Heather Ikin
Heather Ikin

Workshop 1: Organisational design, development, demands and disruption: meeting the challenges of tomorrow today

Presented by Heather Ikin

Organisations are experiencing unprecedented changes, with rapid advancements in technology and digitalisation, automation, and flexible work arrangements, amongst other emerging trends. These trends pose several opportunities and challenges for Organisational Psychologists.
During the workshop, participants will be provided with:

  • the latest information on change, organisational development and human capital trends,
  • the evidence base for interventions in these areas,
  • opportunities to discuss best practice approaches to support business transformation,
  • opportunities to share information and insights from personal experiences,
  • opportunities to work through case examples, with consideration for the benefits and limitations of interventions and reflections on further improving psychological practice

Professional development hours: 3

Learning outcomes:

Upon completion of this workshop participants will be able to:

  1. Understand the latest trends shaping human capital and organisational development strategies
  2. Understand the latest research pertaining to best practice approaches to organisational development and business transformation
  3. Discuss the latest trends and explore how these relate to everyday experiences and outcomes regarding organisational development and the application of principles of organisational psychology
  4. Consider the experiences of others and critically evaluate work approaches
  5. Identify opportunities and challenges associated with emerging organisational and workforce trends
  6. Determine suitable solutions, strategies and interventions to overcome challenges
  7. Plan actions to take greater advantage of opportunities for organisational psychologists in support organisational development, change and transformation
  8. Diagnose organisational challenges faced within case examples, explore/understand organisational context and how this shapes our work, and propose strategies/interventions to support organisational development

Workshop content:

  1. Definition of business transformation, change management and organisational development, with clarification of how these terms are similar and dissimilar
  2. Outline of key trends concerning business transformation, change management, human capital, organisational development and change management
  3. Outline of latest research and expert thinking on relevant trends and topics
  4. Critical evaluation of approaches to organisational development
  5. Identification of challenges and opportunities in rapidly changing social, business, economic, political and technical environments
  6. Devise best practice approaches to address organisational problems and support individual, team and organisational development


This workshop will best suit intermediate/mid-career Psychologists who already have some experience with or exposure to strategic organisational development and business transformation projects. Individuals with a particular interest in organisational development who have experience in leadership development, workforce planning, strategic planning, strategic HRM or talent management may also find this workshop may also be interested in attending.


Heather is an Organisational Psychologist with over a decade of experience spanning organisational development, culture change, leadership development, health, safety and wellbeing, career development, recruitment and selection, and program evaluation. Heather has proven experience in the planning, design, delivery and evaluation of a range of organisational strategies and interventions to improve individual, team and organisational performance. She is also a skilled trainer and facilitator, having conducted numerous training programs, workshops, seminars and conference presentations.

Heather’s primary area of expertise is psychosocial risk management, working with organisations to better understand work-related factors that increase risks to the psychological health of workers. Heather’s focus is on applying principles of organisational psychology to better understand how to mitigate these risks, making recommendations regarding improvements to work and organisation design, change management, leadership performance, communication, culture, and capability development. Heather has worked with organisations across a variety of industries, including health, education, mining, energy, resources, agriculture and local government. She currently works as a Principal Advisor with the Queensland Government, as well as a self-employed consulting organisational psychologist, and is also the State Chair of the APS College of Organisational Psychologists Queensland.

David Heap
David Heap
Nic Eddy

Workshop 2: Coaching as an Organisational Psychologist: the promise and the reality

Presented by David Heap and Nic Eddy

The purpose of this workshop is to help early to mid-career organisational psychologists explore how they can use coaching for the benefit of their clients, their professional practice and their careers.

More specifically, the workshop will suit participants who want to improve their understanding of:

  • the benefits for themselves and their clients from including coaching as part of their professional practice, and
  • the skills and knowledge required to deliver coaching services in organisational settings.

Professional development hours: 3

Learning outcomes:

Upon completion of this workshop participants will be able to:

  1. Gain a clearer understanding of coaching in the workplace.
  2. Learn about a variety of coaching practices and when, and for whom each are appropriate.
  3. Understand how to position yourself amongst other coaches in the market as an organisational psychologist.
  4. Evaluate your readiness for practising coaching in organisations.
  5. Prepare a development plan for preparing yourself to practice coaching in organisations.

Workshop content:

  1. Aspirations of workshop participants regarding coaching.
  2. The client’s perspective; why would they want to undertake coaching and why should they choose you as their coach?
  3. The importance of context in coaching. Why it helps to be an organisational psychologist when coaching in organisations.
  4. The contribution of psychology to coaching; basic principles and the relevance of clinical practices to coaching in the workplace. The relationships between coaching, coaching psychology and organisational psychology.
  5. What exactly do coaching psychologists do? What are the skills and knowledge required to practice coaching in organisations?
  6. Preparation of a draft development plan to improve participants' readiness to coach.


  • Early (post Master’s degree) to mid-career (several years post endorsement) psychologists who are interested in practicing coaching in organisational settings.
  • No prior knowledge of coaching is necessary.


David Heap

David is a leading organisational and coaching psychologist with over thirty years of professional experience. He specialises in creating successful personal, career and organisational transformations. He helps his clients develop insights into their key strengths and values then align these to improve their leadership and executive performance whilst leading a fulfilling life.  

David is a registered organisational psychologist, a former Deputy Chair of the College of Organisational Psychologists and past National Convener of the Coaching Psychology Interest Group of the Australian Psychological Society. He is a Chartered Member of the Australian Human Resources Institute and a member of the Australian Institute of Company Directors. He is a member of the International Coaching Federation. David has a BSc (Psych) with Honours from the University of NSW and an MBA from the Australian Graduate School of Management.

David has worked for PA Consulting Group, KPMG, Davidson & Axsmith, Right Management Consultants, RAAF, Attorney-General’s Department, and Insight & Influence. 

He is currently a Partner at Insight Management Consulting and an Executive Coach – Leadership Development at Deloitte. 

Nic Eddy

With over 25 years’ experience consulting and coaching Board members, CEOs and executives, Nic has assisted clients in professional services, financial services, FMCG, manufacturing and wholesaling, and the public sector.

His earlier career was with KPMG Consulting and Deloitte Consulting prior to establishing a private practice in 1997.

Nic is particularly known for working with executives who work environments where the executive has, at best, marginal direct control.

He brings a pragmatic approach to the value of psychology to the broader commercial and organisational context in which the executive is operating: surfacing presumptions, identifying possibilities, and working with data rather than prevailing opinion or cultural norms.

Nic is a Registered Organisational Psychologist as well as a Member of the College of Organisational Psychologists (COP).

Pro bono

He has invested considerable personal effort in the promotion of the standards of coaching practice in Australia through his work as National Convener of the APS Coaching Psychology Interest Group (CPIG), and in particular as Co-Chair of the 2nd International Congress on Coaching Psychology (ICCP) in Manly, May 2012, and again for the 4th ICCP in Melbourne, November 2014.

Dr Ben J. Searle
Dr Ben J. Searle

Workshop 3: Developing Psychometrically Sound Psychological Scales

Presented by Dr Ben J. Searle 

Developing a psychometrically sound scale for measuring a psychological construct is more challenging than it seems. Increasingly, peers, clients, and academic journals expect that you can demonstrate that the scales you are using have good psychometric qualities. The opportunity cost of using (let alone developing) a psychometrically weak scale can have negative long-term consequences for both researchers and practitioners.

So how can you tell if a scale is unsound? How do you develop a psychometrically sound scale?

This workshop, suitable for students, researchers and practitioners, outlines a best practice process for developing, evaluating and refining a scale.

Professional development hours: 3

Learning outcomes:

  1. Understand why psychometrics matter
  2. Draw a construct map
  3. Identify scale multidimensionality
  4. Write clear items for a psychometrically sound scale
  5. Plan a pilot test of a new scale
  6. Interpret a factor analysis
  7. Evaluate scale validity

Workshop content:

  1. Articulating scale meaning and purpose: What exactly are we measuring and why?
  2. What could possibly go wrong? Guidelines for generating and scoring items.
  3. Scale pilot testing.
  4. Moving beyond alpha: extracting critical information from factor analysis.
  5. Refining scales: what do we do about problem items?
  6. How do we know if our scale is valid (and why does it matter)?
  7. Spotting a psychometrically unsound scale. 


This workshop would suit organisational psychology researchers, practitioners, and students who are keen to build capability in scale development. Participants will be expected to be familiar with the use of survey methods and should understand basic testing concepts such as reliability and validity. Participants will be required to know basic statistical concepts (such as correlations and statistical significance). Desirable knowledge includes understanding of exploratory factor analysis and structural equation modelling, but such knowledge is not required as these will be explained to participants in terms of their applications to developing, evaluating, and refining scales.


Dr Ben J. Searle is an organisational psychologist, a senior lecturer at Macquarie University, and the current chair of the NSW branch of the APS College of Organisational Psychology. His research on occupational well-being has been presented at national and international conferences and published in numerous journals and books. He is currently engaged in a range of research projects, such as: causes and consequences of extra-role and proactive work behaviours; differential interpretations of work events; and the use of wellbeing assessments for diagnostic and development purposes. His consulting work has included such activities as the development, evaluation and interpretation of employee surveys; the assessment of situational risks relating to well-being, fatigue and performance; and helping leaders to manage staff well-being more effectively. He has received awards for his research and for excellence in teaching organisational psychology.

Justin Simmonds

Workshop 4: Effectively managing mental health issues and risk in the workplace

Presented by Justin Simmonds

The demands and expectations of the contemporary workplace are resulting in an increased incidence of work-related stress disorders and other mental health issues. From time to time, organisational psychologists will be confronted with situations where they are required to undertake an initial diagnosis and refer a client to an appropriate health practitioner.

Workplaces have a clear duty of care to their employees and are required by law to provide a safe and healthy place of work. As psychologists, we have a role to play in identifying risk, both for individuals and the workplace, and then supporting the management of these risks.

Issues covered in the workshop will include identifying and managing stress, depression, anxiety and trauma in employees. These may be personal issues from outside of work including domestic violence, or issues that have resulted from workplace incidents such as conflict, bullying, change, harassment, excessive pressure, exposure to potentially traumatic situations or grief.

The aim of this workshop is to provide participants with an understanding of the most common mental health complaints that they are likely to confront as organisational psychologists, identify the symptoms of various mental health conditions, and then manage any risk to the individual or organisation by devising and implementing a referral system to colleagues, including general practitioners and clinical psychologists. 

The workshop will also consider the strategies whereby organisational psychologists can case manage a client who might be engaging with a range of health professionals. We will explore issues such as consent, privacy, confidentiality and role boundaries and dual relationships.

Professional development hours: 3

Learning outcomes

  1. Be aware of and able to identify the common signs and symptoms of the major mental health issues in the workplace
  2. Be informed about the common workplace factors such as bullying, discrimination, lack of manager support and role pressure that can directly contribute to mental health issues
  3. Have strategies and be confident to manage any identified risk to organisation, individual or the general public in the workplace
  4. Be aware of some of the legal obligations we face in the workplace under relevant state and federal acts
  5. Be clear on some of the resources and referral options in the community
  6. Be conscious of ethical issues such as role boundary, duty of care, informed consent, dual relationships, privacy and required record keeping
  7. Have the foundations to coach managers and leaders in the best practice management of employee mental health issues in the workplace

Workshop content:

  1. Identify common mental health issues in the workplace
  2. Articulate common workplace factors that contribute to mental health issues
  3. Identify and develop a management plan where there is risk of harm within the workplace
  4. Be able to name key legislation that guides our work as professionals consulting within the workplace
  5. Act within our ethical guidelines when in a dual relationship
  6. Be able to refer and case manage clients as necessary to appropriate personnel


This workshop is appropriate for anyone wishing to increase their knowledge, confidence and skills around managing the complexities of mental health and risk in the workplace. 

It is designed for individuals that may at times be in positions where they are either directly dealing with employees that are experiencing difficulties, or coaching managers and leaders with team members that require support.
It is aimed at those wanting content, clarification and confirmation that they are providing sound support and making sound decisions around employee wellbeing, health and safety in line with the legislation and our code of ethics


Justin Simmonds is a Clinical Psychologist and Head of Organisational Advisory Services at Davidson Trahaire Corpsych. He also works in private practice seeing clients with a range of clinical issues including depression, anxiety and PTSD.

Justin has over 20 years experience and currently consults to many of Australia’s top 100 organisations on mental health and wellbeing in the workplace. These include Qantas, Westpac, NSW Police, CBA, Telstra, KPMG, Origin Energy, the NRL and ANZ.

As an accredited beyondblue facilitator and trainer, Justin regularly presents to senior executives across Australia as part of the beyondblue National Workplace Program. He has also presented nationally and internationally for organisations such as the Black Dog Institute, Way Ahead Mental Health Association NSW, Employee Assistance Professionals Association of Australia (EAPAA), and International Assistance Group (IAG).

Over the years Justin has advised organisations on many key areas of mental health and wellbeing in the workplace including suicide awareness and prevention, managing stress and pressure, critical incident management, domestic and family violence, managing vicarious trauma, bullying and harassment, building emotional resilience and resolving conflict and having difficult conversations.

Particular interest areas for Justin include willpower and self control, mindfulness for stress reduction and use of wearable technology to aid in mental health management.

Sue Langley

Workshop 5: Developing Positive Leaders: Tools and Techniques to Help Leaders and Organisations Achieve Thriving Performance and Results

Presented by Sue Langley

Traditional approaches to leadership often focus on fixing problems, maintaining the status quo or helping people be good rather than exceptional. Positive Leadership is designed to enable the best in people and inspire them to strive for remarkable results. Drawing on theories and research in Positive Organisational Scholarship, Positive Leadership offers a new lens on developing leaders who become powerful enablers of performance, resilience and growth in themselves, their teams and their organisations. This practical and interactive workshop explores evidence-based approaches to build these capabilities in leaders and embed them successfully at all levels of an organisation.

Professional development hours: 3

Learning outcomes

  1. Identify four positive practices leaders employ to elicit and sustain thriving performance.
  2. Learn a range of positive leadership strategies leaders can practice to become more positive leaders, generate exceptional performance and create a positive culture.
  3. Strengthen your capacity to help leaders adopt positive leadership behaviour, mindset and skills.
  4. Integrate positive leadership principles and practices into leadership initiatives and HR processes.

Workshop content:

  1. An introduction to the positive leadership model—Four positive leadership principles to create a positive culture that inspires and motivates individuals and teams to create exceptional performance.
  2. Positive climate—Strategies for fostering a positive emotional climate where positive emotions predominate over negative emotions in the workplace.
  3. Positive relationships—Strategies for building positive relationships that enhance trust and are a source of enrichment to the individual, their team and their organisation.
  4. Positive communication—Strategies for engaging in positive communication where affirmative, supportive and inclusive language replaces negative and critical language.
  5. Positive meaning—Strategies for reinforcing positive meaning so people feel they are engaging in purposeful work and achieving positive outcomes.
  6. Embedding positive leadership—Approaches for integrating and embedding positive leadership principles and behaviours within leadership development initiatives and HR processes.


This experiential workshop is designed for practitioners who want to learn leadership practices based on positive psychology or deepen their capacity to help individual leaders and organisations elicit and sustain high performance in today’s complex business environments. Organisational psychologists, coaching psychologists, consultants, coaches, facilitators, human capital managers and change agents alike will learn new insights and evidence-based approaches they can implement right away in their practice.


Sue Langley is a speaker, master trainer, global business consultant, researcher and leading advisor on the practical applications of neuroscience, emotional intelligence and positive psychology.

CEO and Founder of the Langley Group of companies, Sue has taught thousands of business leaders, HR professionals and consultants how to harness the brain’s potential, create positive workplaces and be more intelligent about emotions. A dynamic and inspiring speaker, Sue’s gift is synthesising science into simple, practical tools anyone can use. Her research at the sweet spot of creativity, positive emotions and brain training inspires people with new ways to get the best from people