directions for I-O psychology

practice?

2. What are the three most important activities that I-O practitioners can

do in the future to contribute to organizational and individual effectiveness?

3. What are three steps that SIOP could take to facilitate I-O psychology

practice in the future?

In a series of TIP articles we will provide a summary of the responses to

each of these questions. A full listing of all the responses to the survey will

be made available on the SIOP Web site.

Future Directions for I-O Psychology Practice

In this article we focus on the responses to the first question: What are the

three most likely future directions for I-O psychology practice? We received

138 responses (on average 2.76 comments per respondent) and sorted them

into 16 categories that emerged from the data (see Table 1). The top four cat-

egories for this question account for 51% of the responses (n = 71).

Many respondents found the first survey question to be the most chal-

lenging. Below we provide a representative sample of the responses we

received in each category.

68 October 2010 Volume 48 Number 2

Response category Number of responses

1. Changes in the field of I-O psychology 27 Consolidation of the field Better integration between I-O research and I-O practice Splintering of the field Potential obsolescence and irrelevance Integration with related fields Incorporation into HR Migration to business schools

2. Changes in I-O practice 20 Shift to focus on individuals and talent management Shift to other practice areas Streamlining of our practices and procedures

3. Impact of globalization 14 4. Impact of technology 10 5. Greater business/client orientation 9 6. Changes in skills 9 7. Increasing influence of data driven and research-based approaches 7 8. No change 7 9. Increased competition 7 10. Changes in roles 6 11. Changes in careers 4 12. Increased legal considerations 4 13. Better measurement of impact and outcomes 4 14. Greater public visibility 3 15. Impact of economic factors 3 16. Commoditization of products and services 2

Table 1

Response Categories for Question 1: Future Directions for

I-O Psychology Practice

1. Changes in the field of I-O psychology

• Consolidation of the field

• More consolidation in the field, which is filled with individual prac-

titioners; this is really a fragmented market right now, but the larg-

er firms, including search firms and broader HR firms, are buying

I-O expertise. I fear that it will make us subservient to HR or other

interests. If the larger firms were to provide more dollars for applied

research, that would be a positive.

• Better integration between I-O research and I-O practice

• Potential for greater connectivity between I-O research and I-O

practice (how to create a continuous loop of practical research that

informs application in a shorter lifecycle).

• Splintering of the field

• A bifurcation into “individually focused” (e.g., assessments, coach-

ing) and “systems focused” (e.g., human capital strategy, program

design/implementation) styles of practice. Bifurcation is a negative.

• Dying in SIOP and reemerging in other flourishing, growing, and thriv-

ing areas of professional psychology practice (e.g., business of [psy-

chology] practice; consulting psychology; organization development;

executive development; healthy workplace environment roles; etc.).

• It will splinter and be absorbed into other areas such as coaching,

HR consulting, strategy consulting, and so on. We will not have

been able to carve out a niche as a field of “psychological” prac-

tice. Research will become even more specialized and esoteric.

Because it is narrow and reductionist, outside of the small circle of

academics I-O research is not viewed as useful nor giving us cred-

ibility to be at the table with senior decision makers.

• It will break into two parts: a commodity portion in which online

tools (both good and terrible) will be distributed over the Web at

very low cost and elite consulting practice where practitioners do

highly customized work with senior executives.

• A split between I-O practice and the researchers, perhaps into dif-

ferent professional societies.

• High-volume selection work will be increasingly commoditized as

turn-key solutions. Organizations will be able to select from menus

of available selection procedures, online test administration sys-

tems, and standardized job “analysis” tools to be able to plug in rea-

sonably effective selection systems.

• I-O psychology practice and research will continue to drift apart,

and it will lead to less professional engagement and cross-fertiliza-

tion (40% chance).

• Split of content specialists (practitioners) versus methodological

(academic) specialists. Practicing I-O psychologists will further

split into primarily psychology-based content experts/practitioners

The Industrial-Organizational Psychologist 69

versus organization development types.

• Special interests within our society will cause us to fractionate like

APA.

• Potential obsolescence and irrelevance

• Potential for obsolescence if the practical components are not pro-

moted and better PR is not provided to help others’ understand the

value and impact.

• I-O moves more toward academic/less business relevant initiatives

and loses its traction in a business setting.

• Unless we stop producing technocrats who have no insights about

business, we will become more irrelevant.

• Death of I-O…work in practice is subsumed by clinicians/couns-

eling psychologists and lawyers.

• The field is becoming irrelevant; other professions are savvier in

their ability to influence business leaders and make themselves

indispensable to the business world.

• I-O professionals marginalized despite best intentions; profession

grows incrementally but is widely outpaced by growth of adjacent

professions (APA, SRHM, ASTD, HRPS) and other more interdis-

ciplinary associations. As a result the theoretical- and experience-

based contributions of SIOP practitioners are largely ignored unless

channeled through other vehicles (HBR, online forums not yet

developed). Those with a background in I-O psychology who ascend

to senior organizational roles cease to look to SIOP for best prac-

tices, instead looking at the broader field of management consulting

(as in “it was a good training ground, but now I have really big issues

to work on”). Having I-O psychology background/degree offers lit-

tle market differentiation among executive coaches, talent manage-

ment practitioners, and organization development consultants.

• Integration with related fields

• It will become more integrative with other parts of psychology, incor-

porating input from clinical, counseling, social psychology, and with

other disciplines. We will do more work as integrated teams of pro-

fessionals such as pairing with MBAs, and so forth. Our models will

become more attentive to real-life problems of organizations. Meth-

ods will involve more qualitative as well as quantitative approaches.

• Elevation of the importance and visibility of I-O psychology by

virtue of strengthened connections with other disciplines that con-

tribute to organizations and management.

• Those with I-O backgrounds will absorb knowledge and learn strate-

gies and techniques from other fields—may even align themselves in

multibackground groups (to take advantage of the many fields that

have something useful to contribute to leadership development). Some

may stay connected to I-O as a professional group, and others won’t.

70 October 2010 Volume 48 Number 2

• Incorporation into HR

• There will be increasing demand from HR generalists (e.g., HR busi-

ness partners) who support line leaders and field operations to learn

and “own” some of the up-front work that I-O psychologists are

trained to do (i.e. organizational diagnosis, job analysis, etc.). I can

easily envision other functions or professionals either wanting to be

empowered to do I-O work or simply coming into the organization

claiming they can do high-quality I-O work without the proper train-

ing (e.g., clinical psychologists, counselors, therapists, etc.).

• Continued integration and subordination to HR. In organizations, I-O

psychologists will continue to work for HR professionals more often

than any other arrangement. Gradually SHRM will provide more

practice-oriented resources appropriate to I-Os and will gradually

become the practice-oriented professional resource of choice for I-Os.

• Migration to business schools

• The migration of I-O psychology into business departments will

impact I-O practice in the future. There are some benefits in terms

of the profession integrating more into the education and training of

future business leaders. Future business leaders are likely to be

more aware of I-O psychology and the perspective, solutions, and

benefits it brings to an organization. On the other hand, this migra-

tion may “morph” I-O psychology into something different and

may, by necessity, become more focused on and more associated

with organization development and large-scale organizational

change efforts. Some parts of our profession that provide unique

value to others, such as research/practice related to individual dif-

ferences, measurement, and so forth, could take a back seat in terms

of focus, be seen as less relevant, or possibly disappear all together.

• “Human capital management” becomes a separate discipline,

MBA focused.

• Decline: Graduate programs erode in favor of B-school OB-type

programs.

2. Changes in I-O practice

• Shift to focus on individuals and talent management

• Change direction in terms of the “science” influence on practice;

that is, practice becomes more defined in terms of coaching, orga-

nizational behavior, and “softer” services, and the “I” side is treat-

ed as having less importance overall.

• More focus on leadership development and the integration/align-

ment of talent management with organizational strategies.

• More focus on practice related to the individual; for example,

coaching, individual assessment and feedback, career development,

and counseling.

• Migration toward areas where there is a smaller I-O research base

The Industrial-Organizational Psychologist 71

compared to historical I-O practice (e.g., migrate from job analy-

sis, selection, performance management to leadership develop-

ment/leadership talent management, organization development,

workforce planning, etc.).

• Increased focus on talent management (including assessment, devel-

opment, succession planning); this is only going to get worse as the

boomers finally retire fully and the shortage of Gen Xers ascend to

the senior most roles.

• Expand understanding of interfaces among individual differences

and context, be it organizational and national culture, strategy, stage

of development, structure, and so on.

• Shift to other practice areas

• Increased focus on sustainability, “green” jobs, and so forth.

• Taking a leadership role in helping organizations become corporate

citizens in the world economy: facilitating cultural integration and

sustainability initiatives and helping organizations advance in ways

that benefit economies and societies.

• Movement into more heavily org-design kinds of work as ability to

understand data patterns, compensation theory, and job structures

are leveraged to help organizations adapt to changing economic

conditions. This would afford opportunity to broadly leverage

assessment and performance development expertise.

• Becoming more engaged in the reality of organization development

as it is practiced in the real world by those who are sophisticated but

not psychologists.

• The demographics of the work place will continue to change. In addi-

tion to growing diversity, people are living longer. I-O practices need

to focus on ensuring the work effectiveness of this population in par-

ticular, perhaps in partnership with human factors psychologists.

• In 10–20 years, I think that most businesses will only employ 20%

of their workforce directly and the other 80% will be vendors and

contingent labor. I predict that this will have huge implications in

motivation issues, compensation, employee adaptability, leader-

ship issues, and so on.

• Streamlining of our practices and procedures

• We need to come up with ways to develop legally defensible selection

procedures in a shorter period of time. Maybe we can work together

with our colleagues to come up with ways to streamline the process.

3. Impact of globalization

• It’s trite to say, but the globalization of I-O practice will continue to be a

dominant trend, if not the dominant trend. Cultural differences in I-O prac-

tice will not necessarily be reduced, but such practice differences will

increasingly be represented as options within the “family” of practice tools.

• Increased globalization. The days of “U.S” I-O and “niche” international

72 October 2010 Volume 48 Number 2

I-O are quickly disappearing. I-O practitioners need to practice globally.

• Globalization has got to still be a major trend. How do I-O psycholo-

gists better support global leaders, employees, and organizations?

• Global activities (e.g., assessing/training people all around the world

for one company).

• Loss of relevance due to lag of research to help understand impact and

use of assessment cross-culturally in a truly global economy. Our ven-

dors today that claim to be global very much struggle with providing

truly global insight.

• Globalization: Need to leverage practices globally while at the same

time being sensitive to cultural differences.

• China will become the world’s largest economy in the next 10–20 years.

I-O practices will have to adapt and evolve as a result of changes in

organizational and work practices due to the dominance of the Chinese.

• Increasing focus on cross-cultural issues. We’re still at the beginning of

the effective use of global, virtual teams and the full use of global talent.

Need to make more progress in personality assessment globally (tack-

ling the issues of norms), behavioral assessment and cultural integration,

and the effective management of cross-cultural and virtual teams.

• Continue to build interfaces with business and government globally as

well as increased collaboration among practitioners globally.

• Globalization of the workforce.

4. Impact of technology

• Technology will continue to impact I-O practice: Internet testing, vir-

tual assessment, social networking, and new software and products.

• The integration of technology into the practice of organizational psychol-

ogy will continue to increase. This trend is already in motion; many areas

of practice have become entwined with the development and delivery of

software to support related organizational systems (recruitment, selection,

training, performance management, succession management, etc.).

• Technology: Not only will this impact how we do research and practice

I-O psychology, but our clients will be facing extreme changes with

advancements in technology, so we need to be prepared to help them tran-

sition, take advantage, manage the change, and so on, well. Technology is

also impacting how I-O psychologists are trained (e.g., online courses).

• More Web-based instruments: tests, assessment centers, training, 360.

• Recognizing and leveraging the new world of connectivity and trans-

parency to find new ways and methods of delivering individual, team,

and organization interventions.

• More efficient, streamlined and automated processes, less personal touch.

5. Greater business/client orientation and understanding

• Closer tie to “MBA” competencies leading to more effective practi-

tioners and possibly leaving “pure” I-O to academicians and increasing

obsolescence.

The Industrial-Organizational Psychologist 73

• Even stronger ties with business schools, a positive in terms of demon-

strating a link to business results but a negative in terms of the field

maintaining its identity.

• Being able to provide new, creative, and innovative solutions to our

clients is important for the future. We also need to do a better job of

anticipating client needs (rather than following their lead). Our graduate

training and SIOP could do more to encourage more creative or innova-

tive thinking and focus more on the future of the profession and those

we serve. If practitioners and SIOP do not shift their thinking, we will

become obsolete because others will perceive us as not adding value.

• A greater emphasis on demonstrating effectiveness and results and con-

necting to business strategy.

• So I guess I wonder how useful the concept of “I-O practice” is. Prac-

tices may be better organized around particular needs that client organi-

zations or individuals have rather than around professionals with similar

educational backgrounds and professional socialization experiences.

• Even greater emphasis on learning to speak the language and to under-

stand the business executives and work within the c-suite.

6. Changes in skills

• Less specialization and broader focus (e.g., focus on many talent man-

angement domains and not just a subset).

• R&D skills for HR studying workforce trends, metrics, and analytics.

• Increasing interest in “business analytics” and “predictive analytics.”

• Increasing focus on adult learning, how individuals become skilled at

leadership and how to identify and build talent for the long term.

• Increased emphasis on the ability to interact with senior leadership, less

emphasis on traditional research.

• Provide thought leadership and moral authority in field of assessment

as it evolves (morphs) through high technology and global applications.

7. Increasing influence of data-driven and research-based approaches

• Evidence-based practice will help us maintain a vital link to our

research base and will provide a critical point of differentiation between

organizational psychology and other management consultants.

• Practice should become more science based. Science-based practice

should become the norm for organizations, diminishing expediency of

quick and dirty approaches and of fad practices.

• I-O psychologists in “senior” practice roles will demand that I-O and

OB researchers refocus their research on topics that are most critical to

business, and this will spur a renaissance for I-O psychology.

• More focus on utilization of data to drive talent/HR decisions.

• Elevation of the importance/visibility/contribution of I-O psychology by

virtue of its ability to use, scientifically and for practical ends, the rapidly

increasing amount of data available in organizations about people, their

attributes, their situations, their behavior, and the outcomes they produce.

74 October 2010 Volume 48 Number 2

• Use of research-based instrumentation and products become standard

operating practice in a wider range of companies, as does adaptive test-

ing over the Internet. Practitioners are seen by organizations as narrow

but highly skilled technicians.

8. No change

• Stay the same general course…do not resolve some of the fundamen-

tal issues with the academics within SIOP. Practitioners continue to

complain but do not do much more. At this time I am not sure practice

is encouraging or developing new leaders and contributors who are

willing to even maintain the status quo let alone enhance the influence

of practice within SIOP.

• Wish I could honestly forecast that practice would become more united

and influential both in the domain of psychology as it studies and serves

organizations, and within SIOP itself. However, I do not see enough com-

mitment from the broader practitioner group to make it happen.

• Things keep going like they are, I-O gets bigger and better as a field.

• Selection will continue to be a cornerstone of the profession.

• I believe our theory building in employee attitudinal issues will be core also.

• More of the same; I-O psychologists making their mark with some

businesses (those with deep pockets and a leaning toward research) but

are not viewed as providing unique value for most.

9. Increased competition from others

• Lines becoming increasingly blurred/undifferentiated with non-I-Os

practicing in the I-O “sandbox”; training people doing competency

modeling, clinicians doing executive coaching and selection, social

psychologists doing organizational surveys, and so on.

• Boundaries between our profession and others (HR, OD, etc.) continue to

erode and our profession moves towards more and more specialization.

• Increasing competition with other psychologists and even other profes-

sions in the realms of coaching, assessment, and corporate advising.

• We must prepare for our value differentiators. Fierce competition will

erupt as other professions (e.g., MBAs) from around the world invade

our vastly underleveraged and underpenetrated domain of increasingly

obvious criticality (talent at work) accounting for over 50% of business

expenses and untold dollar percentages of business value. (Get ready for

Bain, McKinsey, and even law firms and IT on one side while on the

other side, charlatans, snake oil salesmen, and rehabilitating IT pro-

grammers push out crap under the name of psychological assessments.)

• Determine how to fend off and differentiate ourselves from the influx

of clinical psychologists and nonpsychologist “executive coaches.”

• Competition from online testing vendors could pressure I-O psycholo-

gists to lower standards for validity evidence and responsibility for ade-

quately proctored testing.

The Industrial-Organizational Psychologist 75

• Difficulty maintaining an identity as a branch of psychology given the

proliferation of business school and nonpsychology programs in OB,

“organizational leadership,” and other programs. Combine that with

what I believe is the field’s ambivalence toward licensing and I think it

will be very difficult for I-O psychologists to compete with the nonpsy-

chologist “coaches” and consultants out there.

10. Changes in roles

• More opportunities to leverage training in senior executive roles such

as chief human resource officers.

• Will become the talent gurus in an organization (perhaps CTO, chief

talent officer).

• Application of I-O to wide array of work problems; I-O psychologists

will work in all parts of large companies helping to make the work

place more efficient and satisfying.

• More focus on the “total” employment process—recruitment through exit.

• Technical roles in support of psychologists’ (as in those qualified to call

themselves psychologists and practice psychology in their state) and

human resources professionals’ work in organizations (i.e., statistical

analysis, test validation, testing, developing surveys, etc.).

11. Changes in careers

• Less I-Os in companies, more in consulting.

• More careers in HR/organizations.

• Outsourcing of most personnel research to consulting firms.

12. Increased legal considerations

• The legal environment for selection will become increasingly complex

and challenging. The Uniform Guidelines are not getting any younger,

and enforcement agencies are becoming increasingly active, so the

pressure to justify our practices against older standards will increase.

This influence will impede our ability to advance our practice in this

vital area of expertise.

• Increased legal scrutiny. Will be delicate balance to use “off-the-shelf”

tests with more generalizable validity evidence versus building cus-

tomized assessments that might be more applicable but that must rely

on internal validity only.

• Increased litigation and scrutiny by enforcement agencies of a grow-

ing range of activities, including selection, promotion, RIF, compen-

sation, and access to desired programs such as 360, coaching, and

management development.

• Pressure from companies to increase the diversity of their organizations

and from regulatory agencies to ensure equal opportunity will continue.

I-O psychologists whose work is related to “employment decisions” must

continue to ensure it meets professional standards and legal guidelines.

76 October 2010 Volume 48 Number 2

13. Better measurement of impact and outcomes

• Increasing demand from line leaders for I-O psychologists to solidly

demonstrate the ROI or value of the work we do.

• We need to focus on meeting legitimate business needs with practices that

really work and don’t just function as a bandaid. There are a lot of solu-

tions that sound appealing to a business person but don’t work well in the

long term. I have concerns that these things will come back to bite us.

• We do need to police ourselves. I can’t believe some of the ads that I see.

We are taking the worst of business and adopting it rather than the best.

• Increasing focus on ROI of I-O services.

14. Greater public visibility

• I-O psychologists should become better known in the public domain as

long as a few high-profile projects demonstrate the expertise and value

of our field.

• Increased utilization of I-O psychologists due to excellent marketing

regarding the unique value the field contributes to the accomplishment

of business goals.

• Growth and prominence: We become more visible and we “own” a

variety of HR practices (e.g., selection).

15. Impact of economic factors

• Recession and global competition have pushed management into some

very tough corners, and I think we are seen as a very small part of the

solution if not an actual hindrance. The good news is our science is bet-

ter than ever; we need to sell its value and apply it effectively.

• Decreasing organizational reliance on I-O practitioners due to economic

constraints.

16. Commodizations of products and services

• Increasing reliance on scalable, commoditized products, reducing oppor-

tunities for research; greater demand for cheaper, faster, easier processes

ranging from testing to performance management, even if they don’t rep-

resent our best science and knowledge; increasing disinterest from man-

agement in anything that requires time or effort to develop or implement.

• It will break into two parts: a commodity portion in which online tools

(both good and terrible) will be distributed over the Web at very low

cost and elite consulting practices where practitioners do highly cus-

tomized work with senior executives.

Summary

The responses to this question are thought provoking and perhaps chal-

lenge our collective mindset of who we are and what we contribute to busi-

ness and society. We are encouraged that the overwhelming majority of

respondents are able to envision future changes in our field but are concerned

about the mix of positive and more negative trends. There are many impor-

The Industrial-Organizational Psychologist 77

tant insights here that I-O practitioners and SIOP should carefully consider.

In our view some primary insights are:

• Ongoing concern about the integration versus divergence of I-O

research and I-O practice

• Potential irrelevance and splintering of the field

• Perceived threat and competition to our field from professionals in

other fields

• Possible integration and incorporation into other fields

• Migration to business schools

• Increasing focus on individual psychology and talent management

• Diverging professional interests between a focus on individuals/talent

and a focus on organizations

• Need to be more relevant and useful to business clients and organizations

• Increasing impact of technology, globalization, and economic conditions

• Opportunity to leverage a data-driven and research-based approach for

the benefit of individuals and organizations

• Potential changes to I-O roles and careers

• Increasing demand for demonstrating the ROI of our contributions

These insights suggest that the field of I-O psychology is highly likely to go

through some significant changes in the future. One core question is whether

I-O psychologists and SIOP are prepared to proactively shape the future of our

field or whether we will just passively stand by as the world shapes us.

A recent symposium at the 2010 SIOP conference in Atlanta discussed the

future of I-O practice (Silzer, Ashworth, Paul, & Tippins, 2010). The main

conclusion was that the symposium audience strongly preferred that the

headline for the future be “I-O psychologists become the indispensable gurus

of talent,” with some also supporting the future as “chief strategist for HR.”

But the audience thought the most likely future will be “more of the same.”

This points out the difference between wishful thinking and passive reality.

This article is the first of several articles that will explore the future evo-

lution of I-O psychology and outline suggestions on what I-O psychologists

and SIOP can do to proactively shape the future of our field. Our perspective

is slanted toward being proactive and looking for ways to actively shape the

future of I-O psychology. Some of the survey responses make us concerned

about the general long-term health of our field.

In the next article, we will summarize the survey responses to the ques-

tion of what I-O practitioners can be doing to further contribute to organiza-

tional and individual effectiveness.

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