Sue Lam

HR Diagnostics Manager, Shell

Sue is an HR Diagnostics Manager at Shell. As part of the HR Data and Analytics CoE within HR Strategy, Learning and Organisational Effectiveness, her team supports colleagues in the business and HR in the delivery of their strategy and objectives through the development and global implementation of company-wide surveys, assessments, and HR research projects. They focus on employee engagement, organizational excellence, talent management, leadership development, learning, technical assurance, assessor training and selection/recruitment.

Throughout her career, she has managed recruitment assessments and conducted HR and human capital management (HCM) best practices/benchmarking and academic research for Psychology Beyond Borders, UC Irvine and UCLA. Her work spans the full spectrum of HCM from recruiting, sourcing and selecting to training and development, retention, and engagement. She has used her expertise in statistical analysis and quantitative and qualitative research to help organizations increase their ability to compete in today’s unpredictable global market.

Sue has presented her work at numerous conferences and has received awards from the American Psychological Association, the National Institute of Health, the National Science Foundation, and the Society for Personality and Social Psychology.

Her work has been published in premier publications such as HR Executive, Strategic HR Review, Talent Management,, and the American Management Association’s journal, MWorld, as well as peer-reviewed journals including Personality and Social Psychology Bulletin and Emotion. She has also authored chapters in the Encyclopedia of Human Relationships and Health and Social Relationships.

Sue holds Bachelor of Arts degrees in psychology and history from University of California, Los Angeles, as well as a Ph.D. in social and personality psychology and quantitative methods and a Masters in social ecology from University of California, Irvine. She is certified as a Professional in Human Resources (PHR) from the HR Certification Institute and is a Society for Human Resource Management Certified Professional (SHRM-CP).

Sue was born and raised in Southern California and now resides in Texas. In her spare time, she enjoys spending time with her family, friends, and dogs, watching movies, traveling, and trying new food. She also enjoys yoga, East Coast swing dance and is SCUBA certified.

Upcoming Conference Sessions Featuring Sue Lam


Using People Analytics for Improving Leadership

In Shell, we know that leadership drives employee engagement, and in turn, engagement drives individual, organizational, and safety performance. Because of this clear link between leadership, engagement, and performance, we want to ensure that our leaders are receiving the development and support they need to drive business value. We used people analytics to identify the likelihood of strong and weak leaders repeating their behaviors and used this evidence-based approach to create a business case for change. In this session, you will learn:

How leadership and engagement are linked to performance in Shell
The analytics used to help identify leaders who could benefit from support
How we made the business case for the project
How this research has been applied to leadership development

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Improving Structured Assessments to Yield Better Candidate Experience and Outcomes

Shell has used structured assessments for over 30 years to recruit talent into the organization. To increase cost effectiveness while improving candidate experience, a collaborative project between Recruitment and HR Data and Analytics examined candidate experience data and the predictive value of their global recruitment assessments. A number of improvement opportunities were identified to make the recruitment assessment process more scalable, fit-for-purpose, cost-effective, and yield better candidate experience.

In this session, you will learn:

How Shell identified the improvement opportunities in their graduate and experienced hire assessments
What changes were made to the assessments
How Shell communicated the analytical results to gain executive buy-in for the changes

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