Vp Hr Experience Power Point Presentation

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Pam Ryan

VP Human Resources Experience

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The Position

PARTNER WITH MANAGEMENT TO DEVELOP AND IMPLEMENT PRACTICAL, COST EFFECTIVE AND

PROACTIVE HR STRATEGIES, POLICIES AND PRACTICES IN SUPPORT OF GLOBAL BUSINESS

GOALS.

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INDUSTRY EXPERIENCE

Financial Services Banking Insurance – Personal & Commercial

Lines Hotel Transportation Domestic & International Call Centers

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Focus Areas:

Recruitment

Employee Relations

Succession Planning

Management Training & Development

Performance Management

Compensation

HR Policies & Practices

HRIS

Assessment Strategy, Design &

Development Execution Tactical Strategic

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ASSESSMENTSTRATEGY, DESIGN & DEVELOPMENT

EXECUTIONTACTICAL

STRATEGIC

RECRUITMENT

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Assessment of Needs

Process:

Goal: to support the business needs of the organization, managers and teams.

Assess current staffing to determine gaps and project future needs.

Determine whether the current recruiting process is efficient to manage current and future needs.

Assess recruits – tools, testing, (DISC, Lominger Architect, Enneagrams, etc.)

Recruitment

Worked on “both sides of the desk” Owner of Profiles, Ltd. – Boutique Recruiting Agency & Internal Corporate Recruiter

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Recruiting Experience

29 years Recruiting

Industry Experience: Financial Services, Banking, Manufacturing, Hotel/Hospitality, Technology

6 years – Owner, Profiles, Ltd. Boutique Recruiting Agency specializing in Financial Services, Real Estate and REITs.

Over 22 years Corporate Recruiting

I can offer hands-on experience in a variety of industries developing recruiting processes, developing recruiting staff, writing and delivering management trainings, as well as developing New Hire Orientations/On-boarding programs to ensure a quality candidate will be selected before the interviewing ever begins.

Tie it in with Performance Management Program

Worked at Vice President level supporting over 200% growth in 7 years.

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ASSESSMENTSTRATEGY, DESIGN & DEVELOPMENT

EXECUTIONTACTICAL

STRATEGIC

Organizational Development & Training

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Organizational Development & Training

Identification of training gaps/needs.

Skill and Knowledge assessment to determine appropriate solutions.

Management Training

Leadership Development

Coaching for Optimal Performance

Succession Planning & Building Bench-strength

Performance Management

Formal assessment skills training to assist managers in determining training needs.

Work with managers to determine what the ROI will be specific to training objectives.

Succession Planning Written and delivered:

• Management Trainings – MBO, 360 Degree Feedback, New Supervisor Training, etc.

• Developed a Leadership program: “Mentor/Protégé Leadership Program”

• Experience working with Managers and Senior Leadership to determine immediate and future roles and outline what will be required to succeed.

• Performance Management – experience selecting a format that will work for the organization, training, and executing these programs – CONSISTENCY is key!

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ASSESSMENTSTRATEGY, DESIGN & IMPLEMENTATION

EXECUTIONTACTICAL

STRATEGIC

EMPLOYEE RELATIONS

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EMPLOYEE RELATIONS

Assess and Advise for success

Counsel for solutions

Mediation for all

Recommend

Documentation

State & Federal Laws

Disciplinary Procedures

Terminations

Multi-state environments – Domestic & International - crafting HR policies and processes to ensure successful outcomes for both the individual and the organization.

Author real-life/work, compliant policies and practices, and compliant Employment Manuals.

Train new hires and re-train managers on policies that affect success. Monthly “HR Manager Roundtable Forum”

Mediation skills to ensure truthful and honest outcomes.

Train regularly on “Documentation Processes,” that ensure honest communication regarding expectations and desired outcomes.

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EMPLOYEE RELATIONS

Up-to-date knowledge regarding State & Federal Laws that must be consistently adhered to, in order to safeguard both associates and the organization.

Progressive Steps of Discipline: 28 years of successful training to ensure compliant and positive outcomes.

Terminations: “Organizations do not terminate Associates, Associates do.” If done in accordance with an established process that everyone is trained in, and in partnership with Human Resources, Terminations should never be a surprise nor should there be an absence of a documented and progressive trail of coaching and communication.

Assess and Advise for success

Counsel for solutions

Mediation for all

Recommend

Document

State & Federal Laws - Compliance

Progressive Steps of Discipline

Terminations

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EXECUTIONTACTICALSRATEGIC

HUMAN RESOURCES PROCESSES & PROCEDURES

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HR - Processes & Procedures

Specialize in growing HR divisions for rapid growth organizations

Understanding Organizational Goals, Mission and Values – critical to how HR delivers services

Change Management

HRIS

Have been hired by (3) organizations to specifically grow and develop their HR service function while the organizations were poised for growth * exponentially.

My Human Resource Philosophy: In order to be a competent service delivery vehicle to the organization, I must understand and align

with the overall Mission, Values, and business goals of the organization.

Developed and trained “Change Management”.

Have researched, sat on task-forces, and been an integral part of HRIS selection and the implementation process.

Experience re-assessing systems and recommending to “hold” or move away from products based on ROI.

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EXECUTIONTACTICAL

STRATEGIC

COMPENSATION

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COMPENSATION

Research

Organizational Assessment

Market Assessment

Business Plan

Benchmarking

Job Descriptions

Have established compensation plans based on credible research. (The Hay Group Method)

Organizational Assessment: where are we? What are our existing and future Human Capital Needs? What will it take to fairly compensate and retain our existing talent?

How does all of this fit in with our business plan, goals & objectives and the market? Our Mission, Our Values?

Work with managers to benchmark existing skills and measure against future need.

Job Descriptions: Are they up-to-date and accurate? It all starts here. Without a criteria, you cannot accurately apply your research and make recommendations to management.

YOU CANNOT AFFORD TO BE ARBITRARY WITH COMPENSATION METHODOLOGY!

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COMPENSATION

Exempt – understand current market and project future trends.

Non-exempt – unique needs, market trends, future trends.

Non-management – Both EX and NE non-management and how toSupervisory motivate, pay for performance, create

learning opportunities.

Management – Pay for Performance, Benchmarking, Learning Opportunities, Management Incentive Plans (MIP).

Executive – Specialized knowledge: Executive Compensation Contracts, Non-competes, Retirement Planning, Fringe.

Sales Incentive Plans, Compensation Plans, Non-Competes

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COMPENSATION

FAIR LABOR STANDARDS ACT• Are your jobs classified correctly?• Are you Federally Compliant?

Domestic – US International – Laws vary from country to country.

• Are you aware of the recent changes made to FLSA?

• Have you conducted a recent Job Audit? If you have, do you have a plan to make corrections?

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EXECUTION TACTICAL

STRATEGIC

COMPLIANCE

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COMPLIANCEState

Federal

Self/Internal Audits

SAS 70

ISO 9000

28 years of multi-state Domestic and International, human resource compliance experience.

Examples range from “how a personnel file is set up and maintained,” without violating state and federal laws; What can be put into a personnel file without violating federal rules; Performing internal “self-audits”.

Have experience sitting on the senior leadership team while undergoing SAS 70 and ISO 9000 certification in order to be able to ensure security and compliance procedures to work Banking business.

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HRIS Systems

Reduce Costs, engage associates, centralize data

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HRIS Payroll Time & Attendance Benefits

Management Recruiting

Management Compensation Performance

Management

Strong I/S solutions analysis and implementation

HR Business Alignments

3 Alignments

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1st ALIGNMENT

Work with managers to Recruit, On-board, and Performance Manage successful employees from the very first interaction.

Strong experience working with managers listening to their “wants and needs” to determine a process that will ensure staff selection meets the highest expectations both now and for the future.

I have authored and delivered continuous training in Recruiting, On-boarding, and Performance Management, to ensure clear communication and clear expectations.

Hire to Performance Management System values and expected outcomes.

Train my department to deliver competent service to avoid disconnects and service failure: Customer Service for HR Deliverers & HR Best Practices

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2nd ALIGNMENT

Continuous Improvement of Performance Management system to aid in the promotion and/or re-assignment process.

Enable the organization to identify both outstanding and under-performing staff members.

PROCESSS: must be transparent and be based on merit and begin “at hire.”

Strong knowledge and extensive experience using Performance Management Tools, for example: “Management by Objective” system from the first day of hire through the first 90-days to communicate objectives and expectations.

Annual Performance Review – 360 Degree Feedback.

“Start * Stop * and Continue” – 360 Degree “interval” feedback tool.

Succession Planning & building bench strength.

Timely, Fair and RESPECTFUL communication of performance.

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3rd ALIGNMENT – IT’S ALL TIED TOGETHER

Semi-Annual Reassessment of Job Descriptions

Establish a mentor program

Continuously Improve Staffing & Recruitment

Performance Manage New Hire and Veterans to success in line with Mission & Values

Tantamount to the success of every organization is their Human Capital

• Job descriptions create the foundation for recruiting and performance management.

• Mentoring Programs that begin from the first date of hire to ensure continuity, new employee engagement, and existing employee value.

ONBOARDING! It is an ongoing process designed to ensures that all of the hard work done during the established recruiting cycle, will continue to bear fruit as a new associate integrates into the organization.

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GOALS OF A BEST-IN-CLASSHUMAN RESOURCE SERVICE DELIVEY VEHICLE

To maximize Human Capital “ROI” in people and profits. They are inexorably linked.

To guarantee Best-in-Class Customer Service

Stop spending without knowing exactly for what purpose.

Measure the results against objectives with HR tools (MBO, Performance Management).

Continuously reassess

Increase retention of ENGAGED associates!

Be both tactical and strategic to be CREDIBILE

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HIGHLITES OF WHAT to EXPECT FROM MY PERFORMANCE

Continuous assessment and communication;

Development and delivery of training to reinforce messages and continuous learning;

Knowledge and experience that ensures the organization is in full state and federal compliance (FLSA, EEO, VETS, ADA, FMLA, etc);

Compensation Design & Analysis, Performance Management, Recruiting, Benefits Analysis, HRIS, Organizational Development, Leadership and Mentor Programs

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HIGHLITES OF WHAT to EXPECT FROM MY PERFORMANCE

Ability to be a trusted coach and advisor up/down the org chart – excellent negotiation and mediation skills.

Guarantee that I will set best-in-class service delivery expectations for my department in order to meet our customer’s needs.

Organizational Development, Succession Planning, Leadership Development and Mentor/Protégé Program Development

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IF I CAN PROVIDE YOU WITH ADDITIONAL

WORK SAMPLESREFERENCES

FURTHER CONVERSATION

KNOW THE FULL VALUE OF THE HR GATEKEEPER * ASK TO SEE THEIR WORK

PORTFOLIO & SENIOR LEVEL REFERENCES!

THANK YOU KINDLY FOR YOUR TIME.

It would be a pleasure to provide you with more information!