About The Author

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Jack W. Wiley, PhD President and CEO Employee Centricity

 

Chief Scientific Officer, Engage2Excel

Jack W. Wiley, PhD, is recognized internationally for pioneering research linking employee work attitudes to measures of organizational success. He is the author of two books published by Jossey-Bass, Strategic Employee Surveys: Evidence-Based Guidelines for Driving Organizational Success (2011) and RESPECT: Delivering Results by Giving Employees What They Really Want (2012).

Most recently, Dr. Wiley was professor of psychology for Manchester University where he founded the undergraduate program in industrial-organizational psychology. Prior to that, Dr. Wiley worked in business and industry for 35 years. After working for large corporations as an internal practitioner, he founded and served as CEO of Gantz Wiley Research, a consulting firm specializing in driving organizational success through the use of employee and customer surveys. Upon selling his practice to Kenexa, he founded and served as president of the Kenexa High Performance Institute. Dr. Wiley retired from IBM after its acquisition of Kenexa, but continues consulting with leadership teams around the world and serving as a keynote speaker at leadership events.

Dr. Wiley attended the University of Tennessee, earning a PhD in organizational psychology. He was elected Fellow of the American Psychological Association, the Association for Psychological Science, and the Society for Industrial and Organizational Psychology (SIOP). Dr. Wiley received SIOP’s lifetime achievement award for his distinguished contributions to professional practice. He is also a licensed consulting psychologist and accredited as a Senior Professional in Human Resources (SPHR) and as a SHRM Senior Certified Professional (SHRM-SCP).

Dr. Wiley currently serves as the Chief Scientific Officer at Engage2Excel and as the president and CEO of both Jack Wiley Consulting, LLC and Employee Centricity LLC.

Foreword to The Employee-Centric Manager by Dr. Charles Scherbaum

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Charles A. Scherbaum, PhD
Professor of Industrial and
Organizational Psychology
Baruch College
City University of New York

People-management skills have a profound influence on employee engagement, performance, and retention. However, if you are like most managers, you’ve probably received little or no training in people management. Not surprisingly, recent surveys from a variety of professional sources have catalogued the lost productivity and worker stress resulting from poorly trained managers.

Over the course of my career as a professor, researcher, and consultant to management I have read countless articles, white papers, and books on the role of the manager in the modern workplace. But I have yet to come across a comprehensive guide to improving day-to-day people-management skills written expressly for managers.

Jack Wiley is just the person to fill this void. For the past 35 years of his career, Jack has been focused on getting answers to questions about what employees really want from their employers, CEOs, coworkers, and immediate bosses. He chose a novel path for generating these answers—he simply asked employees directly. Oddly, this had never been done before. His first book from this stream of research was entitled RESPECT, Delivering Results by Giving Employees What They Really Want. RESPECT answered the question of what employees most want from the organizations for which they work and showed how organizations who provide a superior employee experience enjoy higher levels of customer satisfaction and greater financial returns.

In The Employee-Centric Manager, Jack follows the same path by asking over 80,000 employees worldwide this simple question: “What is the most important thing you want from your immediate manager?” The analysis of this resulting mass of data produced a framework of eight attributes employees most frequently identify as their “wants” in a manager. But Jack did not stop there. In this book he also shows how being the kind of manager employees prefer connects to higher levels of employee engagement and enhanced team productivity. 

 

Jack has masterfully converted the simplicity of his findings into useful advice he offers to managers and leaders. This book provides thoughtful, practical, and easy-to-implement actions that managers and leaders can take right now to boost managerial effectiveness and improve employee productivity and retention. If you are a manager or leader who is interested in improving your effectiveness and your employees’ work experience, you have picked up the right book. 

Charles A. Scherbaum, PhD 
Professor of Industrial and Organizational Psychology 
Department of Psychology 
Baruch College, City University of New York
    

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