Gaining Experience in OD/IO: Becoming a Pro

Every year more and more people graduate with degrees in IO or OD. It’s a very lucrative profession with amazing growth potential. According to Kendra Cherry (https://preview.tinyurl.com/sl277n6) “There are many opportunities for job candidates with a master’s degree in I-O psychology.” According to a March 2019 Department of Labor report the mean annual average for IO psychologists ranged from $51,350 to $192,150. That’s pretty heady stuff and explains why the number of I-O Psych graduates is growing so rapidly.

What I’ve learned from recent MA graduates in IO or OD is that employers are asking for 3 or more years of experience. Some people consider the years in a MA program as experience, since most programs require an internship as a graduation requirement. Yet, internships range between 3-12 months in duration and typically do not include in-depth involvement in OD interventions. By in-depth I mean involvement in the planning and implementation of sophisticated organization change interventions. Some interns are fortunate and do get some exposure, but most are observers, data crunchers, or serve some administrative function.

So, how can someone gain experience in OD or IO that’s meaningful?

First, understand that it takes several years to fully understand the dynamics of change in organizations. There are many, many factors that influence what happens and why those things happen during a change intervention. I believe that one must experience multiple projects before one is able to comprehend the complexity of change.

Second, get into an organization through a different, wider door. HR, L&D, and related fields require fewer academic credentials than IO or OD jobs. A master’s degree is an advantage, not a minimum requirement. As a graduate student develop skills in designing instructor-led training programs, build your competencies as a facilitator-trainer, learn how to create effective training materials and slide decks. Take courses in HR that focus on employee relations, career planning, competency modeling, reengineering-restructuring, work teams, etc.

BTW, a one-semester or one-quarter course in one of these fields is not sufficient. I’ve interviewed candidates for OD jobs who said they had experience in either HR or L&D. When asked to demonstrate their knowledge or skills, they were woefully lacking in both. If you truly want an advantage add substantial competencies in HR and Training. Those competencies plus your MA in IO or OD will truly set you apart from others.

Third, get out of your cube and into the production areas. Learning about the organization, meeting the people who generate profits, watching people do their jobs, and asking questions is the best way to be able to speak the company’s jargon and gain credibility with the production people. Learning how the company generates profits, who is responsible, what do they do, and how productivity and profitability are measured and tracked gains credibility with executives. Read annual reports, search the web, connect with former employees, do everything you can to learn about your organization and do it quickly. Doing this will help with the next step.

Fourth, find a problem and fixt it! One of the easiest problems to fix has to do with onboarding. Most companies have onboarding programs, but most of those are inadequate. The new employee fills out forms, views a presentation about the company, is lectured about the organization’s vision, values, and goals, is assigned to a “partner,” and is sent off to work. The research is very clear on this: the most meaningful determinants of employee behavior are 1) the interpersonal relationships between team members and 2) the supervisor-employee relationship. Yet, few corporate onboarding programs include formalized team-onboarding. That’s a problem that can be easily remedied.

Be observant, ask questions about what could be better, more efficient, less costly. Watch interactions between employees, do your best to describe your culture, what’s working, what isn’t. These actions help uncover problems. Talking with the people who face them on a daily basis will help you find ways to fix things. Share the credit, but keep mum about who may have said anything negative.

Finally, find a mentor, someone who is a senior practitioner. Normally, a mentor selects someone to guide and help. But it doesn’t have to be that way. If you’ve watched carefully, you’ve learned who the influential people are and what they’re like. Approach someone that is a match for you, personality-wise. Ask if you can talk with them once in a while about things you’ve observed and ask questions. Keep it informal. Most people like to share their knowledge.

If your organization has a formal mentoring program join if you can. If it doesn’t, maybe that’s a problem you can fix.

In conclusion. It takes time to be come a skilled change agent and person capable of improving organizations and the people in them. Ours is a very important profession. If we do our work well, things get better. If we do it poorly, things will get worse.

Start today becoming a consummate professional. Read business books and subscribe to business and industry periodicals. Join professional associations. Attend meetings. Correspond with peers and thought leaders. Share your thoughts, ideas, and opinions. Seek input from others. Learn to speak the language of our profession. Then, when in an interview, you will be able to speak knowledgeably and from an informed position.

I wish you every success as you embark on your career in OD and IO. May the work you do benefit all with whom you are connected.