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E-grāmata: Value for Money: How to Show the Value for Money for All Types of Projects and Programs in Governments, Non-Governmental Organizations, Nonprofits, and Businesses

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  • Formāts: EPUB+DRM
  • Izdošanas datums: 05-Jul-2019
  • Izdevniecība: Wiley-Scrivener
  • Valoda: eng
  • ISBN-13: 9781119322719
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Value for Money: How to Show the Value for Money for All Types of Projects and Programs in Governments, Non-Governmental Organizations, Nonprofits, and BusinessesPalielināt
  • Formāts: EPUB+DRM
  • Izdošanas datums: 05-Jul-2019
  • Izdevniecība: Wiley-Scrivener
  • Valoda: eng
  • ISBN-13: 9781119322719
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Written by two of the world's most well-known ROI (Return on Investment) gurus, this guide is indispensable for anyone involved in showing the value of money for projects and programs in governments, non-governmental organizations, nonprofits, and businesses. These range from human capital programs to marketing initiatives, technology implementations, systems integrations, quality and lean processes, public health initiatives, procurement procedures, public relations events, risk management policies, economic development programs, corporate social responsibility projects, public policy programs, branding activities, innovation programs, customer satisfaction projects, and everything in between.

In a step-by-step process, the book shows how to measure the success of projects and programs, including measuring impact and ROI (Return on Investment). This book also shows how to forecast the value of the project in advance and how to collect data during and after project implementation. It addresses improvements throughout the process so that the project delivers optimum value. In addition to businesses, this book is appropriate for governments, NGOs, nonprofits, universities and healthcare organizations.

As a reference for those who are seeking ways to assign value to what they have measured, the book will clarify and resolve much of the mystery surrounding the conversion of data to monetary values. Building on a tremendous amount of experience, application, practice, and research, the book will be based on the work of many individuals and organizations, particularly those who have been reaching the ultimate levels of accountability using the ROI Methodology. Developed in an easy-to-read format and fortified with examples, tips, and checklists, this will be an indispensable guide for those who seek to understand accountability issues.
Praise for Value for Money v
Foreword xxv
Preface xxvii
Value is Changing
xxvii
Need for a New Approach
xxviii
The ROI Methodology: The Enhanced Logic Model
xxix
We Can't Measure Our Way to Success
xxx
Flow of the Book
xxxi
Acknowledgements xxxv
Authors xxxviii
1 The Value Evolution 1(20)
The Value Shift
4(4)
Types of Values
5(1)
The Importance of Monetary Values
6(1)
The "Show Me" Generation
6(1)
The New Definition of Value
7(1)
Why Now?
8(8)
Program Failures
8(1)
Budget Constraints
9(1)
Project and Program Costs
9(1)
Donors are More Demanding
10(1)
Measurement at the Impact Level Is No Longer Optional
11(1)
Process Improvements Use
12(1)
Managers' New Business Focus
12(1)
Case Study
12(1)
Globalization
13(1)
The Growth of Project Management
14(1)
Evidence-Based or Fact-Based Management
14(1)
Mistrust of Institutions
15(1)
Benchmarking Limitations
15(1)
The Executive Appetite for Monetary Value
16(1)
Challenges Along the Way
16(3)
Preparation and Skills
17(1)
Fear of ROI
17(1)
Time Commitment
17(1)
Power and Politics
18(1)
Misleading Hype
18(1)
Sustainability
19(1)
Final Thoughts
19(2)
2 Six Ways to Show Value for Money 21(18)
Six Ways to Show Value for Money
25(7)
1 Actual ROI Calculation
27(1)
2 Focus on Impacts and Intangibles
28(1)
3 Meeting Expectations
29(1)
4 The Payoff of Improved Behaviors
29(1)
5 Cost-Effective Approach
30(1)
6 Cost of Not Implementing the Program
31(1)
Conclusion
32(6)
Barriers to Showing Value for Money
32(1)
We Don't Make Widgets
32(1)
Because there are No Profits, ROI is Not Possible
33(1)
ROI is Just Not Appropriate for the Public Sector
34(1)
We Don't Have the Resources
35(1)
This is too Complicated
36(1)
No One is Asking for this
37(1)
Final Thoughts
38(1)
3 Needed: An Enhanced Logic Model 39(30)
A Review of Models
42(5)
Definition
42(2)
Logic Model Elements
44(1)
Other Models
45(2)
Concerns about Current Models
47(13)
Lack of Focus on Benefit-Cost Analysis
47(2)
Lack of Emphasis on Attribution
49(1)
Confusion on Outcomes and Impact
49(1)
Little Focus on the Chain of Value of a Particular Program or Project
50(1)
Unclear Timing of Data Collection
51(1)
Needs Assessments versus Activities
52(1)
Lack of Focus on Results
52(2)
Inability to "Show the Money"
54(2)
Not CEO- and CFO-Friendly
56(1)
Managing Resources for Evaluation
57(1)
Lack of Focus on Process Improvement
58(1)
The Inability to Influence Investment
59(1)
How Does Your Current Model Stack Up?
60(4)
Focus of Use
61(1)
Standards
61(1)
Types of Data
61(1)
Dynamic Adjustments
62(1)
Connectivity
62(1)
Approach
63(1)
Conservative Nature
63(1)
Simplicity
63(1)
Theoretical Foundation
63(1)
Acceptance
64(1)
Requirements for the Value for Money: A Measurement Process
64(1)
ROI Methodology
65(1)
Terminology: Projects, Solutions, Participants
66(1)
Final Thoughts
67(2)
4 Introducing the ROI Methodology 69(24)
Types of Data
70(5)
Input
70(2)
Reaction and Planned Action
72(1)
Learning
73(1)
Application and Implementation
73(1)
Impact
74(1)
Return on Investment
74(1)
The Initial Analysis
75(2)
Using Design Thinking to Deliver and Measure Results
77(1)
The ROI Process Model
78(9)
Plan the Evaluation
78(4)
1 Start with Why: Align Programs with the Business
78(3)
2 Make it Feasible: Select the Right Solution
81(1)
3 Expect Success: Design for Results
81(1)
Collect Data
82(1)
4 Make it Matter: Design for Input, Reaction, and Learning
82(1)
5 Make it Stick: Design for Application and Impact
83(1)
Analyze Data
83(3)
6 Make it Credible: Isolate the Effects of the Program
83(1)
7 Make it Credible: Convert Data to Monetary Value
84(1)
8 Make it Credible: Identify Intangible Benefits
84(1)
9 Make it Credible: Capture Costs of Projects
85(1)
10 Make it Credible: Calculate the Return on Investment
85(1)
Optimize Results
86(2)
11 Tell the Story: Communicate Results to Key Stakeholders
86(1)
12 Optimize the Results: Use Black Box Thinking to Increase Funding
86(1)
Operating Standards and Philosophy
87(1)
Implementing and Sustaining the Process
87(1)
Benefits of this Approach
88(3)
Aligning with Business
89(1)
Validating the Value Proposition
89(1)
Improving Processes
89(1)
Enhancing the Image and Building Respect
90(1)
Improving Support
90(1)
Justifying or Enhancing Budgets
90(1)
Building Productive Partnerships
91(1)
Final Thoughts
91(2)
5 Start with Why: Align Programs with the Business 93(26)
Impact Measures are Critical
96(1)
The Challenge
97(1)
Begin with the End in Mind
97(1)
It's a Change
97(1)
It Requires Discipline
98(1)
Avoid Paralysis by Analysis
98(1)
The Alignment Model
98(1)
Payoff Needs
99(10)
Key Questions to Ask
102(1)
Obvious versus Not-So-Obvious Payoffs
102(2)
Reasons for New Programs
104(1)
The Costs of the Problem
105(2)
Case Study
107(1)
The Value of Opportunity
107(1)
To Forecast or Not to Forecast
108(1)
Case Study
108(1)
Business Needs
109(9)
Determining the Opportunity
109(1)
Identifying the Business Measure-Hard Data
110(2)
Output
110(1)
Quality
110(1)
Cost
110(2)
Time
112(1)
Case Study
112(1)
Defining the Business Need-Soft Data
113(2)
Leadership
114(1)
Work Climate/Satisfaction
114(1)
Client Service
114(1)
Employee Development/Advancement
114(1)
Initiative/Innovation
114(1)
Image/Reputation
115(1)
Using Tangible versus Intangible-A Better Approach
115(1)
Finding Sources of Impact Data
115(1)
Identifying All the Measures
116(1)
What Happens if You do Nothing?
117(1)
Case Study
117(1)
Final Thoughts
118(1)
6 Make It Feasible: Select the Right Solution 119(22)
Performance Needs
122(1)
The Performance Dialogue
122(3)
Examine the Data and Records
123(1)
Initiate the Discussion
123(1)
Case Study
123(1)
Use Benchmarking from Similar Solutions
124(1)
Use Evaluation as the Hook
124(1)
Involve Others
125(1)
Discuss Disasters in Other Places
125(1)
Use Analysis Techniques
125(6)
Keep it Sensible
126(1)
Case Study
127(4)
Learning Needs
131(3)
Subject-Matter Experts (SMEs)
131(1)
Job and Task Analysis
131(1)
Observations
132(1)
Demonstrations
132(1)
Tests
132(1)
Management Assessment
133(1)
Case Study
133(1)
Preference Needs
134(1)
Key Issues
134(1)
Case Study
135(1)
Matching Solutions to Needs
135(1)
Some Solutions are Obvious
135(1)
Solutions Can Come in Different Sizes
136(1)
Some Solutions Take a Long Time
136(1)
Solutions Should be Tackled with the Highest Priority Items First
136(1)
The Matrix Diagram
136(2)
Selecting Solutions for Maximum Payoff
138(2)
Short-Term versus Long-Term Costs
138(1)
Consider Forecasting ROI
138(1)
Time Needed for Implementation
138(1)
Avoid Mismatches
139(1)
Verifying the Match
139(1)
Tackling Multiple Solutions
140(1)
Final Thoughts
140(1)
7 Expect Success: Design for Results 141(32)
The Power of Expectations
144(3)
Case Study
144(2)
Keep it Sensible
146(1)
Defining the Success of Programs
147(2)
Designing for Results at Each Level
149(3)
Level 0, Input
149(1)
Level 1, Reaction
150(1)
Level 2, Learning
150(1)
Level 3, Application
150(1)
Level 4, Impact
150(1)
Case Study
151(1)
Level 5, ROI
151(1)
Use Empathy
151(1)
Developing Objectives at Multiple Levels
152(8)
Case Study
152(1)
Reaction Objectives
153(1)
Learning Objectives
154(1)
Application Objectives
155(2)
Impact Objectives
157(1)
Return on Investment (ROI) Objectives
158(1)
Case Study
158(2)
The Power of Objectives
160(2)
Application/Impact Objectives Drive Programs
160(1)
Application/Impact Objectives Enhance Design and Development
160(1)
Application/Impact Objectives Improve Facilitation
160(1)
Application/Impact Objectives Help Participants Understand What Is Expected
161(1)
Impact Objectives Excite Sponsors and Donors
161(1)
Application/Impact Objectives Simplify Evaluation
161(1)
All Levels of Objectives Inform the Stakeholders
162(1)
Defining Roles and Responsibilities
162(4)
Analysts
163(1)
Designer
163(1)
Developer
163(1)
Program Owner
164(1)
Facilitator
164(1)
Participants
164(1)
Sponsor or Donor
165(1)
Managers of Participants/Significant Others
165(1)
Evaluator
165(1)
Other Stakeholders
165(1)
Planning the Evaluation
166(6)
Evaluation Purpose
166(1)
Feasibility of Outcome Evaluations
167(1)
Data Collection Plan
167(1)
ROI Analysis Plan
167(4)
Project Plan
171(1)
Final Thoughts
172(1)
8 Make It Matter: Design for Input, Reaction, and Learning 173(28)
Communicating with Results in Mind
174(3)
Announcements
175(1)
Brochures
175(1)
Case Study
175(1)
Correspondence
176(1)
Workbooks and Participant Guides
176(1)
Changing the Role of Participants
177(1)
The Necessity
177(1)
Defining Roles
177(1)
Documenting the Roles
178(1)
Creating Expectations
178(3)
Identifying Impact Measures Before Participating in the Program
179(1)
Case Study
179(2)
Involving Managers or Significant Others
181(1)
Think ROI
181(2)
ROI Review
182(1)
Case Study
182(1)
Actions to Take
183(1)
Design Input for Results
183(4)
Target Audience
183(1)
Case Study
184(1)
The Need
184(1)
Case Study
185(1)
Timing and Duration
185(1)
Motivation
186(1)
Readiness
186(1)
Conclusion
187(1)
Design Reaction for Results
187(6)
Topics to Measure
188(1)
Case Study
189(2)
Measuring Reaction
191(1)
Case Study
192(1)
Using Reaction Data
192(1)
Forecasting ROI at this Level
192(1)
Design Learning for Results
193(1)
The Learning Style
194(1)
Sequencing and Time
194(1)
Activities
194(1)
Data Collection for Input, Reaction, and Learning
194(3)
Questionnaires and Surveys
194(2)
Measuring with Tests
196(1)
Measuring with Simulation
196(1)
Timing of Data Collection
197(2)
Early, Detailed Feedback
198(1)
Pre-Program
198(1)
Collecting at Periodic Intervals
198(1)
For Long Programs with Multiple Parts
199(1)
Final Thoughts
199(2)
9 Make It Stick: Design for Application and Impact 201(36)
Data Collection for Application and Impact
204(15)
Questionnaires and Surveys
204(1)
Improving the Response Rate for Questionnaires and Surveys
204(5)
Interviews
209(1)
Focus Groups
210(1)
Observations
210(1)
Action Plans
211(6)
Set Goals and Targets
212(1)
Define the Unit of Measure
212(2)
Place a Monetary Value on Each Improvement
214(1)
Implement the Action Plan
214(1)
Isolate the Effects of the Program
214(1)
Provide a Confidence Level for Estimates
215(1)
Collect Action Plans
215(1)
Summarize the Data and Calculate the ROI
215(2)
Performance Contract
217(2)
Monitoring Business Performance Data
219(3)
Existing Measures
219(1)
Case Study
220(1)
Developing New Measures
221(1)
Selecting the Appropriate Method for Each Level
222(2)
Type of Data
222(1)
Participants' Time for Data Input
222(1)
Manager (or Significant Other) Time for Data Input
223(1)
Cost of Method
223(1)
Disruption of Normal Work Activities
223(1)
Accuracy of Method
223(1)
Utility of an Additional Method
224(1)
Cultural Bias for Data Collection Method
224(1)
Timing of Data Collection
224(2)
Collecting Application Data
224(1)
Collecting Impact Data
225(1)
Built-In Application Tools
226(4)
Improvement Plans and Guides
227(1)
Application Tools/Templates
227(1)
Job Aids
227(1)
Case Study
228(2)
Involving the Participants' Manager or Significant Other
230(5)
The Most Influential Group
230(1)
Pre-Program Activities
231(1)
During the Program Activities
232(1)
Post-Program Activities
232(1)
Reinforcement Tools
232(1)
Case Study
233(2)
Final Thoughts
235(2)
10 Make It Credible: Isolate the Effects of the Program 237(28)
The Importance of Pinpointing the Contribution
240(2)
Reality
240(1)
Myths
240(2)
Preliminary Issues
242(2)
Review Chain of Impact
242(1)
Identify Other Factors
243(1)
Quantitative and Research Isolation Methods
244(11)
Case Study
244(2)
Experimental Design
246(3)
Trend Line Analysis
249(3)
Mathematical Modeling
252(1)
Calculating the Impact of Other Factors
253(1)
Qualitative Isolation Methods
254(1)
Participants' Estimate of Impact
255(8)
Steps to Measure Attribution Using Estimates
258(1)
Manager's Estimate of Impact
259(1)
Customer Estimates of Program Impact
260(1)
Internal or External Expert Estimates
260(1)
Estimate Credibility: The Wisdom of Crowds
261(1)
Case Study
261(2)
Select the Method
263(1)
Final Thoughts
264(1)
11 Make It Credible: Convert Data to Monetary Value 265(32)
The Importance of Monetary Value
267(3)
Value Equals Money
267(1)
Money Makes Impact More Impressive
268(1)
Converting to Monetary Values is Similar to Budgeting
268(1)
Monetary Value is Vital to Organizational Operations
269(1)
Monetary Values Are Necessary to Understand Problems and Cost Data
269(1)
Key Steps in Converting Data to Money
270(2)
Standard Monetary Values
272(9)
Converting Output Data to Money
273(1)
Case Study
274(2)
Calculating the Cost of Inadequate Quality
276(2)
Case Study
278(1)
Converting Employee Time Savings Using Compensation
279(1)
Case Study
280(1)
Finding Standard Values
281(1)
When Standard Values are Not Available
281(9)
Using Historical Costs from Records
282(2)
Time
282(1)
Availability
282(1)
Access
282(1)
Accuracy
283(1)
Using Input from Experts
284(1)
Using Values from External Databases
285(1)
Linking with Other Measures
286(2)
Using Estimates from Participants
288(1)
Using Estimates from the Management Team
289(1)
Using Program Staff Estimates
289(1)
Selecting the Technique
290(5)
Choose a Technique Appropriate for the Type of Data
290(1)
Move from Most Accurate to Least Accurate
290(1)
Consider Source Availability
291(1)
Use the Source with the Broadest Perspective on the Issue
291(1)
Use Multiple Techniques When Feasible
291(1)
Apply the Credibility Test
292(1)
Consider the Short-Term/Long-Term Issue
292(2)
Consider an Adjustment for the Time Value of Money
294(1)
Final Thoughts
295(2)
12 Make It Credible: Identify the Intangibles 297(18)
Why Intangibles are Important
299(5)
Intangibles are the Invisible Advantage
300(1)
We are in the Intangible Economy
301(1)
More Intangibles are Converted to Tangibles
302(1)
Case Study
302(1)
Intangibles Drive Programs and Investments
303(1)
Measuring and Analyzing Intangibles
304(8)
Measuring the Intangibles
304(3)
Converting to Money
307(1)
Case Study
307(3)
Case Study
310(1)
Identifying and Collecting Intangibles
311(1)
Analyzing Intangibles
312(1)
Final Thoughts
313(2)
13 Make It Credible: Capture Costs of the Program and Calculate ROI 315(30)
The Importance of Costs and ROI
319(1)
Fundamental Cost Issues
320(5)
Fully Loaded Costs
320(1)
Case Study
321(1)
Costs Reported without Benefits
322(1)
Develop and Use Cost Guidelines
323(1)
Sources of Costs
323(1)
Prorated versus Direct Costs
324(1)
Employee Benefits Factor
325(1)
Specific Costs to Include
325(3)
Initial Analysis arid Assessment
326(1)
Development of Program Solutions
326(1)
Acquisition Costs
326(1)
Implementation Costs
326(1)
Case Study
327(1)
Maintenance and Monitoring
327(1)
Support and Overhead
328(1)
Evaluation and Reporting
328(1)
Cost Tabulation in Action
328(5)
Problem and Solution
328(1)
Program Description
329(1)
Selection Criteria
330(1)
Program Administration
331(1)
The Drivers of Evaluation
331(1)
Program Costs
332(1)
The ROI Calculation
333(9)
Benefit/Cost Ratio
334(1)
ROI Formula
335(1)
Case Study
336(1)
Monetary Benefits
337(1)
Misuse of ROI
338(1)
Social Return on Investment
339(1)
ROI Objectives
340(1)
Whose ROI?
340(2)
Other ROI Measures
342(1)
Payback Period (Breakeven Analysis)
342(1)
Discounted Cash Flow
342(1)
Internal Rate of Return
343(1)
Final Thoughts
343(2)
14 Tell the Story: Communicate Results to Key Stakeholders 345(36)
The Presentation
346(6)
Reaction and Learning
347(1)
Application
348(1)
Business Impact
348(2)
ROI
350(1)
Intangibles
351(1)
Conclusion and Recommendations
351(1)
Reflection
352(1)
The Importance of Communicating Results
352(3)
Communication is Necessary to Make Improvements
352(1)
Communication is Necessary to Explain the Contribution
353(1)
Communication is a Politically Sensitive Issue
353(1)
Different Audiences Need Different Information
353(1)
Case Study
354(1)
Principles of Communicating Results
355(2)
Communication Must be Timely
355(1)
Communications Should be Targeted to Specific Audiences
355(1)
Media Should be Carefully Selected
356(1)
Communication Should be Unbiased and Modest in Tone
356(1)
Communication Must Be Consistent
356(1)
Make the Message Clear
356(1)
Testimonials Must Come from Respected Individuals
357(1)
The Audience's Bias of the Program Will Influence the Communication Strategy
357(1)
The Process for Communicating Results
357(2)
Step 1: Analyze Reason for Communication
359(1)
Step 2: Plan for Communication
359(1)
Step 3: Select Audience
360(3)
Step 4: Develop Reports
363(1)
Step 5: Select Media
363(7)
Meetings
363(3)
Interim and Progress Reports
366(1)
Routine Communication Tools
366(1)
Case Study
367(2)
Email and Electronic Media
369(1)
Program Brochures and Pamphlets
369(1)
Case Studies
370(1)
Step 6: Present Information
370(8)
Routine Feedback on Program Progress
371(2)
Storytelling
373(1)
Presentation of Results to Senior Management
374(2)
Case Study
376(2)
Step 7: Analyze Reaction
378(1)
Final Thoughts
379(2)
15 Optimize Results: Use Black Box Thinking to Increase Funding 381(20)
Process Improvement is the Key: Black Box Thinking
383(4)
The Aviation Industry
384(1)
The Healthcare Industry
384(2)
Failures in Programs
386(1)
Making Adjustments in Programs
387(3)
The Fear of Results
387(1)
You Can Always Make it Better
388(1)
When Do You Discontinue the Program?
388(2)
The Timing of Changes
390(3)
Level 0, Input
390(1)
Level 1, Reaction Measures
390(1)
Level 2, Learning Measures
391(1)
Level 3, Application Measures
391(1)
Level 4, Impact Measures
392(1)
Making the Adjustments
392(1)
Increasing ROI
393(3)
Addressing Costs
393(2)
Addressing the Monetary Benefits
395(1)
Timing of Assessments
395(1)
Influencing Allocation
396(4)
Investment versus Cost
396(2)
Competition for Funding
398(1)
Anxiety and Downturns Translate into Cost Reduction
399(1)
Final Thoughts
400(1)
16 Forecast the ROI 401(30)
The Importance of Forecasting ROI
407(4)
Expensive Programs
407(1)
High Risks and Uncertainty
407(1)
Case Study
408(1)
Post-Program Comparison
409(1)
Compliance
410(1)
The Trade-Offs of Forecasting
411(2)
Pre-Program ROI Forecasting
413(9)
Basic Model
413(1)
Basic Steps to Forecast ROI
414(3)
Sources of Expert Input
417(1)
Securing Input
418(1)
Conversion to Money
419(1)
Estimate Program Costs
419(1)
Case Study
420(2)
Forecasting with a Pilot Program
422(1)
ROI Forecasting with Reaction Data
423(4)
Case Study
424(2)
Use of the Data
426(1)
Forecasting Guidelines
427(2)
Final Thoughts
429(2)
17 Make It Work: Sustaining the Change to a Results-Based Process 431(16)
Overcoming Resistance
433(1)
Assess the Climate
434(1)
Develop Roles and Responsibilities
434(2)
Identifying a Champion
434(1)
Developing the Champion
435(1)
Establishing a Task Force
435(1)
Assigning Responsibilities
436(1)
Establish Goals and Plans
436(2)
Setting Evaluation Targets
437(1)
Developing a Plan for Implementation
438(1)
Revise Guidelines and Procedures
438(2)
Prepare the Team
440(1)
Involving the Team
440(1)
Teaching the Team
440(1)
Initiate ROI Studies
441(1)
Prepare the Management Team
442(1)
Remove Obstacles
443(2)
Dispelling Myths
443(1)
Delivering Bad News
444(1)
Using the Data
444(1)
Monitor Progress
445(1)
Final Thoughts
446(1)
References 447(12)
Appendix A 459(8)
Appendix B 467(4)
Appendix C 471(2)
Index 473
Patricia Pulliam Phillips, PhD is an internationally recognized author, consultant, and president and CEO of ROI Institute, Inc. Phillips provides consulting services to organizations worldwide. She has been an author or editor of more than a hundred books and numerous journal articles, and her work has been featured on MSNBC and EuroNews.

Jack J. Phillips, PhD is chairman of ROI Institute and a world-renowned expert on measurement and evaluation. Phillips, a former bank president, is also the author or editor of more than a hundred books and has provided consulting services in 70 countries. His work has been featured in the Wall Street Journal, Bloomberg Businessweek, Fortune, and on CNN.

Gina Paone joined the International Monetary Fund in February 2011 after nearly eleven years with the United Nations World Food Programme based in Rome, Italy and 10 years in the private sector in a marketing capacity based in Toronto, Canada. She is currently the Division Chief, Talent Acquisition and Operations.

Cyndi Huff Gaudet, PhD, is director of the School of Interdisciplinary Studies and Professional Development at The University of Southern Mississippi's Gulf Park campus, a scholar-practitioner managing projects integrating the ROI Methodology, and a recognized national expert helping organizations implement a systematic approach for developing human capital
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