Companies are feeling the pressure to use telework opportunities to satisfy employees. But how does working from home affect our productivity, creativity and stress levels?
“Flexible work arrangements are popular, but can often lead to higher stress,” warns Ryan Vogel, assistant professor in the Fox School’s Department of Human Resources Management. Vogel conducted a survey of over 500 U.S.-based employees of a multinational software corporation. He asked each employee to respond to a short questionnaire four times a day for three weeks, seeking to understand how their creativity, engagement and stress varies throughout the day and in different working environments.
There were no differences in either the employees’ investment in their work and degree of creativity when working from home, at the office or in a combination of the two settings. However, Vogel says, “We found significantly higher levels of stress and lower levels of positive emotion when employees worked at home.”
Why would employees feel more stress when working at home? “There could be several factors,” says Vogel. “But our research suggested the strongest factor was the fact that people are more psychologically attached to home when they are at home.” For example, many employees who are teleworking may find themselves distracted from their work to-do lists by their personal tasks. Imagine trying to work next to a giant pile of laundry—for some, that is hard to ignore.
Unsurprisingly, the same was true for those who brought their work with them, mentally or physically, after leaving the office. Employees who emphasized time in the evening to recover from work and engage with their families reported lower stress levels than those who did not.
“With flexible working environments, it’s important that employees can create mental distance between home and work,” says Vogel. “With the increased flexibility in how and where we work, we need to be conscious of creating some form of mental separation between the personal and the professional, so that employees can focus on each one when it’s appropriate.”
Vogel also advocates for an occasional change of scenery. “When employees switched work locations from one day to the next between their home or the office, we saw significant boosts in their level of engagement and lower levels of stress,” he says.
This study supports the notion that working at home versus in the office does not impact an employee’s ability to be creative and engaged in their work, but it does suggest that employers and companies should exercise telework options mindfully.
“Flexibility to work remotely is an important benefit that fulfills employees’ need for autonomy,” says Vogel. “However, these findings bring a level of nuance to the conversation.”
Reducing Stress at Work
Whether employees have flexible hours or are “always on,” how can companies help reduce stress levels? Vogel suggests ways that leaders can encourage employees to put aside stress-inducing distractions, regardless of their work environment:
- Make lists at the end of a day to let go of stressors overnight.
- Model “protected time” so employees do not feel pressured during non-work hours.
- Start meetings by setting an intention to be fully present and encouraging mindfulness
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Almost everyone who works has a boss. It’s no secret that the quality of this relationship can have a big impact on the lives of supervisors and employees alike. The best bosses provide mentorship, training and support for their direct reports, facilitating professional growth and success for their team. But is it possible for employees, through their actions on the job, to impact their bosses as well?
Soojung Han, a PhD candidate in the Fox Department of Human Resource Management, thought so. During her five years as the first woman engineer at a South Korean petrochemical company, she had an outstanding relationship with her boss, who gave her an unusual amount of autonomy, respect and trust.
“I knew it was out of the ordinary from talking with my friends about their jobs, and I also knew it was important,” says Han. Every time her supervisor acknowledged her work or granted her additional responsibilities, she wanted to do an even better job. The experience had such a profound impact on her that when Han decided to pursue her PhD, she chose to focus her research on just this style of empowering leadership. Her personal connection to the subject is perhaps one reason her scholarship had been so exceptional.
Han and her colleagues’ recent paper, “Examining why employee proactive personality influences empowering leadership: The roles of cognition- and affect-based trust,” explores this territory. The research was published in May in the prestigious Journal of Occupational and Organizational Psychology. A publication of that caliber is a rare achievement for someone who is still a student. This fall, Han assumed a faculty position at Cal State Los Angeles.
Employee proactivity is often the catalyst for supervisors to grant workers greater autonomy and more responsibility, which increases employee engagement, productivity and job performance. Given the importance of these self-starters in the workplace, the proactive personality type is of great interest to researchers. However, to date, most of the research has focused on employee-centered outcomes, such as the relationship between proactive personality and career success. But the complex ways that an employee’s proactive style may affect his or her supervisor has been largely overlooked by scholars. That’s why Han decided to turn her attention to how these proactive employees affect their bosses.
“The proactive personality type is defined as someone who makes changes in their environment, so we suspected that these employees might change their supervisors as well,” she says. She gathered more than 100 pairs of supervisors and employees and surveyed them to assess the qualities in question: proactive personality, empowering leadership and supervisor trust. Via questionnaires, employees rated their own proactive personality traits and their boss’s leadership style, while leaders scored their direct report’s level of trust in an employee.
Han’s research examines two types of trust typical of work relationships: Cognition-based trust, which is based on logic and facts regarding an employee’s work responsibilities, and affect-based trust, which boils downs to whether or not a supervisor personally likes his or her direct report.
To test their hypotheses, Han and her coauthors used statistical models, including hierarchical multiple regressions, to analyze the data. The team found that supervisors were more trusting of employees with proactive personalities and thus were more likely to empower them.
“It’s risky for leaders to let employees make decisions,” says Han. “What if they lack skills or, worse, what if they take advantage of less supervision and more autonomy?”
Her work shows that, in spite of the risks, the payoff can be significant for an organization. Empowering leadership pays tangible dividends. “Previous research has supported that empowering leadership is associated with a host of positive outcomes, including increased psychological empowerment, task performance and citizenship behaviors for both individuals and teams,” says Han. She recommends that companies work on building both cognitive-based trust, through formal skill-building training, and affect-based trust, by taking the time to plan and invest in social events and team building.
This specific research paper gives the edge to affect-based trust—likability. But Han cautions that the two types of trust are more interrelated than they may first appear. “Though it seems like affect-based trust shows a stronger effect, its impact on empowering leadership is less likely to occur when cognition-based trust is low,” says Han. “Therefore, both cognition- and affect- trust are important to induce leaders’ empowering behaviors.
Her research also speaks to the importance of improved screening of prospective employees. It pays to be able to identify new hires who will consistently demonstrate proactive behaviors at work, not just say they will during a job interview. Han believes tools like personality tests and questionnaires that assess proactive traits specifically would be helpful as companies seek to fill their ranks with these go-getters.
“As we can see, their proactive style benefits not only the employees themselves, but their supervisors, too,” says Han.
This article was originally published in On The Verge, the Fox School’s flagship research magazine. For more stories, visit www.fox.temple.edu/ontheverge.
“I want to make sure everyone has the opportunity to be successful,” says Jameel Rush, BBA ’07 and adjunct professor at the Fox School. “Barriers to success for individuals and businesses exist. What drives my passion is creating those opportunities and ways to overcome those barriers to help organizations tap into every resource they can.”
As associate vice president of Diversity and Inclusion (D&I) for Aramark, Rush leads D&I programs and initiatives across three areas: workforce, workplace and marketplace. He works to ensure that the company hires talent with backgrounds that reflect the communities the company serves, the culture values differences and drives innovation through inclusion and that they partner with diverse suppliers.
Aramark, a leader in food, facilities management and uniforms, has been recognized for diversity and inclusion efforts by organizations including the Human Rights Campaign Foundation’s 2019 Corporate Equality Index (CEI), Diversity, Inc. and BLACK ENTERPRISE.
Rush has played a significant role in making these achievements possible by working to highlight the possibilities for an organization that is highly inclusive and attracts talent across all walks of life. Along with making executives understand the business case for diversity, he investigates the importance of things like the language used in job postings, how culture and process effect talent recruitment and how diversity in suppliers helps to drive profits.
In 2013 when he first joined Aramark, his interest in D&I was born. He was on a team responsible for designing, developing, implementing and managing an employee resource for young professionals focused on specific issues that impact them. “I fell in love with inclusion work once I was exposed to the industry,” he explains. The next year, he took the next step in his career and was named director of diversity and inclusion for the company.
At the Fox School, Rush teaches courses in organizational leadership and business ethics. In this role, he blends his real-world experiences into lessons for students. But he does not have to force the issue, as topics like D&I often come up naturally because they are ingrained in the lives and courses of the modern college student.
“We discuss issues like unconscious bias and discrimination—what they look like and how they function in today’s culture—and the importance of organizational policies to combat them from an ethical and a business standpoint.”
The most important piece of advice Rush would give students and prospective students looking in his footsteps is to network, network, network. He suggests being intentional about maintaining those relationships and building an authentic brand in order to be remembered.
“Everyone has their own unique path,” he says. “Mine is one of many. But my opportunities have come from making friends and associates. If you get your name out there and do good work, a lot can happen.”
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In recent years, mindfulness has become a highly desirable quality both professionally and personally. Mindfulness gurus have emerged in popular culture, and companies have developed programs such as Google’s “Search Inside Yourself” to promote mindfulness in the workplace.
Ravi S. Kudesia, assistant professor of human resource management at the Fox School, is interested in how mindfulness is used in the workplace to develop personal agency and employee problem-solving. There’s only one problem: Mindfulness, as a term, is not easy to define. And the way we intuitively think about mindfulness as highly individualized may need to be rethought as well.
In his paper “Mindfulness as Metacognitive Practice,” Kudesia targets the ambiguity in the term mindfulness to isolate its usefulness and applicability. “We lack answers to even the most basic questions,” says Kudesia. “What is mindfulness? How does mindfulness training operate? And why might it matter for organizations?”
Moreover, without understanding what mindfulness is, how can employers hope to harness its potential in the workplace? In fact, the kind of mindfulness that companies promote may be less useful than they hope. While many have suggested that mindfulness is a kind of individual skill – and that if enough employees have this individual skill, their organizations will change for the better—Kudesia suggests that this view is naïve. Instead, he suggests that mindfulness can be best understood as what he calls a “metacognitive practice.”
“When seen as metacognitive practice,” Kudesia writes, “mindfulness entails the coming together of expertise embedded in perception and concepts, enabling beliefs about information processing, and the crucial human ability to step back and monitor one’s mental activity—all of which jointly shape how people engage with situations.”
By linking mindfulness to concepts and expertise in specific situations, Kudesia invites us to think about mindfulness at the system level. He gives the example of product engineers who, siloed off from data on customer feedback, must nonetheless figure out why a product is unexpectedly breaking in massive quantities, leading it to be returned under warranty. The default assumption is that it is an issue with the product’s structural integrity. An engineer, in this case, might practice mindfulness to gain a more nuanced view of the issues with the product, but they also remain limited by system-wide information flows—engineers simply do not have access to customer feedback.
“[W]hat if an engineer gains access to customer information and enacts metacognitive practice to doubt the structural integrity diagnosis? The engineer may introduce a new concept of ‘product aesthetics’—the product breaks not because it is weakly designed but because customers find it uninspired and, thus, take poor care of it … This new concept would cue a different routine related to product redesign: making the product beautiful rather than making it stronger.”
Yet, along with this new diagnosis and new concept may arrive new problems. If one engineer believes in the new diagnosis while another engineer insists that the issue lies with the product’s structural integrity, the original source of enlightenment may become a source of consternation.
“One person may seize upon doubt, seeking to transform situations, while others seek to reproduce established responses,” writes Kudesia. He describes this communication breakdown as fragmentation, the notion that mindfulness in an individual cannot always resolve system-level problems; in fact, sometimes it can exacerbate them. While mindfulness allowed them to diagnose a problem, their social reality determines whether they can enact a solution.
This should not dissuade companies from encouraging mindful practices, but it should encourage them to think more broadly about what mindfulness truly is. Instead of merely trying to instill mindfulness as a psychological property in individuals, Kudesia suggests that we should foster environments in which people can better practice mindfulness together. When engineers face an impasse like the one described above, how do they incorporate this new information into the fold? Do they create new processes? Do they confer with new individuals who can provide insight into the problem? If both engineers are engaged and open, they can transform the risk of fragmentation into opportunities for growth, incorporating new concepts into their routines and crafting new solutions out of them.
“You don’t instill mindfulness in individuals and call it a day,” Kudesia explains. “We engage best in mindfulness when we are in spaces that are conducive to mindfulness.”
Deserve a raise? Here’s how to fight for it.
One hundred years ago, in 1918, the average American household made $1,518 annually. Today, the average business major’s starting salary is nearly 30 times that—between $45,000 and $50,000 per year, according to a recent study.
For the last century, we have seen wages rise. But as expenses have crept up, everyone could use a little extra in the bank. Luckily, two Fox School researchers may be able to help.
Tony Petrucci and Crystal Harold, two researchers in the Department of Human Resource Management, have studied the best tactics for negotiating a raise. On one hand, competency—the skills that an individual contributes to an organization—is king. On the other hand, the presentation of this delicate proposal may dictate whether it fails or succeeds. Here are some tips from Petrucci and Harold about how you can be strategic about increasing your salary.
From Tony Petrucci, assistant professor of practice:
1. Understand which competencies are most valued based on your role. “The best way to increase your own value is by creating value for your organization. Most organizations determine value by execution of competencies, including skills, knowledge, and experiences. Research has shown some competencies universally lead to higher pay. For example, people who display a feedback-seeking orientation earn higher pay raises and quicker promotions. Seeking feedback is typically associated with higher levels of emotional intelligence, which is a competency most organizations value and reward.”
2. Know where the future is trending in your field. “Competencies in areas such as digital leadership, data analytics, real-time feedback, artificial intelligence, and leadership are very relevant and valued. Deloitte, for example, found that digital leaders of the future will need to be more networked, collaborative, more inclusive, and better at giving, seeking, and receiving real-time feedback.”
3. Recognize that career paths will become less traditional in the future. “In today’s environment, individuals need to take more ownership for their career through personal learning. By understanding what competencies are important, showing calibrated excellence in those competencies, and marketing personal achievement, research shows you may have higher—and more frequent—raises.”
From Crystal Harold, associate professor of human resources management and Cigna Research Fellow:
4. Timing is important. “If you successfully completed an important project or received a major commendation for your work, time the discussion with your boss after these events. Research suggests that Thursdays may be the best day to ask for a raise, as people are generally most agreeable and potentially open to negotiations as the traditional workweek winds down.”
5. Do your homework. “Know the worth of your position, your skill set, and what you bring to the company. Be prepared to articulate why you merit a raise. For instance, if your job has changed in some meaningful way, be able to document how. If you played a critical role in completing an important project, be able to clarify your contributions. By knowing the salary norms for your industry and documenting your accomplishments, you can better justify your targeted figure.”
6. Don’t bluff unless you can accept the consequences. “Research shows that competitive strategies—like sharing details of a competing offer or threatening to walk away—during job offer negotiations yield higher salary gains. While these tactics might be useful for initial negotiations, be cautious of using them when requesting a raise. If you threaten to leave unless you receive a raise, but actually do not intend to leave, be prepared for the repercussions if your boss calls your bluff. And going on the job market to get an offer for the sole purpose of motivating a raise could irreparably damage your reputation with others within your industry.”
Remember the last time you donated warm clothes to a homeless shelter and felt good about yourself? Or that time your friends helped you get through a difficult life problem after which you couldn’t help but feel extreme gratitude towards them?
A lot of traditional research has been done on why people help and how they feel after helping. You Jin Kim, assistant professor of Human Resource Management at the Fox School, goes beyond just that by exploring the role of the recipient of the help. Her research emphasizes how demonstrating gratitude, as well as the helper’s feelings of pride, interact to encourage repeated helping.
In her paper, “A Dyadic Model of Motives, Pride, Gratitude, and Helping,” which was accepted for publication by the Journal of Organizational Behaviour, Kim demonstrates that the motives of the helper interact to predict pride via initial helping whereas recipient attributions of helper motives predict recipient gratitude in response to being helped. This interaction of emotions (i.e., pride and gratitude) influences any subsequent helping by the helper, making them both active members of the social exchange.
Kim points out that the helper’s motives drive their initial actions. She highlights two positive motives: “autonomous motives,” where individuals help because they value doing so, and “other-oriented motives,” where individuals help because of their concern for others. These motives often lead to voluntary helping that is intended to benefit others.
These motives affect the perception of the recipient and the level of appreciation they feel. “Recipients seek information about helpers and helping contexts because they seek to understand why others help them,” Kim reasons. For example, an employee might choose to cover a shift for a sick worker because he or she truly cares about the coworker’s welfare, leading to the recipient attribute this action to the helper’s selfless (what Kim classifies as autonomous or other-oriented) motives. In such interactions, the recipient feels more gratitude toward the helper.
Kim also considers that the motives may not always be altruistic. She elaborates, “They could be doing it because of impression management, career enhancement motives, and not truly directed towards benefitting others.” For example, a helper could choose to teach a peer a new skill with the goal of transferring an undesirable task to this peer. Such interactions fail to evoke the feeling of pride or gratitude in either party.
Kim highlights cases where, although the helping motive was genuine and the helpers experienced authentic pride, they did not engage in repeated helping unless recipients expressed their gratitude. “Unlike economic exchanges, social exchange returns are not specified in advance, and so reciprocity is not guaranteed,” says Kim. “A simple ‘thank you’ makes a lot of difference.” Thus expressing gratitude is very crucial in encouraging the helper to continue helping others in the future, making the recipient an important influencer of the interaction.
The results of these studies have practical implication for managers. “Managers need to understand why helping is being provided and create a work environment where employees do not feel pressured to help and that helping is voluntary,” says Kim. “It should not be related to any type of organizational decision, such as a promotion or vacation days.”
Importantly, gratitude also has positive implications for recipients. Kim says, “Managers also need to emphasize the benefits of showing gratitude and encourage recipients to communicate their gratitude when receiving help has been positive.” Such reciprocative interactions create a positive environment at a workplace, subsequently improving the efficiency and lowering the turnover intentions of all employees.
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Do Birds of a Feather Fly to Work Together?
September 17, 2018 //
When looking for a new job, applicants typically consider a large number of organizations,looking for the right fit. Companies do the same, tending to hire job applicants who have similar attributes to those of their incumbents, all other things being equal.
In-Sue Oh, Brian Holtz, and You Jin Kim, three professors in the Fox School of Business’s Department of Human Resources Management, along with two other co-authors, studied why individuals are more likely to be attracted to, selected by, and stay longer in organizations that fit their personality. Their research explored this phenomenon, called the theory of attraction-selection-attrition (ASA), and found that organizations are becoming increasingly homogenous over time.
Their new study examines how different personality traits contribute to ASA processes that promote within‐organization homogeneity and between-organization heterogeneity progression over time. Their article, “Do Birds of a Feather Flock, Fly, and Continue to Fly Together? The Differential and Cumulative Effects of Attraction, Selection, and Attrition on Personality-Based Within-Organization Homogeneity and Between-Organization Heterogeneity Progression over Time,” was recently accepted for publication in the Journal of Organizational Behavior.
The ASA theory works on multiple levels: first, individuals tend to estimate, consciously or not, the extent of similarity between their own personality and the characteristics of potential employers. Because of this, people are attracted to organizations that best fit their personality and submit employment applications accordingly.
Next, the hiring managers reviewing the applications tend to favor and select those who they believe best fit the organizational characteristics, as well as those who are similar to their own personalities.
When newcomers join the organization, for the next several months up to one year, they evaluate the true fit between the organization and their personality. “People whohave a similar personality to that of their managers are more likely to have a higher chance of promotion. Those who don’t fit their managers’ personality are more likely to be unhappy,” says Oh. Newcomers who feel that they do not fit may decide to leave, this contributing to the level of attrition at the company.
In this study, the researchers tracked the personality profile changes and career trajectories of the employees of three South Korean companies from the manufacturing sector, the banking industry, and the pharmaceutical industry. The researchers used the five‐factor model (FFM) of personality traits—extraversion, conscientiousness, openness to experience, agreeableness and neuroticism—to determine the employee’s personality.
“Through the process of attraction, selection, and attrition, people at an organization become more homogeneous in terms of their personality,” says Oh. “We showed that through the reduction in the standard deviation in extraversion or other personality traits.”
The study was the first to examine this phenomenon of within‐organization homogeneity, or the similarity of employees’ personalities, over time. This study also examined between‐organization heterogeneity progression over time to see whether and how similar personalities within organizations contributes to inter-firm differences.
In viewing changes over time, the researchers found that selection is most responsible for the within‐organization homogenization, whereas attraction contributes most to between‐organization heterogeneity. In terms of personality traits, the progression of within-organization homogeneity over time was mostly driven by extraversion, but between-organization heterogeneity was influenced by neuroticism.
“Different organizations attract different people, select different people, and retain different people,” says Oh. “Because of that reduction in variance within organizations over time, organizations will become more different [from each other] over time, even within the same sector.”
Overall, this study provides an inside look at how personality functions as human capital resources within organizations and how personalities are unevenly distributed across organizations. This study extends Oh’s previous research on the impact of personality-based human capital resources on firm-level labor productivity and financial performance.
In today’s world, as more companies turn to artificial intelligence and technology to help screen for applicants, understanding the types of employees that are attracted to and will stay with a company are invaluable to human resource managers. By understanding how these processes work over time, the researchers also share insights in terms of human resource management practices.
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The Fox School of Business‘ Center for Student Professional Development (CSPD) has a commencement tradition. Toward the end of every semester, graduating students, when they secure a post-graduation job, ring a bell and publicly announce who their soon-to-be employer is and what their new position will be.
It’s a great way to declare, “I did it! And this is what I’m doing next!”
Temple University’s commencement, which will include hundreds of undergraduate students receiving BBA’s from the Fox School, is this week. So we asked several members of the Class of 2018 to share with us their new jobs and some inspiring stories about their time at Fox and Temple.
Kasey Brown, BBA ’18
Major: Management Information Systems
SPO: Association for Information Systems
New Job: Summer staff missionary, Catholic Youth Expeditions
New Uplifting Experiences: “First and foremost, I’m excited to grow in my Catholic faith. Temple gave me a beautiful opportunity to discover this faith, and I feel so blessed to work for an organization that allows me to grow and discover even more. Secondly, I have always had a special place in my heart for high school students and young adults. I remember what a difficult time of life it can be, and I look forward to being with them and help them in any way I can. In addition, working with Catholic Youth Expeditions means getting to learn more about how to serve the poor and how to love others—and there’s nothing more important to me.”
Helping Others: “Temple and Fox gave me the opportunity to hone my skills—not only in business, but also in communication, time management, leadership, crisis management, critical thinking, and teamwork. More importantly, Temple and Fox helped me discover the reason why I wanted to do business: to serve others. I know that in whatever job I do, it’ll never be just a job. It will be an opportunity to use my skills to help others and give back all I’ve been given here.”
William Clark, BBA ’18
Major: Finance
New Job: Financial analyst, Revint Solutions
Perfect Launching Pad: “As I progressed through my lower-level BBA core classes, I realized I had a passion for analyzing underlying financial data. I have been a math and science guy as early as the second grade, so pursuing a career centered around financial analysis seemed like a natural fit. A financial analyst position is the perfect launching pad for a long, successful career in corporate finance.”
Love at First Sight: “I fell in love with Fox from the moment I attended my first course. I had the privilege of being taught by some of the best professors in academia, within a modern building full of the latest finance-based technology. The Capital Markets Room was one of my favorite places at Fox, as I was able to hone my skills in Bloomberg, FactSet, and VBA programming, among other things. I was able to attain valuable knowledge that allowed me to separate myself from the crowd.”
Alexa Ann Gerenza, BBA ’18
Major: Marketing
SPO: American Marketing Association
New Job: Group ticket sales associate and service coordinator, New York Yankees
A Lifelong Fan’s Dream Job: “I’ve been a Yankees fan my entire life and to now have a job that always seemed so unrealistic it’s still hard to believe. Moving to NYC and having my office at the stadium and my work schedule based around game days, is less typical, yet so very exciting. This is an entirely new lifestyle than one I expected to have post-grad, but I’m beyond excited for the journey ahead.”
Finding Confidence (and Forever Friends!): “The American Marketing Association has given me my forever friends and motivated me to work harder in everything I do. It has given me more opportunities than I ever imagined, including two trips to the AMA International Collegiate Conference in New Orleans, leading Temple’s chapter as vice president to success as a top five chapter, touring the Facebook office in NYC, and competing in an eBay sponsored case competition. Without the lessons learned and the experiences gained, I wouldn’t have had the confidence to send the initial LinkedIn connection to the Yankees and jump on the first phone call, which ultimately led to the position.”
Kyshon Johnson, BBA ’18
Major: International Business
New Job: Business Leadership program/Global sales associate, LinkedIn
Linking Up with LinkedIn: “LinkedIn is my dream company. I was able to tour the San Francisco office in 2016 and made a promise to myself I’d work there. I felt the company and culture aligned perfectly with my passions and life purpose. Initially, I applied for a summer internship and was rejected. I used that experience as motivation and an opportunity to improve my professionalism. I interned at Comcast and gained industry experience before applying for my full-time role. I am confident LinkedIn and the Business Leadership program will groom and mold me into a successful business woman.”
The Fox School Network: “I am thankful for the resources and support that Fox and Temple have provided during my undergraduate experience. Fox has a strong alumni network filled with professionals throughout the world. I utilized the alumni network to connect with Owls within the technology industry. I was able to meet with individuals that work at Google, Facebook, and LinkedIn. They were all enthusiastic to assist me in landing a role at their companies. This professional foundation allowed me to explore career options and connect with amazing individuals.”
Katherine Taraschi, BBA ’18
Major: Marketing
New Job: Owner, O bag (King of Prussia Mall)
An Italian Vacation Inspires a Career: “O bag is an Italian company that creates interchangeable bags and accessories that customers can build in the store. It’s a store my friends and I were completely obsessed with when we visited Italy last spring. We visited six different locations all over Italy and one in Budapest. O bag King of Prussia will be located on the first floor of the Plaza between Lord and Taylor and Nordstrom.”
Benefits of a Real-World Curriculum: “I love that the professors at Fox all have real-world experience. Hearing different situations that they’ve encountered embedded in course topics gave a different perspective to the lessons—and definitely helped prepare me for my new position as a business owner.”
Lindsey Thompson, BBA ’18
Major: Human Resource Management
SPO: Net Impact; Society for Human Resource Management
New Job: Compensation analyst, Day & Zimmermann
A Passion for Philly… and Data: “I’m so excited to continue to live in my favorite city (Philadelphia), work with coworkers I have formed connections with during my internship at Day & Zimmermann, and to dive into the details of data in a field I’m passionate about.”
Involvement Pays Off: “The professors in Fox’s HR department, as well as other schools throughout the university, are some of the kindest and most knowledgeable people I’ve met. I can’t thank them enough for passing on their extensive industry knowledge, their warm and understanding natures, for making me think, and for serving as mentors. My leadership position with Net Impact and my role as a Teaching Assistant taught me the value of detail orientation, time management, effective communication, and remaining open-minded. I would suggest to any undergrad to get involved outside of class, because it has really added to my experience here at Temple!”
Ian Usher, BBA ’18
Major: Management Information System
SPO: Association for Information Systems
New Job: Media-Tech associate, NBC Universal
Becoming a Tech Leader: “I’m incredibly excited to start working for NBC Universal. While working for NBCU last summer, I discovered the company has a wonderful culture where I feel engaged and valued, even as a young employee. During that time, I became good friends with other interns, and it will be wonderful to continue to grow those relationships. The Media-Tech Associate program is a very demanding program, but it’s designed to give us the skills necessary to become future technology leaders.”
A Professional Journey Began at Fox: “Throughout my career at Fox, I was pushed to think logically, clearly, and critically to solve many real business problems. I was fortunate to work on projects with real companies, from startups like PoundCake to major organizations like CHOP. Completing these projects and learning how to interact with professionals helped me excel during my internship and prepared me for the workplace more effectively than if my classes were purely lecture-based. I was a poor writer before coming to Temple, and Fox classes like Business Communications have helped me improve my writing skills dramatically. That’s been critical thus far in my professional journey.”
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Sheila Ireland, BBA ’93, was recently appointed the executive director of the City of Philadelphia’s Office of Workforce Development. “There is no one better suited to lead this work than Ms. Ireland,” said Mayor Jim Kenney in a press release. “She comes with decades of experience in workforce development, including national recognition for her expertise in coordinating industry partnerships. Her ability to understand and address the needs of industry in a way that is also acutely aware of the challenges facing Philadelphia residents will serve the people and businesses of our city well.”
Ireland, who majored in Human Resources at the Fox School and earned a master’s degree at La Salle University, has worked for many years in human resources and workforce development in both the public and private spheres. Her previous position was as deputy director of the City’s Workforce and Diversity Inclusion program.
We recently spoked to Ireland about her new position and some of the goals of the newly established Office of Workforce Development. She also gave some advice to high school students heading to college, and to college students heading off to new jobs after graduation.
What’s the biggest challenge of your new role?
“In order to implement the strategy, it’s going to require systems change. A lot of times when we look at Workforce Development, it’s program-based or service-based, and it’s based on a certain set of participants. But in this case, when you look at the strategy the way I look at it, it’s about systems alignment. When you see all the metrics, the ones for me that will really change things, will be where systems start to change and be more coordinated. Funding streams in the City of Philadelphia really need to be organized around quality, delivery, and services, where now it’s a hodgepodge of different things. Shared goals and common data systems are in the plan, and those will make a big difference that we’ll see in unemployment in Philadelphia.”
What excites you most about this position?
“What’s most exciting is that, in the city’s history, I’ve never seen the major players come to the table together like they are now. You never see the School District, and Philadelphia Youth Network, and Philadelphia Works, etc., at the same table talking about how we, as collaborators, can affect change in the city. It’s usually this conversation where if you put a lot of people into the same room a fight breaks out. Everyone advocates for their particular issue and it always ends up being that kind of conversation. We never have the conversation where we realize all these different services need to be offered in coordination so people can lift themselves out of poverty or return to employment. I think for the first time we’re starting to have that conversation, about how education connects with employment, and how workforce connects to employment. We’ve had those conversations before, but never in a coordinated way. We’re doing that now.”
I read “Fueling Philadelphia’s Talent Engine,” the new citywide workforce strategy, and I noticed a big emphasis throughout on long-term job training. Now, with traditional pathways to employment and promotion structures eroding, and the rise of the gig economy, and so on, how do you accommodate for those changes through the lens of long-term job training?
“I’ll ask you to look at it differently. The center is the career pathways model. The focus is that it’s informed by the way people usually go through their careers versus the reality. The myth is, you go to college, you do well; you get a job, you do well; you advance, you advance, you advance. The reality is those people’s careers are more like Slinkys. Stuff happens. Bad stuff happens. Unemployment happens. Industries contract. Enron. I could go on and on. People need the opportunity to partake in a system where there are entry and exit points no matter what the skill level. If you look at the career ladder, it starts at very low skill. Things like First Step Staffing, whose sole focus is getting people off the street and employed in two weeks is one end of the spectrum. The other end of the spectrum is when we talk about our tech industry partnerships, where people talk about the real digital skills required to engage in what is one of the fastest growing sectors in Philadelphia and the country. So we’re talking about this systems based approach where, wherever you are, we as a city need to provide you to the resources you need to connect to work.”
As Philly high school students enter college, what skills do you think the city needs its future employees to have, and what should they be studying?
“It’s interesting that you say that because I normally get a different question. I normally get the question about how is Workforce connected to kids going to college, and the answer is they need the same skills. People use a lot of different terminology: soft skills, power skills, twenty-first century skills, etc. It’s emotional intelligence and the ability to delay gratification. It’s the ability to work effectively in a team. Team work says you don’t always get your way, that you work toward a common goal. It’s all connected. This is what employees look for, and they’re the hardest skills to get. It’s much easier to focus on tech skills, or quantitative skills. Really, the skill is about how to build a career, and how to envision moving away from the now and seeing the bigger picture of where you could be. I remember my first job, I worked for money, and I didn’t care what I did. I had a part time job in high school typing for a PhD candidate; I was in the tenth-grade typing letters because I had no idea what she was writing about! It was data entry. It was awful, but I learned so much. My parents said, ‘You can’t quit, you have to get it done because you made a commitment.’ That always stayed with me. That skill is important: tenacity in the face of unpleasantness. You can’t build a career without that.”
And for students graduating this month from the Fox School of Business and Temple University, why should they stick around to work in Philadelphia rather than take a job elsewhere?
“I’ll tell you my personal piece. I’m from Chicago; I’m not a Philadelphia native. I’ve had opportunities to leave the city, but I love it here. There’s a particular pace and charm that makes it very distinct from New York or D.C. Philly is a small big city. I enjoy that in a lot of ways. Despite the things that we struggle with, there are so many positive things happening here. In New York or D.C., you’re just a cog in the wheel. As a young person in Philadelphia who’s building their career and their vision about the impact and change they’re going to make in their lives, there’s an opportunity to be a part of the future of the city.”
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Even in shaking hands with Sheila Hess, she vibrates with positive energy. Framed by the Philadelphia skyline in the near distance, she’s off talking about the city with an infectious and genuine enthusiasm that only makes sense for Mayor Jim Kenney’s newly appointed City Representative.
“Philadelphia just energizes me,” said Hess, 46.
Hess earned her undergraduate degree from Temple University’s Fox School of Business in 1991, with a concentration in Human Resource Administration (now Human Resource Management).
Her enthusiasm and genuine love for helping others pushed her resume to the top of the pile at Independence Blue Cross, where she would spend the next 24 years of her career working in human resources and making her mark upon the organization and Philadelphia. She met Kenney more than 20 years ago at a volunteer fundraiser. Inspired by his goals for the city, she volunteered for his recent mayoral campaign. Impressed with her panache and grasp on the city’s pulse, Kenney wanted her to represent the city.
“Once he offered me the job, I didn’t hear anything else he said. It was such a dream come true,” Hess said.
In addition to being an ambassador and a leader of the city’s official welcome wagon, as City Representative, Hess participates in meet-and-greets with anyone – from international dignitaries to the millions of visitors the city attracts. Hess also steps in as the face of the city when the mayor cannot attend events, bestowing city proclamations, citations, and ceremonial gifts in recognition of community organizations. She also is a steward of special events, including Police Athletic League (PAL) Day at City Hall, the Police and Fire Memorial Service, and the Mayor’s Centenarians’ Celebration.
Hess is already looking forward to placing Philadelphia in the national and international spotlight, building upon its Lonely Planet designation in February as a top U.S. destination, its new title of World Heritage City, and its selection to host the Democratic National Convention this August.
“A good leader has a good ear, and though we can’t change everything, we can make it work on some level,” Hess said. “It’s all about seamless communication and working together.”
Hess originally hails from California, but her family relocated to her mother’s native South Philadelphia neighborhood so Hess could receive treatment for spina bifida, a spinal cord birth defect, at the Children’s Hospital of Philadelphia. When asked of her disability, Hess considers it a gift – one that allowed her to become a Philadelphian.
“I’m Philadelphia’s biggest fan,” Hess said. “I root for all of our sports teams, win or lose, and I always will.”
Hess’ passion for Philadelphia kept her close to home when she chose Temple. Raised in the city’s Catholic school system, she was drawn to Temple’s reputation and its innovative and diverse campus life. Having been a mathlete in high school, she pursued her skill with numbers and enrolled in the Fox School as a Finance major. However, her path would deviate as she realized her talents didn’t align with her heart’s desire. After one human resource course, she knew what she was meant to pursue.
“I could just see HR in my personality. I love being the face of an organization. That’s just inside me,” Hess said.
Hess works with several non-profits, including Back on My Feet and Variety – The Children’s Charity — a charity assisting children and youth with physical and developmental disabilities. In her limited free time, Hess and her husband, Mike, enjoy gardening. Always a fan of bringing out the best in something, Hess likes to buy wilted plants and nurse them back to life.
“It’s just fun to watch things grow,” Hess said.
Much like Philadelphia’s reputation, as its new City Represenative.
The Fox School of Business will launch a specialized Master of Science degree in Human Resources Management that will be available online beginning August 2016.
Fox’s ability to deliver high-impact, cutting-edge online curriculum is nationally renowned. In January, the Fox Online MBA program earned its second consecutive No. 1 national ranking by U.S. News & World Report.
“Spurred by the Online MBA’s national prominence, and the record growth of our program, it seemed like a natural fit to offer an online version of the Master of Science in Human Resource Management program,” said program director Dr. Tony Petrucci.
According to Petrucci, the program’s format will be nearly identical to that of the Fox Online MBA. The MS in Human Resource Management will feature four-week courses that meet once a week, offered on Thursday nights from 8 to 10 p.m. The courses will include “synchronous and asynchronous learning,” Petrucci said, meaning it will feature academic videos produced by Fox faculty, online discussions between faculty and students, case analysis, and more.
Fox’s MS in Human Resource Management benefits greatly from the ability for students and faculty to complete coursework collaboratively and interactively through the use of WebEx web-conferencing technology, said Petrucci, an Assistant Professor within the Fox School’s Human Resource Management department for seven years.
“We are able to break our cohorts into teams in order to work on cases,” Petrucci said. “Additionally, the methods that are unique to the Human Resource Management curriculum that are traditionally focused on student and faculty engagement remain intact within the online experience.”
The difference between the Fox School’s traditional and the online versions, Petrucci said, is the pace at which students can complete the program. The online version of the MS in Human Resource Management program, with 10 three-credit course, can be completed in as quickly as one year or as many as three, depending upon the student’s schedule.
Convenient access and delivery of the program will attract prospective students, said Dr. Arthur Hochner, Associate Professor of Human Resource Management at the Fox School.
“I have students in my Online MBA courses who are located in Chicago and Texas, for example, or are traveling professionally and have accessed the course from Ireland, Poland, and India,” Hochner said. “This format is incredibly convenient for professionals.”
Petrucci said he believes the online version of the MS in Human Resource Management will only further bolster Fox School’s already-prominent reputation in the delivery of online education.
“Our goal was that this program would mirror or even enhance the experience that students receive in a traditional classroom, and our focus was built around that mission,” he said.
There’s an unlikely emotion that acts as the moral compass of a workplace. According to a researcher from Temple University’s Fox School of Business, it’s anger.
Dr. Deanna Geddes’ conceptual research delves into moral anger, an emotional expression that is geared toward the improvement of the human condition within the workplace. She and fellow researcher, Dr. Dirk Lindebaum of the University of Liverpool, (now Cardiff University), proposed a new definition for moral anger within their research paper, “The Place and Role of (Moral) Anger in Organizational Behavior Studies,” which was published online December 2015 in the Journal of Organizational Behavior.
The Chair of Fox’s Department of Human Resource Management, Geddes said employees potentially place at risk their jobs, careers, and companies for which they work when moral anger motivates actions that expose inappropriate circumstances at work.
Where moral anger varies from expressions of personal anger, she said, is in the identification of the subject who is suffering from workplace injustice and improprieties.
“It’s important to note that, with both moral anger and personal anger, social norms are violated and likely people were treated unfairly,” she said. “But instances of moral anger prompt action when you witness an incident that impacts someone else more than it impacts you. Speaking out on behalf of others is the core differentiator.
“Moral anger isn’t a self-serving type of anger expression. It’s the opposite. It’s someone’s response when another is being treated unfairly or being bullied, for example. Moral anger triggers corresponding action that is not intended to cause further harm, but instead to help repair the situation.”
Often an employee who expresses anger at work is viewed as “an out-of-control and hostile deviant,” Geddes notes. However, unless it’s a common occurrence, Geddes’s research found that those who express anger in the workplace are likely to be a company’s most-committed and most-loyal employees.
That’s because moral anger is a fairness-enhancing emotion, through which employees can act with the wellbeing of others in mind. Geddes said moral anger has the potential to restore equity, protect dignity, improve working conditions, and rectify damaging situations.
She and Lindebaum reviewed literatures on similar anger constructs, including those which pertained to moral outrage and moral conduct, to see how moral anger differentiated. Then, they reviewed literature pertaining to expressions of anger, to arrive at a more-practical “redefinition,” she said.
“Moral anger, by our definition, is not intended to avenge an individual person’s slights,” Geddes said. “It is to demonstrate that the human condition within an organizational environment can be improved. That’s truly the goal and the social function of moral anger – to defend those who are vulnerable.”
Toward the end of an academic semester, students traditionally prepare to take final exams. However, students enrolled in Dr. Crystal Harold’s course at the Fox School of Business are undertaking projects centered on service and improving relationships in the Philadelphia community.
While offered at Fox, the course, titled The Leadership Experience: Leading Yourself, Leading Change, Leading Communities, is open to all honors students at Temple University.
Harold, an Associate Professor of Human Resource Management at Fox, said she created the human resource honors elective three years ago to help students learn the process of leading by organizing events that benefit the community. The course also focuses on reflection, assessment, and development on the core skill sets required of effective leaders. Throughout the semester, students are asked to identify their strengths and weaknesses as leaders in order to gain insight into their leadership evolution.
“I chose to have students focus their efforts on organizing a charitable or community-focused event for a couple of reasons,” Harold said. “First, the community aspect helps the students develop a greater appreciation for the community in which Temple University operates. Second, there is a growing interest among this generation of students engaging in social responsibility and community activism. This project not only teaches valuable lessons about both leadership and followership, but also appeals to the students’ desires to help.”
The student-led events include an April 17 charity 4-on-4 basketball tournament, to raise money for the Family Memorial Trust Fund of fallen Philadelphia Police Officer Robert Wilson III, who was killed March 5 in the line of duty.
“After hearing of the tragic passing of Officer Wilson, we decided to hold this event in order to provide his family with as much financial support as possible,” said Cameran Alavi, a senior mathematical economics major. “It’s a chance for us to come together and support a worthy cause, as well as honor the life of a great man who was loved by everyone he knew.”
Another group organized a Philly Block Clean-Up for April 18. Kevin Carpenter, an environmental science and biology double-major, said his group decided to focus on an event geared toward the improvement of environmental needs in the surrounding Temple University community.
“Having pride in the neighborhood, even though a lot of students aren’t permanent residents, is extremely important,” he said. “Making an environmental impact, helping the community at large and being able to connect with Philadelphia residents through environmental action is a great feeling.”
One group decided against hosting an event, and instead partnered with the People’s Paper Co-Op and Philadelphia Lawyers for Social Equity (PLSE) over the course of the Spring 2015 semester. People’s Paper Co-Op and PLSE offer free expungement clinics for those in the Philadelphia community who wish to clean up their criminal records and learn viable skills, like public-speaking or how to expand upon their professional networks, to help them re-enter the workforce. After sitting in on the clinics, group members will present their suggested areas of improvement on how to further develop the expungement program to the leadership of both the Co-Op and PLSE.
“One hardship of the criminal justice system is the challenge of re-entry for individuals trying to restart their lives,” said Jacob Himes, a junior double-majoring in Italian and lesbian, gay, bisexual and transgender studies. “Our group attends each clinic, volunteers and looks for avenues of improvement in the program.”
Fox School junior Sarika Manavalan’s group assembled an April 19 Bookdrive Benefit Concert, to benefit Treehouse Books. Treehouse Books is a non-profit organization in North Philadelphia that serves youth in the community by giving children the opportunity to enhance their literary skills by focusing on the importance of reading. The entry fee for the event is one children’s book, or a monetary donation in lieu of one.
Manavalan said Harold’s course has provided countless intangible lessons.
“You can learn about leadership skills in the classroom but it’s really when you work hands on with other people that you develop them,” said Manavalan, who is double-majoring in Marketing and Management Information Systems (MIS) at Fox. “Whether or not our events are successful, it’s more about creating your event from scratch and learning how to work with non-profit organizations and finding ways to benefit the community.”
Scheduled Event List
4-on-4 Basketball Tournament (benefitting the Officer Robert Wilson III Family Memorial Trust Fund)
Friday, April 17, 6-9 p.m.
Cost: $20 registration fee per team
Location: Pearson Hall Courts (3rd Floor), Temple University
Contact: Cameran Alavi, cameran.alavi@temple.edu
Philly Clean-Up
Clean up areas surrounding Temple’s Campus
Saturday, April 18, 11:30 a.m. – 4 p.m.
Location: Meet up at Broad Street & Polett Walk
Contact: Nichole Humbrecht, tuf45006@temple.edu
Bookdrive Benefit Concert (benefitting Treehouse Books)
Sunday, April 19, 7-8:30 p.m.
Fox’s Society for Human Resource Management chapter wins regional case competition
March 26, 2015 //
Five students from the Fox School of Business elected for a non-traditional spring break. Their remote destination was a placid campus. Their beach was a third-floor conference room in Altar Hall.
And instead of vacation, they opted for preparation.
The group’s discipline paid off. Five members of Temple University’s Society for Human Resource Management (SHRM) chapter comprised the team that won first place in the SHRM East Division Undergraduate Case Competition and Career Summit.
This marked the first time the Fox School had fielded a team for the regional case competition, which was held March 20-21 in Baltimore. Fox’s team included juniors Megan Rybak, Ryan Colomy, Connor McNamee and James Harootunian, and senior Nicole Bieri.
“We are extremely proud of this inaugural SHRM case competition student team, for preparing so diligently and then winning this prestigious competition,” said Dr. Deanna Geddes, Chair of Fox’s Human Resource Management department. “They are impressive ambassadors for our undergraduate HRM program.”
Fox’s SHRM team, one of 17 in the competition, received its case March 1, on the first day of Temple University’s spring break. The members were required to submit a two-page executive summary and the PowerPoint slides to their presentation only three days later, a deadline that significantly cut into their spring-break downtime.
“We spent the majority of our break in a conference room, pouring over the case information,” McNamee said.
“The case was a small non-profit hospital that was having challenges with its talent-development function,” Harootunian said. “We argued that there was a problem with who was responsible for overseeing employees’ long-term growth. While it’s important for the managers of each division to have a hand in it, we made a case that HR, the employees and the hospital should all factor into the process.”
Lacking case competition experience, the team delivered its presentation on four occasions at the Fox School in the days leading up to the summit. In doing so, the members hoped to elicit genuine questions from a fresh audience, in order to replicate the queries they might face from a judging panel.
In Baltimore, the Fox SHRM team made its 15-minute, first-round presentation March 21. The members were informed later that day that they had been selected as one of two teams to advance to the next day’s final round.
“Once we learned we were one of the finalists, to us, that felt like we won,” said Rybak, the team’s captain. “Making the final round was a bigger achievement than we had expected. We were new to the competition. I think that helped us remain calm in our second presentation, which was in front of a larger group and in a larger room.”
Each of the Fox SHRM team’s five members earned complimentary registration to the 2015 SHRM Annual Conference & Exposition, to be held June 28-July 1, in Las Vegas, Nev., as well as a $2,500 stipend to cover most of the team’s travel expenses for the Baltimore-based case competition.
More importantly, Fox’s SHRM team received sterling feedback from the final-round judges, who lauded the team’s use of metrics to support its analysis. Judges also cited impressive business communication skills, professionalism, and presentation fluidity. After the announcement of their win, a healthcare-industry professional approached the team seeking a future collaboration.
“One gentleman even gave us his business card and asked us if we could help his hospital make similar improvements to their HR practices,” Colomy said.
“Our excellent Temple educations showed and, at that moment, I was never more proud to represent the Fox School,” Bieri said. “We could not have done this without the support of the other Temple students who attended the conference, and our two advisors, Dr. Debra Casey and Dr. Andrea Lopez, who supported us the whole way.”
Temple’s nationally recognized SHRM chapter is one of 24 student-professional organizations at Fox. The group has been recognized previously as one of SHRM’s top-10 chapters nationally, and, in 2013-14, receives the national organization’s Outstanding Chapter Award.
The case championship is not the first notable distinction earned by the chapter, and it likely won’t be the last.
Initial impressions based upon a person’s facial features can significantly impact how we evaluate that person’s behavior, according to research by a professor from Temple University’s Fox School of Business.
Dr. Brian Holtz, Assistant Professor of Human Resource Management, conducted three studies, all of which suggested that people were more likely to accept the actions of an individual whom they initially perceived to be trustworthy.
New York Magazine and the United Kingdom’s Daily Mail recently featured Holtz’s research, which was initially published in the journal Personnel Psychology.
Holtz’s studies draw on prior psychological research demonstrating that certain facial features stimulate impressions of trustworthiness (high inner eyebrows and prominent cheekbones), while others (low inner eyebrows and shallow cheekbones) have the opposite effect.
In his first two studies, Holtz introduced participants to the biography of a fictitious CEO, which included a professional headshot, and then asked participants to gauge the CEO’s trustworthiness. Later, the participants read a description of a meeting in which the CEO announced a temporary pay reduction and were asked to evaluate how the CEO handled the situation. The subjects, Holtz said, were unaware that he had manipulated the CEO’s image to reflect either a trustworthy or untrustworthy face.
He found that participants who viewed the trustworthy face, tended to give the CEO the benefit of the doubt and judge the CEO’s actions to be fair. In contrast, participants who viewed an untrustworthy face evaluated the same actions to be significantly less fair.
“In essence, these results illustrate a confirmation bias, such that our initial expectations of others are often confirmed,” Holtz said. “If we expect a person to be trustworthy, for example, then we are more inclined to perceive their behavior in a favorable light.”
Participants of his third study – undergraduate students from Temple University – were asked to write a business-related memo that they were led to believe would be evaluated by a Fox School MBA student. Before writing the memo, participants viewed the LinkedIn profile of an MBA student purportedly assigned to evaluate their memo. In reality the LinkedIn profiles were fabricated to present either a trustworthy or untrustworthy face. In addition to earning research credit, participants were told they could earn a cash bonus of up to $6 depending on the quality of their memo.
Two days after the initial session, participants received a written evaluation of their memo, and were informed that they would receive a $3 cash bonus – “an ambiguous, down-the-middle ranking,” Holtz said. Then, the participants completed a questionnaire designed to assess their view of the MBA student’s evaluation of their work.
“Again, the results suggested that initial impressions of trustworthiness shaped how fairly the participants thought they were treated by the MBA student, even though all participants received the exact same outcomes,” Holtz said.
“Ultimately,” he continued, “the key takeaway point from this research is that we form initial impressions very quickly and, for better or worse, our initial impressions can have cascading effects on how we perceive subsequent interactions with others.”