1. VP Human Resources
Experience
Pam Ryan
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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.
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3. INDUSTRY EXPERIENCE
Financial Services

Banking

Insurance – Personal & Commercial

Lines
Hotel

Transportation

Domestic & International

Call Centers

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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
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5. RECRUITMENT
ASSESSMENT
STRATEGY, DESIGN & DEVELOPMENT
EXECUTION
TACTICAL
STRATEGIC
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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
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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
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8. Organizational Development &
Training
ASSESSMENT
STRATEGY, DESIGN & DEVELOPMENT
EXECUTION
TACTICAL
STRATEGIC
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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!
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10. EMPLOYEE RELATIONS
ASSESSMENT
STRATEGY, DESIGN & IMPLEMENTATION
EXECUTION
TACTICAL
STRATEGIC
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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.
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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
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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.
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15. COMPENSATION
ASSESSMENT
STRATEGY, DESIGN & IMPLEMENTATION
EXECUTION
TACTICAL
STRATEGIC
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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
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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?

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19. COMPLIANCE
ASSESSMENT
STRATEGY, DESIGN & IMPLEMENTATION
EXECUTION
TACTICAL
STRATEGIC
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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.
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21. HRIS Systems
Reduce Costs, engage associates,

centralize data
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22. HRIS
Payroll

Time & Attendance

Benefits Strong I/S
 
Management solutions analysis
and
Recruiting

implementation
Management
Compensation

Performance

Management
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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
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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.
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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
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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
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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
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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.
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