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Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
Vp Hr Experience Power Point Presentation
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Vp Hr Experience Power Point Presentation

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  • 1. VP Human Resources Experience Pam Ryan 1
  • 2. 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. 2
  • 3. INDUSTRY EXPERIENCE Financial Services  Banking  Insurance – Personal & Commercial  Lines Hotel  Transportation  Domestic & International  Call Centers  3
  • 4. Focus Areas: Recruitment Assessment  Employee Relations Strategy, Design &  Succession Planning Development Management Training & Execution Development  Tactical Performance  Management Strategic  Compensation HR Policies & Practices HRIS 4
  • 5. RECRUITMENT ASSESSMENT STRATEGY, DESIGN & DEVELOPMENT EXECUTION TACTICAL STRATEGIC 5
  • 6. Recruitment Assessment of Process: Needs Goal: to support the Assess current staffing to   business needs of the determine gaps and project future needs. organization, managers and teams. Determine whether the  current recruiting process is efficient to manage current and future needs. Worked on “both sides of Assess recruits – tools,  the desk” Owner of testing, (DISC, Lominger Profiles, Ltd. – Boutique Architect, Enneagrams, etc.) Recruiting Agency & Internal Corporate Recruiter 6
  • 7. Recruiting Experience 29 years Recruiting I can offer hands-on experience in a  Industry variety of industries developing Experience: recruiting processes, developing Financial Services, Banking, recruiting staff, writing and delivering Manufacturing, management trainings, as well as Hotel/Hospitality, developing New Hire Orientations/On- Technology boarding programs to ensure a quality 6 years – Owner, candidate will be selected before the Profiles, Ltd. interviewing ever begins. Boutique Recruiting Agency specializing Tie it in with Performance Management  in Financial Program Services, Real Worked at Vice President level Estate and REITs.  supporting over 200% growth in 7 Over 22 years years. Corporate Recruiting 7
  • 8. Organizational Development & Training ASSESSMENT STRATEGY, DESIGN & DEVELOPMENT EXECUTION TACTICAL STRATEGIC 8
  • 9. Organizational Development & Training Formal assessment skills training to  assist managers in determining training Identification of needs. training gaps/needs. Work with managers to determine what  Skill and Knowledge the ROI will be specific to training assessment to objectives. determine appropriate Succession Planning solutions.  Written and delivered: Management Training  Leadership • Management Trainings – MBO, 360 Degree Development Feedback, New Supervisor Training, etc. • Developed a Leadership program: Coaching for Optimal “Mentor/Protégé Leadership Program” Performance • Experience working with Managers and Succession Planning & Senior Leadership to determine immediate and future roles and outline what will be Building Bench- required to succeed. strength • Performance Management – experience Performance selecting a format that will work for the Management organization, training, and executing these programs – CONSISTENCY is key! 9
  • 10. EMPLOYEE RELATIONS ASSESSMENT STRATEGY, DESIGN & IMPLEMENTATION EXECUTION TACTICAL STRATEGIC 10
  • 11. EMPLOYEE RELATIONS Assess and Advise Multi-state environments – Domestic & for success  International - crafting HR policies and Counsel for processes to ensure successful outcomes for solutions both the individual and the organization. Mediation for all Author real-life/work, compliant policies and  practices, and compliant Employment Manuals. Recommend Train new hires and re-train managers on  Documentation policies that affect success. Monthly “HR Manager Roundtable Forum” State & Federal Laws Mediation skills to ensure truthful and honest  outcomes. Disciplinary Train regularly on “Documentation Processes,” Procedures  that ensure honest communication regarding Terminations expectations and desired outcomes. 11
  • 12. EMPLOYEE RELATIONS Assess and Advise for Up-to-date knowledge regarding  success State & Federal Laws that must be consistently adhered to, in order to safeguard both associates and the Counsel for solutions organization. Progressive Steps of Discipline: 28 Mediation for all  years of successful training to ensure compliant and positive Recommend outcomes. Terminations: “Organizations do  not terminate Associates, Document Associates do.” If done in accordance with an established State & Federal Laws - process that everyone is trained Compliance in, and in partnership with Human Resources, Terminations should never be a surprise nor should Progressive Steps of there be an absence of a Discipline documented and progressive trail of coaching and communication. Terminations 12
  • 13. HUMAN RESOURCES PROCESSES & PROCEDURES ASSESSMENT STRATEGY, DESIGN & IMPLEMENTATION EXECUTION TACTICAL SRATEGIC 13
  • 14. HR - Processes & Procedures Have been hired by (3) organizations to  Specialize in specifically grow and develop their HR growing HR service function while the organizations divisions for rapid were poised for growth * exponentially. growth organizations My Human Resource Philosophy: In order to be a competent service delivery vehicle to Understanding the organization, I must understand and Organizational align with the overall Mission, Values, and Goals, Mission and business goals of the organization. Values – critical to how HR delivers services Developed and trained “Change  Management”. Change Have researched, sat on task-forces, and Management  been an integral part of HRIS selection and the implementation process. HRIS Experience re-assessing systems and  recommending to “hold” or move away from products based on ROI. 14
  • 15. COMPENSATION ASSESSMENT STRATEGY, DESIGN & IMPLEMENTATION EXECUTION TACTICAL STRATEGIC 15
  • 16. COMPENSATION Have established compensation plans  Research based on credible research. (The Hay Group Method) Organizational Assessment Organizational Assessment: where are we?  What are our existing and future Human Market Assessment Capital Needs? What will it take to fairly compensate and retain our existing talent? Business Plan How does all of this fit in with our business  Benchmarking plan, goals & objectives and the market? Our Mission, Our Values? Job Descriptions 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!16
  • 17. 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 to Supervisory 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 17
  • 18. 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?  18
  • 19. COMPLIANCE ASSESSMENT STRATEGY, DESIGN & IMPLEMENTATION EXECUTION TACTICAL STRATEGIC 19
  • 20. COMPLIANCE 28 years of multi-state Domestic and State  International, human resource compliance experience. Federal Self/Internal Examples range from “how a personnel file  is set up and maintained,” without violating Audits state and federal laws; What can be put into a personnel file without violating federal SAS 70 rules; Performing internal “self-audits”. ISO 9000 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. 20
  • 21. HRIS Systems Reduce Costs, engage associates,  centralize data 21
  • 22. HRIS Payroll  Time & Attendance  Benefits Strong I/S   Management solutions analysis and Recruiting  implementation Management Compensation  Performance  Management 22
  • 23. HR Business Alignments 3 Alignments
  • 24. 1st ALIGNMENT Strong experience working with  Work with managers listening to their “wants and needs” to determine a process that will managers to ensure staff selection meets the Recruit, On- highest expectations both now and for board, and the future. Performance Manage I have authored and delivered  successful continuous training in Recruiting, On- boarding, and Performance employees from Management, to ensure clear the very first communication and clear expectations. interaction. 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 24
  • 25. 2nd ALIGNMENT Continuous Strong knowledge and extensive experience  Improvement of using Performance Management Tools, for Performance example: “Management by Objective” Management system from the first day of hire through system to aid in the promotion the first 90-days to communicate objectives and/or re- and expectations. assignment process. Annual Performance Review – 360 Degree Enable the  Feedback. organization to identify both outstanding and “Start * Stop * and Continue” – 360 Degree under-performing  staff members. “interval” feedback tool. PROCESSS: must be transparent and Succession Planning & building bench  be based on merit strength. and begin “at hire.” Timely, Fair and RESPECTFUL  communication of performance. 25
  • 26. 3rd ALIGNMENT – IT’S ALL TIED Tantamount to the success of every TOGETHER  organization is their Human Capital Semi-Annual Reassessment of • Job descriptions create the Job Descriptions foundation for recruiting and performance management. Establish a mentor program Continuously • Mentoring Programs that begin from Improve Staffing the first date of hire to ensure & Recruitment continuity, new employee engagement, Performance and existing employee value. Manage New Hire and Veterans to success in line ONBOARDING! It is an ongoing process with Mission & designed to ensures that all of the hard Values work done during the established recruiting cycle, will continue to bear fruit as a new associate integrates into the organization. 26
  • 27. GOALS OF A BEST-IN-CLASS HUMAN 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 27
  • 28. 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 28
  • 29. 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 29
  • 30. It would be a pleasure to provide you with more information! IF I CAN PROVIDE YOU WITH ADDITIONAL WORK SAMPLES REFERENCES 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. 30

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