Vp Hr Experience Power Point Presentation
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Transcript of 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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ASSESSMENTSTRATEGY, DESIGN & IMPLEMENTATION
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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ASSESSMENTSTRATEGY, DESIGN & IMPLEMENTATION
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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ASSESSMENTSTRATEGY, DESIGN & IMPLEMENTATION
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
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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!