Deborah Davis Tobey, Ed.D. Curriculum Vitae 1616 Robindale Drive Hermitage, TN 37076 615.874.9131 [email protected]
CURRENT APPOINTMENT
Senior Lecturer in Leadership and Organizations. July 2017 – present. Department of Leadership, Policy, and Organizations, Peabody College of Vanderbilt University, Nashville, TN. • Courses Taught, Graduate Professional Master’s Program in Leadership and Organizational Performance o LOP 6210, Design of Performance Improvement Interventions o LOP 6230, Organization Development o LOP 6240, Leading and Facilitating Groups o LOP 6220, Consultation Skills o LOP 6290, Talent Management • Courses Taught, track in Leadership and Organizational Effectiveness, Undergraduate program in Human and Organizational Development o HODL 3244, Introduction to Human Resource Development o HODL 3254, Human Resource Management o HODL 3314, Strategic Planning and Project Management o HODL 3274, Managing Organizational Change
AREAS OF SPECIALIZATION
• Human Performance Improvement (HPI) • Competency Modeling • Organization Development (OD) • Assessment, design, facilitation, and evaluation • Consultation skills and processes of learning interventions in organizations • Group process facilitation & teambuilding • Learning facilitation skills • Leadership & management development
EDUCATION
Ed.D. Peabody College of Vanderbilt University, 1990 • Major: Human Resource Development • Dissertation: “A Streamlined Job Competence Assessment Process”
Ph.D. Graduate work (24 credit hours), University of Tennessee-Knoxville, 1979 - 1981 • Major: Educational Administration and Supervision
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M.Ed. Virginia Polytechnic Institute and State University (Virginia Tech), 1978 • Major: Student Personnel Administration and Counseling • Minor: Business Administration
B.A. Virginia Polytechnic Institute and State University (Virginia Tech), 1976 • Major: English • Minors: Education, History, Business
PROFESSIONAL EXPERIENCE
Director of Talent Management. July 2015 – July 2017. State of Tennessee Department of Safety and Homeland Security Launched the Talent Management Division in a Tennessee State Agency with an employee population of 1400. Managed and coached four professional staff members. Directed the implementation of: leadership and professional skill learning and development; learning facilitator development; engagement and recognition research and initiatives; succession planning; LEAN initiatives; internal competency management; internal Organization Development consulting; career pathing; outcome-based learning evaluation; design and delivery of online learning programs; high potential development and succession planning.
Adjunct Professor in Leadership and Organizational Performance. July 2015 – July 2017. Department of Leadership, Policy, and Organizations, Peabody College of Vanderbilt University, Nashville, TN. • Courses Taught: o LOP 3210, Design of Human Performance Interventions o LOP 6240, Leading and Facilitating Groups
Lecturer in Leadership and Organizations. August 2010 – July 2015. Department of Leadership, Policy, and Organizations, Peabody College of Vanderbilt University, Nashville, TN. • Courses Taught, Graduate Professional Master’s Program in Leadership and Organizational Performance o LOP 3210 Design of Performance Improvement Interventions o LOP 3464, Organization Development o LOP 3464, Leading and Facilitating Groups o LOP 3220, Consultation Skills o LOP 3500, Talent Management o LPO 3952, Practicum in Higher Education Administration • Courses Taught, track in Leadership and Organizational Effectiveness, Undergraduate program in Human and Organizational Development o HOD 2720, Advanced Organizational Theory o HOD 2740, Human Resource Management o HOD 2750, Managing Organization Change o HOD 2755, Strategic Planning and Project Management
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Adjunct Professor. 2001-2009. Human Resource Development Master’s Program, George Washington University Graduate School, Washington, D.C. • Course Taught: o Consultation Skills
Faculty. August 2009 – May 2010. • Department of Industrial/Organizational Psychology, Middle Tennessee State University, Regents On-line Degree Program o Graduate Courses: Foundations of Leadership, Learning and Organizations o Undergraduate Course: Psychology of Personality
Adjunct Professor. 1996-1999 and 2008-2010. Human Resource Development Program/Leadership and Organizational Performance Program, Peabody College of Vanderbilt University, Nashville, TN • Graduate Courses Taught: • Design of HRD Programs • HRD Facilitation Skills • Consulting Skills • Organization Development • Introduction to Human Resource Development • Undergraduate Courses Taught: • Human Resource Management • Served on 10+ Doctoral Committees
Adjunct Professor. 2008–2010. Master’s Degree Program in Non-Profit Leadership, Belmont University College of Education, Nashville, TN. • Course Taught: o People Management in Non-Profit Organizations • Thesis Advisor
HONORS AND AFFILIATIONS
Governor of Tennessee’s Award for Service to the State of Tennessee, 2017.
Society for Human Resource Management (SHRM) Excellence Program Examiner • Excellence Award, 2012, 2013, 2014
American Society for Training and Development (ASTD) • Golden Torch Award for Chapter Service
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American Society for Training and Development, Middle Tennessee chapter • Vice President for Communications, Board of Directors, President Elect, President, Past President, Board of Directors, OD Special Interest Group Liaison
Member, International Society for Performance Improvement (ISPI)
Member, Association for Talent Development (ATD)
Member, Society for Human Resource Development (SHRM)
PUBLICATIONS
Articles
McGoldrick, B.D. and Tobey D.D. (2016). Assess Needs First, Train Second, September 2016, pp. 61-67. Washington DC: The Association for Talent Development Press.
Books
Tobey, D. D., and McCain, D. (2006). Facilitation Skills Training. Washington DC: The American Society for Training and Development Press.
Tobey D. D. (2006). Data Collection for Needs Assessment. InfoLine. Washington DC: The American Society for Training and Development Press.
Tobey, D.D., (2005). Needs Assessment Basics. Washington DC: The American Society for Training and Development Press.
Tobey, D. D., and McCain, D. (2004). Facilitation Basics. Washington DC: The American Society for Training and Development Press.
Curricula
Tobey, D.D. (2017). The Human Performance Map. A model/map of the human performance intervention process: organization and performance analysis, cause analysis, intervention selection, intervention implementation, and evaluation.
Tobey, D.D. (2016). Performance-Based Instructional Design. An instructional design model that links the following imperatives as they evolve: how adults learn; content/instructional focus; learning strategies; and skill application. Two versions: organizational/facilitation; teaching/instructional.
Tobey, D.D. (2007). Consultant Readiness Assessment™. A diagnostic tool that enables internal and external consultants to assess a potential client engagement and make informed decisions regarding effective project implementation and management of the relationship.
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Tobey, D.D. (2006). The Communication Cycle™. A model of communication that demonstrates the intellectual and emotional choices that are made throughout a communication interaction.
Tobey, D.D. (2006). The Consultant Business Continuum™. A teaching model that depicts the scope of consultant skills, engagement depth, and client relationships.
Tobey, D.D. (2005). Five Point Performance Management™. A diagnostic model and method that demonstrates assessment of performance needs and the application of solutions that enhance employee performance.
Tobey, D.D., and Savage, D.A. (2000). The EchoSource Process™. A diagnostic and strategic model/method that assists consulting professionals in managing and maintaining successful client relationships.
Tobey, D.D., and Savage, D.A. (2000). Professional Development Portfolio™. A diagnostic tool to analyze specific job positions using competency-based modeling, job analysis and thematic analysis to create professional development plans.
INVITED PRESENTATIONS (2005 – present)
Invited Presentation, Difficult Conversations, University of Tennessee Executive Leadership Institute, February 7, 2019.
Invited Presentation, Teamwork and Collaboration in a Multi-Generation Work Force, Association for Continuing Legal Education Conference, January 29, 2017.
Invited Presentation, HR Competency in Technical Excellence, Society for Human Resource Management Professional Development Series, David Lipscomb University, April 8, 2013.
Invited Presentation, Generations and the Law, Lawyers Association for Women, May 21, 2013.
Invited Presentation, The Employer Value Proposition, Society for Human Resource Management State of Tennessee Conference, September 15, 2013.
Invited Presentation, Human Performance Improvement, American Society for Training and Development, September 19, 2013.
Keynote, Athena International Leadership Summit, October 16, 2012.
Invited Presentation, Effective Communication Seminar, Rutherford County CABLE, September 4, 2012.
Invited Presentation, Working with the Generations in Public Leadership, Leadership Donelson-Hermitage, July 10, 2012.
Invited Presentation (with Dr. Dayle Savage), Possibilities and Progress: The Evolution of Training to Performance Improvement Consulting, Bridgestone Corporation, December 9, 2011.
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Invited Presentation, The Multi-Generational Workforce, Williamson County Women’s Leadership Network, October 18, 2011.
Invited Presentation, On-Boarding for Effective Performance, Society for Human Resource Management Annual State Conference, September 22, 2011.
Invited Presentation, Managing Change in Higher Education, Higher Education Management Institute, Peabody College, Vanderbilt University, June 13, 2011.
Invited Presentation, HR Skills for 2010 and Beyond, Society for Human Resource Management (SHRM) Clarksville chapter, August 25, 2010.
Invited Presentation, Identifying High Potential Employees, Society for Human Resource Management (SHRM) Student chapter, March 16, 2010.
Invited Presentation, Successfully Dealing with Tough People Issues, 2010 Tennessee Association of Community Action Conference, March 15, 2010.
Invited Presentation, Talkin’ ‘Bout My Generation! Belmont University Student Affairs Staff Retreat, February 18, 2010.
Invited Workshop, Executive Ventures, Lee Hecht Harrison, December 8, 2009.
Invited Presentation, Research Update: Developing High Potential Employees, 2009 Tennessee SHRM Conference and Exposition, October 1, 2009.
Invited Presentation, Living the SHRM Competency Model, 2009 Tennessee SHRM Conference and Exposition, September 30, 2009.
Invited Presentation, Professional Style Effectiveness, Rutherford CABLE, August 11, 2009.
Invited Presentation, Conflict and the Business Analyst Role, Association of Business Analysts, April 16, 2009.
Invited Presentation, Recruiting the Generations, Nashville Area Recruiters Group, April 15, 2009.
Invited Presentation, Are Your Skills Ready for 2010 and Beyond? Nashville Area Chamber of Commerce HR Building Blocks Series, March 26, 2009.
Invited Presentation, Working Together. International Association of Administrative Professionals, February 21, 2009.
Invited Presentation, Working with the Generations, Society for Human Resource Management (SHRM) Transition Group, February 8, 2009.
Invited Presentation, Generations in the Work Place: Why, What, Where, How, Sertoma International, January 27, 2009
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Invited Presentation, Connecting Generations: How We Are Shaped By Our Times, Vanderbilt Virtual School, January 22, 2007.
Invited Presentation, The Generations, Delta Kappa Gamma Keynote, March 18, 2007.
Invited Presentation, Consulting Best Practices, Municipal Technical Advisory Service, University of Tennessee Institute for Public Service, March, 2007.
Invited Presentation, Building Dynamic Partnerships, Tennessee Association of Career Educators, May 10, 2007.
Invited Presentation, Competency Modeling as an OD Tool, American Society for Training and Development, Nashville Chapter, October 31, 2007.
Invited Presentation, Employee Education, Training, and Development, SHRM Excellence Awards coaching session, December 12, 2006.
Invited Presentation, Making HRD Strategic: 11 Mistakes Training Professionals Make and How to Avoid Them, American Society for Training and Development, Nashville Chapter, March 16, 2006
Invited Presentation, Engaging Employees Through Culture Management, Association for Career Professionals, July 20, 2006.
Invited Presentation, Strategic HR Competencies: Uncovering Contributors to Strategic Success, MTSU Student SHRM Chapter, November 18, 2005.
Invited Presentation, Strategic HR Management Highlights, Tennessee Human Resources Conference, Nashville Chapter, March 24, 2005.
SERVICE
• Invited Interviewer, Peabody Library, Applicants for LPO Liaison Librarian. 2019 • Online Ed.D. Application Reviewer, 2018 – 2019. • Faculty Advisor to SHRM (Society for Human Resource Management) Vanderbilt Student Chapter, 2017-present. • Academic Undergraduate Advisor, 2018-2019, 2017-2018, 2014-2015, 2013-2014, 2012-2013, 2011- 2012, and 2010-2011 Academic Years • Hubert Humphrey Scholars Advisor, 2012-2013 Academic Year. • Leadership Development Retreat, Vanderbilt University Military Department ROTC Unit, August 14, 2012. • Leadership Development Retreat, Vanderbilt University Admissions Department, August 17, 2012. • Examiner, Society for Human Resource Management Excellence Program.
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PROFESSIONAL/PRACTITIONER EXPERIENCE
Principal, DEB TOBEY LLC (September 1995 – present), Nashville, TN. Solo organization development consulting practice specializing in consultation skills development, group process consultation, management and leadership development, “train-the-trainer”, learning and development systems (performance and needs analysis, program design, facilitation skills, evaluation).
Partial client list:
Nonprofit: For Profit: Government/University:
• Alexander Graham Bell • Deutsche Bank • Federal Highway Association for the Hearing • American Retirement Administration Impaired Corporation • Center for Professional • Center for Non-Profit • BMI, Inc. Development at Belmont Management • Buck Consultants University • Lifeway Christian Resources, • Cumberland Swan Inc. • Scarlett Leadership Institute Inc. • General Mills Corporation at Belmont University • Society for Competitive • IBM Corporation • Tennessee State Departments Intelligence Professionals • Saturn Corporation of Human Resources and • YWCA • Whirlpool Corporation Transportation • University of Tennessee Institute for Public Service
Vice President for Organization Development, (2006 – 2008). Comdata Corporation, Nashville, TN. Developed and implemented individual development planning processes and methods for corporate succession planning initiative. Designed and implemented the corporation’s Employer Value Program. Designed, developed, and delivered executive development and management development programs for the corporation. Conducted outreach and professional development for internal training staff attached to 10 business lines. Managed corporate OD and Training function, including needs assessment, design and delivery of interventions, evaluation, and professional development of two direct reports.
Instructor and Developer, (1997 – 2001). American Management Association New York, NY. Instructed “Train the Trainer” and “Training Evaluation” course to AMA corporate clients. Designed and instructed “How to Conduct a Training Needs Analysis” and “Developing Competency Models” course for AMA corporate clients.
Organization Development Manager, (1993-1995). Bankers Trust New York Corporation/BT Services Tennessee, New York City, Jersey City, New Jersey, and Nashville, TN. Created an OD/Learning and Development function within the Tennessee organization that ultimately influenced the national and international organization’s OD methods. Conducted needs assessments, designed and developed OD interventions and training, implemented evaluation processes for a financial services organization of 700 employees.
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Program Manager, ION Corporation, (1991-1993). Nashville, TN. Conducted needs assessments, designed and developed OD interventions and training, implemented evaluation processes for corporate clients as an associate of a 6-person HRD consulting firm.
Training Coordinator, Metropolitan Nashville Airport Authority, (1989 – 1991), Nashville, TN. Conducted needs assessments, designed and developed training programs, implemented evaluation processes for an organization of 250 employees.
Training Specialist, Vanderbilt University Department of Human Resources, (1986-1989), Nashville, TN. Member of the 3 – person team that established the learning and development function for this 7000 person organization. Conducted needs assessments, designed and developed OD interventions and training, implemented evaluation processes.
Residence Hall Area Coordinator and Program Manager, University of Tennessee (1979 – 1983). Managed 8 professional Residence Hall Directors responsible for a student population of 4000 students. Directed, mentored, and conducted performance appraisals for these professionals. Managed the Resident Assistant training function. Advised residence hall student government association, counseled individual students. y Residence Hall Coordinator, Virginia Polytechnic Institute and State Universit/Virginia Tech (1976- 1978). Member of 3-person team that managed 25 undergraduate Head Residents responsible for a student population of 8000 students. Directed and mentored Head Residents and Resident Advisors. Advised residence hall student government association, counseled individual students.
CERTIFICATIONS
• Tennessee Center for Performance Excellence Examiner • DiSC Inventory • Strength Deployment Inventory • LIFO Life Orientations Inventory • Myers-Briggs Type Indicator
PROFESSIONAL INSTRUCTION AND FACILITATION
Change: It IS About Me! Deciding to make a change is a business decision. How we implement change is a people decision. The key is in understanding the stages that individuals experience during the change effort, helping them master the tasks and processes inherent at each stage, and capitalizing on their success to assist others. (4 hours)
Conflict and Collaboration Effectively resolving issues in the work place is critical for building relationships, creating new ideas, making progress, and generating synergy. Choosing to engage in disagreement, facilitating the interaction so that it doesn’t evolve into conflict, and understanding the difference between the two are key elements of this skill are critical. (4 hours)
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Consulting Effectiveness Whether a consultant is internal or external, knowing yourself is the beginning of effectiveness. What are your technical skills? Your interpersonal skills? Your client assessment skills? Your skills at facilitating the consulting process? This workshop focuses on consultant self assessment at all four levels (4 hours).
Consultant Readiness™ Workshop What are the key indicators that tell you how “ready and willing” a client is for engagement? How do you determine “where the client is” and “where the client needs to be” on these key indicators? And now that you know, what decisions must you make in order to create a successful engagement? (4 hours)
Decision-Making: From Consensus to Consultative and Beyond Group decision-making is a challenge for all managers and facilitators. We all have some familiarity with decision-making techniques….. but effectively using them is another story. In this workshop, the focus is on assessing one’s skills, and propensity to choose, each technique; and aligning these decisions with the needs of the decision-making situation. (4 hours)
Effective Communication is a Choice If effective communication (listening, feedback and resolving conflict) were “just” a skill, we would all be experts! However, the internal dynamics and emotions that influence the choices we make “in the moment” of an interaction are what influence our behavior choices in that moment. This workshop focuses on increasing communication effectiveness by assessing the situation and stakes, taking control, and making decisions in the Interaction Moment. (4 hours)
Five-Point Performance Management™ In any performance situation, there are five factors that determine the quality and consistency of that performance. These factors are critical in helping a new begin a job, enabling an experienced employee to master a new task, and in “fixing” a performance problem situation. Managers will learn to manage these factors to best equip and influence performers to do their best in all three circumstances. (one day)
Generations: It’s Not Just About “Them” We have all heard by now about how we are going to have to (we think) turn the workplace upside down to capitalize on the unique talents and gain productivity from Gen Y. But, it’s really not about “them” – it’s about all of us! The challenge for managers is in understanding how our characteristics align with others (or not!) and understanding the “hot buttons” created by this non-alignment. The powerful implications, and strategies, for motivating, rewarding, and communicating with performers of other generations will be addressed within this context. (4 hours)
HR Skills for 2010 and beyond Since 1983, SHRM and the University of Michigan have conducted studies of Human Resources professionals and how they support the performance of high performing organizations. The most recent study contains surprising information about what differentiates superior HR performance. This workshop also features a self-assessment process which participants can use to identify their professional development needs. (4 hours)
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Identifying and Developing Your HiPo’s Did you know that less than 30% of high-performing employees are also high potential employees? When we identify “hipo’s” through performance alone, we risk wasting enormous amounts of resources on employees who either won’t stay with the organization, or who don’t care to capitalize on their potential. This workshop features how to truly identify high potentials, and once identified, the most effective development techniques that will get them ready to lead your organization. (4 hours)
Leaving the Legacy One of the most critical needs in organizations today is preserving the knowledge, principles, and values of those who leave. In this interactive workshop, a team will engage in work to create their vision of the future of the organization, creating a legacy that can then be shared with those who will carry on. (4 hours)
Managing Others with Style What is your management style? How and when is it effective? Do you “over-use” it and ultimately turn it into a weakness? How do you adapt your style to be effective in all situations? This workshop presents a model of managing, a self-assessment tool for participants to use in evaluating their individual style, exercises that help participants identify effective ways to utilize and adapt their individual style, and action planning for implanting style effectiveness in their work. (4 hours or 1 day)
Managing Teams with Style What is your management style? How and when is it effective? Do you “over-use” it and ultimately turn it into a weakness? How do you adapt your style to be effective in developing and managing teams? This workshop presents a model of managing, a self-assessment tool for participants to use in evaluating their individual style, an assessment process for identifying the development stage of a team, and exercises that help participants identify effective ways to match individual style to team needs. (4 hours or 1 day)
On-Boarding for the Long Term One-third of employees who have been in your organization for less than 6 months are already looking for a new job. Why? Much of this challenge lies in how they were brought on board. Traditional “orientation” has been a one-time event. What is needed now is a long-term on-boarding process that helps new employees assimilate into their new job, tasks, work group, organization, and organization culture. This program helps participants begin the design of their organization’s on-boarding process. (4 hours)
The New Supervisor: Making the Transition Have ever known someone who has been supervising or managing others for a while (maybe years) who really never made the transition to that new role? This workshop is for new supervisors (or can be a refresher for current supervisors) that helps them understand and own the implications of that role in establishing credibility, relationships with employees and peers, setting expectations, setting priorities, and planning for their own skill development. (4 hours or one day)
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