Curriculum Vita
Lori P. Fancher
November, 2013
Instructor, Full-time Faculty
GSU, J. Mack Robinson College of Business
Atlanta, GA
Owner, Management Consultant
C2C Consulting, LLC
Alpharetta, GA
770-402-9976
Lfancher1@gsu.edu
http://www.linkedin.com/in/lorifancher
I. Education
2007
Ph.D. Human Resource Development; Georgia State University (GSU)
Dissertation: “The Influence of Organizational Culture on the Implementation of
Succession Planning.” Carol D. Hansen, Committee Chair; Members: Verna
Willis, Barbara Reilly, Kimberly Magee
1996
1994
M.S. Human Resource Development, GSU
B.S. Human Resource Development, GSU, Cum Laude
Certifications:
2009
University Online Instructor, Brenau University Online Certification Course
2008
Leadership Development Coach, Hogan Assessment Systems
II. Professional Experience
2013Present
Limited Term Instructor, Full-Time Faculty
Georgia State University, Atlanta, J. Mack Robinson College of Business;
Marketing Department, Business Communications, Flex MBA and Professional
MBA Programs
2008- 2013
Adjunct Faculty
 Georgia State University, Atlanta, J. Mack Robinson College of Business; Flex
MBA, PMBA;, MS Management Programs
 Brenau University; Gainesville, Georgia; Business and Mass Communication
Department; BS HR Program
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2001Present
Contract Work: C2C Consulting, LLC - Owner, Management Consultant
Fortune 100 company in the Atlanta Area
A. Contracted Researcher, Coach, Instructor. Call Center and Shared Service
Integration Study. Team member Corporate HR Strategy – Conducted Intraorganizational study to better understand the potential barriers to employee
behavior change with the transition to new function and new roles. Roles
included: Lead and coach other employees in application of grounded theory
approach to qualitative data collection; analysis; facilitation of learning
workshops and, presentation of function recommendations to executive leaders
1. Research Activities: Designed and developed Research Methods and Tools
for OD department use in all future projects. Established OD Project
Management (MS Project Management) tool with milestones for future OD
department research projects. Coach and mentor young corporate
department supervisors in the data collection and analysis of semistructured, ethnographic interviews, observations, focus groups, field notes,
archival data and adult learning via workshop facilitation.
2. Research outcomes:
a. Built Corporate OD Department Research Methods, Tools
b. Built model with metrics to integrate Performance Management and
Organization Development (OD) corporate function initiatives
c. Built integrated custom Change Model for Corporate OD function.
d. Design and development of Corporate Executive Communication of
OD Change Model for use in implementation of current and future
strategic global large scale change initiatives.
e. Proposed plan for integration of OD Department change work and
Performance Improvement department ISPI work.
B. Contracted Researcher, Human Resource Metrics Study, Team member
Corporate HR Strategy. Conducted internal and external study of the history of
Corporate HR to better understand the purpose of the function and to develop
appropriate metrics for the changing role of HR in the organization. Role:
Researcher, white paper author.
1. Research Activities: Grounded Theory approach to analysis of semistructured, ethnographic interviews; observation; archival data and preexisting research on the role of HR. Strategy mapping model was used to
link metrics of HR function to Organization imperatives.
2. Research Outcomes:
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a. Developed Business Case for Re-design of Corporate Function HR
Business Metrics demonstrating linkage to organization-wide strategic
goals (via strategic mapping model) and corporate Balanced Scorecard.
b. Authored white paper on the history, changing role of Corporate HR
and need for new metrics.
C. Contract Education Consultant. Corporate Human Resource University (HRU)
Study, Team member Corporate HR Strategy. Using Kirkpatrick’s model of
evaluation, built evaluation plan for HRU - Corporate University courses;
Talent Development Programs for Management
1. Research Activities: Conducted comparative study via analysis of archival
data, existing survey data, and triangulation of data via semi-structured
phone interviews.
2. Research Outcomes:
Used findings used to design simulations, case studies, and scenarios to
evaluate Kirkpatrick’s Level 3 and 4 learning.
D. Contract Researcher, Coach, Instructor. Strategic HR Shared Services Study.
Team member Corporate HR Strategy – Conducted intra-organizational study
to better understand the role of culture and employee behavior in the adoption
of wide-scale multi-functional change of structure, process and roles. Roles
included: Coaching and OD support of field operations leadership (domestic
and international) via the design and development of a customized OD model,
tools, training materials, workbooks and conduct of overseas support calls to
facilitate Shared Services implementation.
1. Research Activities: Conducted study via action research method, gap
analysis using existing archival data, validated findings via semi-structured,
ethnographic interviews, observations, and focus groups.
2. Research Outcomes:
a. Built change management plan via analysis of behavior, performance
and process gaps to support Shared Services implementation that align
with cultural assessment.
b. Built Business Case and facilitated Strategy workshop for Corporate
Leadership to gain sponsorship and stakeholder agreement on
Corporate Shared Services initiatives affecting 3,500 management
employees.
c. Gained buy-in from >200 sponsors and stakeholders via shared
facilitation and development of multiple corporate and region
leadership learning workshops to build awareness, assess readiness for
change and determine potential barriers of Shared Services initiatives.
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E. Contract Researcher. Succession Planning Study - Sponsored Corporate HR
initiative. Conducted study to better understand the influence of culture in the
Succession Planning Process. Role: Analyze organization’s Succession
Planning Process and technology for culture fit and transitioning Human
Capital initiatives
1. Research Activities: Focus groups, semi-structured interviews, archival
data, field notes, observation of various functions and geographic locations
within the organization.
2. Research Outcomes: Executive Report and PhD Dissertation
2001
Contract Work: M&A Research Team member. -Fortune 100 company in the
Atlanta Area
Role: Conduct needs analysis for incubated acquisitions used to make
recommendations to leadership for cultural integration, governance and process redesign. Research activities include qualitative design, development and analysis of
semi-structured interviews, observation study, field notes, and focus groups.
1997-98
Contract Work: HRD Consulting Team. Emory/ Crawford Long Hospital,
Atlanta, Georgia
Analyzed hospital department merger initiative by conducting qualitative
analysis, cultural assessment (ethnography), analysis of department processes and
employee performance of Transplant/Organ Donation Departments.
Recommendations presented to department leadership resulting in training,
communication plans, process re-design, metrics development and governance
changes.
1993-97
Internal Consultant/Management Employee, Corporate Learning and
Development, United Parcel Service (UPS) Headquarters, Atlanta, Georgia
Co-creator of Organization Development function. Recommendations for creation
of OD function were presented to Management Committee resulting in structural,
process and governance changes. Built OD interventions to support overall
corporate strategic goals, talent management, employee competency, structure
and process effectiveness. Examples:
 Research, Organization Development, Career Development: Organizational
analysis of Plant Engineering function (>1800 employees) resulting in the
creation of a new vision/mission; re-evaluation of current processes, metrics
and design of competency models to be used in selection and career
development. (Estimated savings > $250,000).
 Research, Organization Development, Instructional Design: Organizationwide feasibility study of Self-Directed Work Teams; Membership on
Corporate Steering Committee. Results: Culture Assessment; Wrote Coach
and Team Development Training (>2,000 employees).
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Research, Career Development: Organizational Analysis for transition of
training managers to performance consultants resulting in a re-evaluation of
the selection and development of these roles (Estimated training savings of
$38,400).
Research, Instructional Design, Organization Development. Needs Analysis of
Marketing Business Planning process resulting in the design and
implementation of a cross-functional workshop and the re-design of metrics,
process and governance. (Estimated savings of $72,000).
Research, Instructional Design. Needs Analysis of Environmental Compliance
performance resulting in the design of job aids (Estimated savings of >$250,000).
Instructional Design. Multiple instructional design and development projects
for corporate wide management audiences of +1,000 includes: Business
Development & Sales, Operations, Engineering, Quality and HR.
Organization Development. Design, development and production of corporate
communications for management and non-management employees to
communicate policy changes, new service rollouts, safety.
Additional Relevant Work History includes the following partial list of industries and
positions: Telecommunications, Healthcare, Banking, and Retail.
AT&T, Atlanta, Georgia
Instructor of Communication Workshops for Management and Installation
Service Representative: Responsible for the support of external clients in the
installation of commercial satellite equipment; the negotiation of contracted
support of union AT&T and MCI installation personnel; provision of equipment
and materials; and, project management.
Nortel, Atlanta, Georgia
Instructor of employee Total Quality Management Workshops and
Marketing Service Representative: Responsible for the development of equipment
and service quotes for external customers; and, support for internal union
installers to install commercial transmission equipment.
Emory University Hospital, Atlanta, Georgia
Research Support for Laboratory Research: Responsible for research
support, administrative duties of the university laboratory and Yerkes Regional
Primate Research center.
Detailed Academic Record
III. Research
A. Publications
Forthcoming. Fancher, L., Carliner, S., & Hansen, C. (2014). The crosscultural transfer of American HRD models in Canada. In Garavan, T.,
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McCarthy A., & Morley, M. (Eds.) Global Human Resource
Development. London: Routledge
Fancher, L. (2011). White paper: Shared services and a new corporate change
model. (Unpublished work for Fortune 100 company to be used for
internal purposes). Atlanta, Georgia
Fancher, L. (2009). The link between culture and succession planning. In
Hansen, C. D., & Lee, Y. (Eds.) The cultural context of Human Resource
Development. London: Palgrave Macmillan.
Fancher, L. (2009) White paper: Case study HR shared services metrics.
(Unpublished work for Fortune 100 company to be used for internal
purposes). Atlanta, Georgia
Fancher, L. (2008) White paper: Building the case for a strategic HR.
((Unpublished work for Fortune 100 company to be used for internal
purposes). Atlanta, Georgia
Fancher, L. (2007). The influence of organizational culture on the
implementation of succession planning. (Unpublished Doctoral
Dissertation). Georgia State University, Atlanta.
Hansen, C., & Fancher, L. (2002). The role of cultural research in the
development of human resources. UNESCO Encyclopedia for Sustainable
Development. Paris: UNESCO.
Rushing, F. W. and Fancher, L. (with Stan Smits). (1997) Georgia’s
workforce planning challenge: A study of best practices and options.
(Unpublished Research Report, Georgia Governor’s Office of Planning
and Budget). Atlanta, Georgia
B. Supportive research for publications (partial list)
Hansen, C. (2002). Proceedings from Society for Organizational Culture and
Symbolism ’02: Organizational Change and the Village Funeral in the
Côte d’Ivoire. Budapest, Hungary.
Hansen, C. (1999). Proceedings from AHRD ’99: The Moderating Effects of
Individualism and Collectivism on HRD as an Instrument of Modernity.
Washington, D.C.
Hansen, C.D. and Headley, J. (1998). HRD in West Africa: Cultural
constraints to organizational productivity. Human Resource Development
International 1 (1).
Hansen, C.D. and Headley, J. (1997). Paper presented AHRD conference:
Challenging work cultures: Assessing HRD needs in Francophone West
Africa. Atlanta, Georgia
C. Research Conducted
Shared Services and Call Center Integration Project (2011) Team Lead
responsible for coaching and developing qualitative data methods and
tools to collect data., analysis of data pilots, appreciative inquiry and
ethnographic data collection, support for qualitative methodology and
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project/resource management. Semi-structure interviews, observation
guides, field notes, focus groups, archival data and Story-telling were used
to collect data. QSR Software was used to code and store data. Results:
White paper, executive presentation and further development of
organization’s Change Management Model.
Human Resources Metrics Case Study (2008-2009). Qualitative data (i.e.
semi-structured interviews and archival data) and Quantitative (i.e.
surveys) were developed to conduct a cultural assessment to develop
theory and determine gaps between current and desired state of functional
business metrics. A strategic mapping model was used to determine
feasibility of current metrics in achievement of strategic goals. Results:
White paper case study presented to senior leadership to challenge current
functional metrics and their alignment to strategic goals; development of
OD initiative to further research metrics.
Shared Services Organization Analysis (2007-2009). Qualitative and archival
data gathered via focus groups, phone interviews, surveys, archival data
and previous cultural research study were used to determine the gap in
organization, process and employee skill levels in the achievement of
corporate strategic goals. Results: White paper business case study for
global organization development.
Succession Planning Study. (2004-2007) Qualitative and ethnographic data
collected for Corporate Human Resources and dissertation in HRD.
Senior executives, upper and mid-level management were included in the
research proposal. Taped interviews, observation, focus groups and site
visits were conducted across the southeast region. NUDIST qualitative
software was utilized to employ grounded theory approach, identify
themes, and code the findings. Archival data and story-telling
methodology were also employed to triangulate data collected. Results:
Dissertation; White paper to senior executives for the purposes of strategic
planning; recommendations for process improvement of existing
succession planning process, leadership development and communication.
Transfer of Learning Study (1997). (Research under Bill Kahnweiler).
Literature review and theory development for required Directed Reading
course. Results: Paper on the Transfer of Learning and Implications for
HRD. Findings presented and used by corporate management to develop
evaluation tools for corporate Learning & Development function.
Functional Study. Leadership Development and Succession Planning for Plant
Engineering. (1996-97) Qualitative data collected from task analysis,
observation, site visits, interviews, meetings, archival data. QSR software
to code. Coding guided by Grounded Theory and Sackman’s model of
Cultural Inquiry. Sackmann, S. A. (1991). Cultural knowledge in
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organizations: Exploring the collective mind. Newbury Park: Sage
Publications. Results: Development of corporate competency models,
performance metrics, white paper for leadership development and
succession plans.
Functional Study. Self-Directed Work Teams in United Parcel Service. (199697). Qualitative data collected from observation, site visits, interviews,
meetings, archival data. QSR software to code. Coding guided by
Grounded Theory and Sackman’s model of Cultural Inquiry. Sackmann,
S. A. (1991). Cultural knowledge in organizations: Exploring the
collective mind. Newbury Park: Sage Publications. Results: White paper
Business Case, needs analysis to inform the design and development of
training for implementation of Work Teams and Coaching Managers.
Functional Study. Business Planning In United Parcel Service (1997).
Qualitative data collected from interviews, meetings, and archival data.
QSR software to code. Coding guided by Grounded Theory and
Sackman’s model of Cultural Inquiry. Sackmann, S. A. (1991). Cultural
knowledge in organizations: Exploring the collective mind. Newbury
Park: Sage Publications. Results: Development of White paper Business
Case and Executive Presentation.
HRD Study. Organ Donation in the Merger of Two Hospitals (1997).
(Research with Hansen, C.D.) Study focus of Organ Donation as viewed
by Organizational Culture and Professional Cultures of Emory University
and Crawford Long hospitals and their staff. Qualitative data collected
from taped interviews, meetings, and archival data. QSR software to
code. Coding guided by Sackman’s model of Cultural Inquiry.
Sackmann, S. A. (1991). Cultural knowledge in organizations: Exploring
the collective mind. Newbury Park: Sage Publications. Results: White
paper of cultural implications for the merger of Organ Donation
Departments between two hospitals and their staffs; revised processes for
the department; and change in governance.
HRD Study. Transition to Entrepreneurialism in the Cote d’Ivoire (1996-97).
Member of the research team under the direction of Carol Hansen.
Responsible for coding qualitative data collected among the Cote d’Ivoire
government and local industry to determine cultural constraints of
privatization. Results: Hansen, C.D. and Headley, J. (1998). HRD in
West Africa: Cultural constraints to organizational productivity. Human
Resource Development International 1 (1).; Hansen, C.D. and Headley, J.
(1997). Paper presented AHRD conference. Changing work cultures:
Assessing HRD needs in Francophone West Africa.
GSU funded Study: Workforce 2000.(1996-97) GSU GRA working on a team
to research the role of business in government Workforce 2000 initiative.
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Responsible for qualitative data via semi-structured interviews, coding and
report development for Governor’s Office of Planning and Budget.
Brokered and managed relationship of United Parcel Service and Georgia
State University to complete the project.
IV. Teaching
2008
Current:
A. Summary of Classroom Teaching - Georgia State University, J. Mack
Robinson School of Business, Marketing and Management Departments,
Atlanta,Georgia.
Graduate:
1. MBA 8015 Strategic Business Communication
2. PMBA 8015 Leading Through Strategic Business Communication
2011-12
3. MGS 8450 Organization Development and Change
2009-10
B. Summary of Classroom Teaching – Brenau University, Gainesville, Georgia,
School of Business and Mass Communication, Human Resource Management
Core
Undergraduate:
1. HR 414 Instructional Design, Designing Training Programs (Onground)
2. HR 414 Instructional Design, Designing Training Programs (Online)
C. University Courses Developed – MGS 8450 Organization Development and
Change, Georgia State University, J. Mack Robinson School of Business,
Management Department, Atlanta,Georgia
D. University Courses Developed – Brenau University, Gainesville, Georgia,
School of Business and Mass Communication, Human Resource Management
Core
Undergraduate:
1. HR 414 Instructional Design, Designing Training Programs (Onground)
2. HR 414 Instructional Design, Designing Training Programs (Online)
E. Private Sector Teaching Areas
United Parcel Service, Corporate Headquarters, Atlanta, Georgia
Instructional Needs Analysis, Curriculum Design, Development, Facilitation and
Evaluation of the following corporate courses (partial list):
Qualitative Analysis and Change Management mini-workshops for OD
management (team 4-8) (4 hours each) (Feb.-Sept. 2011)
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Change Management Model, Train the Trainer workshop pilot HR Corporate
and District field management (6-10 participants) (5 hour workshop June and
July 2011).
Change Management and Shared Services Workshops, Audience: Senior and
mid-management, domestic and international (> 3,500 participants) (2-3 day
course) (2008-2009).
HR Strategic Planning workshops for senior management (1/2 day seminar)
(2009).
Organization Development: Applying OD to HR Restructuring (3 day course)
(2007-08) Audience: Corporate and International Region Leadership
Business Planning: Understanding the Business Planning Process; (2 day
course) (1996) Audience Business Development Business Planning Managers
Team Development Training: Building Team Skills, (3 day course) (1996)
Audience Operations Managers, Union employees (>3,000 employees)
Coaching Teams: BEST Team Coaching (2 day course) (1996) Audience
Region Operations Managers (>200 employees)
New Service Provider School: DIAD Training course (1 day course) (1996)
Audience: All UPS Drivers.
United Parcel Service Sales Training School for New Account Executives (2
week course) (1995) (>200 employees)
Quality Service Workshop (2 day course) (1995) Audience: Operations
Management
Health & Safety (2 day course) (1995) Audience: Operations Management
Sales Training: Using SPIN Selling (Approach by Rackham) for New Service
Rollouts; (2 day course) (1994) Audience Business Development/ National
Sales Account Executives
AT&T, Tridom Division, Atlanta, Georgia (Secondary Responsibilities)
Effective Communication (by Vital Learning). Certified Facilitator. (1994)
Audience: AT&T Tridom Management, Atlanta, Georgia.
Nortel, Transmission Division, Atlanta, Georgia (Secondary Responsibilities)
Total Quality Workshop for Management (TQM Process). Certified Facilitator
(1992-93) Audience: Nortel Management, Atlanta, Georgia.
F. Seminars (partial list)
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United Parcel Service, Corporate Headquarters, Atlanta, Georgia
Design, Development and Facilitation
Qualitative Data Analysis and Ethnographic Interviewing (Feb.-Oct. 2011)
Audience: Corporate OD Team
Strategic Alignment of HR Metrics (Dec. 2008, Jan. 2009) Audience:
Corporate HR Leadership
Understanding Organizational Culture (Dec. 2007). Audience: Corporate HR
Leadership.
Developing a Change Management Plan (Dec. 2007, Feb. 2007, Mar. 2007)
Audience: Corporate HR Leadership
Self-Directed Work Teams (1997). Audience: Corporate Steering Committee
for Work Teams.
Transforming HRD – Becoming an OD Department (1997). Audience
Corporate Training and Development Department Managers
Understanding Non-training Interventions to Performance Problems (1997).
Audience Corporate Training and Development Department Managers.
Leadership Development in Plant Engineering (1996-97). Series of seminars
focused on department vision, mission and subsequent links to leadership
development and performance. Audience Corporate and Region Plant
Engineering Leaders and Managers
G. Invited Speaker
TAG HR (Technology Atlanta Group – Atlanta HR Chapter)(Oct. 2011)
Panel Speaker on Organizational Culture. Audience: Human Resources and
Technology sector managers
United Parcel Service, Corporate Headquarters, Atlanta, Georgia
Culture and Change (Oct. 2011) Audience: Corporate Marketing Department
Georgia State University, Atlanta, Georgia Served as invited panel member
and speaker for GSU graduate courses: PAUS 8761, Diagnosing HRD Needs,
PAUS 8771, Designing Instructional Systems Training, and EPS 982,
Methods of Educational Inquiry: Ethnographic Component. Served as
substitute for MGS8450 Leadership course.
H. Evaluation
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1. Created University Student Assessment criteria for MGS8450
Organization Development and Change course, J. Mack Robinson College
of Business, Atlanta, Georgia (2012).
2. Evaluation of HR University (HRU) program for HR manager/ talent
development, United Parcel Service (2009). Results: Developed a new
evaluation system for their internal university management development
program.
V. Service
LeanIn Development at GSU (currently)
Facilitator Youth Shelter – Junior Achievement Course (June, 2012)
Reviewer Academy of Management (2010).
Reviewer Academy of Human Resource Development (2010).
Brokered partnership between Corporate UPS and GSU, Workforce 2000 project (1997).
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