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As an executive coach and trainer, Catherine Hayes brings 30 years of experience working with leaders at all levels across the globe. At CLS, she is responsible for the ongoing training, application and implementation of all Situational Leadership® content to clients across multiple industries. She has earned the ACC credential with the ICF & holds an Executive Coaching Certificate from the Haub Business School’s Center for Professional Development at St. Joseph’s University in Philadelphia.

Catherine Hayes

Why did we consider it a best practice to wait until the “exit interview” to document—and often learn for the first time—employee impediments or roadblocks that could have been avoided, solved, or certainly improved?

The Power of Stay Interviews: A Road Map to Retention

Catherine Haynes is a dual title Ph.D. candidate in Workforce Education Development and Comparative International Education at The Pennsylvania State University. She is certified in Global Career Development and Facilitation (GCDF) and is an Equal Employment Opportunity (EEO) Advisor.   Catherine is from the Caribbean island of Grenada but resides in the United States. She is currently investigating the roles that indigenous tour guides have on tourists’ authentic experience in the Caribbean. After a 22-year career in the U.S. Army, Catherine retired as a Human Capital Manager where she was responsible for the successful operation and implementation of all human resources functions for soldiers and civilian employees including training, employee relations, evaluations, and professional development. As the EEO Advisor, Catherine was the senior counsel to commanders on all aspects pertaining to EEO and served as an advocate for employee issues. Catherine is a graduate of the Defense Equal Opportunity Management Institute (DEOMI) and is the recipient of two Meritorious Service Medals. She recently co-authored two chapters inOptimizing Talent in the Federal Workforce (2014, Management Concepts); authored two chapters in  Organization Development Fundamentals: Managing Strategic Change (2014, ASTD Press); and co-edited T he Competency Toolkit, 2nd Ed. (2014, HRD Press).

Catherine Haynes

Predictions are commonplace in the stock market and real estate, but they should be just as common in organization development (OD), which can be as volatile, with people moving from one organization to another for many reasons. As OD practitioners, can we predict how or why employees leave? Where is the OD field going? What will it look like five or 10 years from now?
A successful OD practitioner must be able to see around the corner in at least three areas: work trends, global trends, and technology trends. In this session we will discuss current business issues that practitioners are facing today, identify emerging trends that will impact the future, and discuss how an OD practitioner can stay ahead of these trends.
Upon completing the session, participants will be able to:

reflect on past and current conditions in the OD field
compare their predictions about the future with other professionals
review existing literature about emerging trends
discuss how to prepare for the future
brainstorm how OD can support future challenges.


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