Resume 4

• Human Resources Management
• Strategic HRM
• Virtual Human Resources e-HR
• Organizational Design and Restructuring
• Business Process Re-engineering for Human Resources Management
• Change Management
• Group Process Facilitation & Joint Application Design
• Human Resources Planning
• Staffing
• Classification and Compensation
• Labour Relations
• Training and Development
• Comprehensive Audits
• Risk Assessment & Security

• Peter Pan s career encompasses a broad range of significant consulting and management experiences, primarily in the realm of Human Resources Management.
• His work assignments include all aspects of human resources management, organizational restructuring, quality-focused change management, and business process engineering as well as renewal and improvement of HR processes. His recent focus has been on the implementation of e-HR solutions.
• His group process facilitation skills have supported needs analysis and planning activities, primarily in informatics-focused working environments. His experience in representing the interests of union members in the public sector provides an added perspective to his broad HRM consulting repertoire. He also has a strong track record in comprehensive value-for-money auditing in human resources management as well as corporate security and risk assessment.
• In a wide variety of organizational environments, he has consistently demonstrated an ability to respond in an innovative manner to challenges relating to both wide-ranging issues as well as to specific problems requiring both detailed analysis and solid leadership skills.
• Mr. Pan holds a Certified Human Resources Professional CHRP designation, is bilingual and possesses a current Secret-level Security Clearance Government of Canada .

• On behalf of the Treasury Board Secretariat for the Government of Canada, he completed a comprehensive needs analysis and developed an implementation plan for specific requirements of the 3,800 members of the government-wide HR Professional community for a centralized, one-stop shopping web site myHR.somewhere.ca .
• Mr. Pan conducted an e-HR feasibility study at Transport Canada to assess departmental readiness for an HR self-service solution and prepare recommendations and associated action plans to ensure a smooth and successful transition. This study involved conducting several interviews with key stakeholders and a focus group session to assess the corporate vision and identify employee requirements for an HR self-service solution as well as some best practices research. Based on the study findings, developed several recommendations for a successful self-service solution including an HR service delivery approach, a Change Management strategy, definition of required resources, and self-service implementation guidelines. An overall project work plan, encompassing all action plans was also developed.
• Peter also completed a Virtual HR feasibility study for Indian and Northern Affairs Canada INAC. This work was aimed at developing a viable implementation approach for e-HR -- building on the existing infrastructure, supporting the concept of employee self-sufficiency, optimizing available enabling HR and business-focused information technologies, and aligning itself with departmental HR strategies.
• Together with another consultant, he facilitated a high-level e-HR planning session with key personnel from the Department of Justice, regarding the feasibility of introducing and implementing a Virtual HR solution within the Department. The information gathered during the session was used to develop a high level implementation plan, which addressed a proposed plan of activities and estimated resource requirements and costs, taking into consideration their PeopleSoft HRMS development and upgrade schedule. The high-level implementation plan was based on the three levels of web enablement, broadcasting, point-casting, and interactive. Also addressed were critical success factors, cultural impacts, implementation considerations, and potential issues.
• Mr. Pan served as the Team Lead for the development of an implementation plan and business case for re-engineering of human resource processes across the Government of British Columbia -- an employee population in excess of 24,000. In addition to the concentration on creating plans for implementing re-engineered HR processes across all government ministries, the project focused on providing web-enabled solutions founded on enhancing employee and management access to human resource data. This three-month project culminated in acceptance of the general approach by a committee of Deputy Ministers.

• Mr. Pan recently provided specific Human Resources Management recruitment and selection services to Health Canada relating to the successful acquisition of management resources at the senior level in Information Technology, consistent with the business plans of the Information Management Services Directorate and Health Canada s human resources management policies and related processes.
• Peter undertook a skills review and developed a reskilling plan for the Depository Services Program with Communications Canada. This effort focused on identifying current skills as well as new technical skills required in light of significant advancements in the use of web-based technology in delivering sources of information to the Canadian public, under the auspices of a broad-based Government-on-Line initiative.
• Over a fifteen-month period, he provided Human Resources Management services to the emerging Secure Channel Project Office for the Government Telecommunications and Informatics Services Branch GTIS at Public Works and Government Services Canada PWGSC . His efforts focus on development of a viable organizational structure, initiation of related job classification activities, exploration and implementation of staffing and resource acquisition options, development of individualized training plans for all staff members, and creation of a high-level HR plan. Contributions of the Secure Channel Project team were critical to the implementation of Government On-line, a major Government of Canada initiative.
• He developed a tactical plan for the Law Management Practice Directorate for the Department of Justice, based on a broadly based functional review of all activities. This effort entailed facilitated sessions with key stakeholders as well as individual interviews, a review of best practices in other similar legal environments, and development of functionally based organizational descriptors that served as the basis for the creation of a new organizational structure for the unit.
• Peter provided a wide range of HRM-based management consulting services to the Information Technology Branch ITB of the Canada Customs and Revenue Agency CCRA . A two-day workshop that Mr. Pan led focused on initial needs determination for a comprehensive employee orientation approach for the newly established agency. There was a strong emphasis on building an integrated employee orientation program with strong support for the retention of critically scarce information technology professionals.
• Additional activities undertaken in support of human resources management at ITB included: completion of a high-level organizational review for ITB; creation of a high-level HR Strategy which recognized the important role to be played by both technically-based and soft competencies in the organization s growth and continued good health; and creation of a skills and competencies-based inventory of all IT roles, coupled with the development of an ITB-specific career-pathing model for use of all technology professionals. As well, Mr. Pan served as the key external HRM resource for a complex omnibus selection process for senior-level Information Technology Project Managers at CCRA.
• Mr. Pan developed a comprehensive Human Resources strategy for the Information Management and Technical Services Branch for Fisheries and Oceans Canada DFO . The efforts focused primarily on updating the HR Strategy that was initially formulated through an earlier project. This activity took into account the departmental results of the Government of Canada Employee Survey and benefited from considerable insight into employee concerns, suggested solutions, and their respective priorities through the conduct of representative focus group sessions. The final product, a comprehensive framework document, identifies initiatives that support enlightened HR and provide a clear direction for the staff of the CIO at DFO
• Mr. Pan completed a high-level organizational design project for the Information Management and Technologies Branch IMTB of Citizenship and Immigration Canada CIC . This work focused on clarifying roles and defining areas of responsibilities so as to enhance the accountability and effectiveness of delivery of support provided by CIC s Implementation and Operations Directorate.
• He facilitated an interdepartmental group of senior informatics staff in their pursuit of recommendations to enhance retention and mobility for members of the information management/technology community in the federal public service. This effort was sponsored by the Treasury Board Secretariat TBS through the government-wide Advisory Committee on Information Management ACIM .
• Peter undertook the development of a comprehensive human resources strategy for the Year 2000 Y2K Project at DFO. The assignment focused on identifying the critical strategic issues facing DFO and presented detailed recommendations focused on staffing, identifying/managing team resources, developing training and development approaches, firming up resource deployment and utilization options, and identifying actions to deal with retention issues, including rewards and recognition.
• For DFO, he had earlier developed a high-level Human Resources Strategy for Informatics along with a viable approach to its implementation. The strategy focused on alignment of the technical skills and job-related competencies of the limited Informatics resources with the needs of DFO client managers.
• He played a lead role in the development of the comprehensive human resources strategy for the Year 2000 Y2K Project for the Government Telecommunications and Informatics Services Branch GTIS at the Department of Public Works and Government Services PWGSC . This particular project Y2K focused on ensuring that the more than 500 applications supported by GTIS will be Y2K-compliant and, necessarily, touched all operations of the department. The importance of such a project is amplified by the current competition for qualified informatics professionals. The strategy which was developed and is being implemented addresses in detail the main issues of requirements determination, retention of present and future resources , and acquisition. He provided significant support to the Y2K project in the implementation of the action plan.
• He provided broad-ranging human resources management advice and guidance in support of the creation of the National Blood Authority -- Canadian Blood Services for Health Canada. This work consisted of the development of a comprehensive strategic organizational approach to human resources management reflected in a master implementation plan and a strategic business plan, all in a highly charged, very politically-sensitive environment. He developed the broad HRM framework for this organization as well as a number of organizational design alternatives for consideration of the Federal/Provincial/Territorial Ministers of Health. This fundamental groundwork was well received. The implementation phase commenced after the final report of the Kriever Commission.
• Mr. Pan supported the development and delivery of a comprehensive competency-based human resources plan for the Canadian Museum of Civilization CMCC -- an organization undergoing unprecedented change fostered by its strategy of enhancing public access through optimal utilization of state of the art technology and fostering innovative partnerships with the private sector. Human resources management impact, particularly relating to those elements requiring a concentration on the management of change resulting from this visionary activity, is highly significant.
• Following the above assignment, he completed an organizational design project focused on re-vamping the CMCC s Collections and Information Access Branch. His HR management consultant support involved the development of an innovative methodology designed to optimize the participation of all employees of the branch through the stewardship of a representative project team, as well as facilitated group sessions, and frequent and open communication. The approach led to a new structure which is better aligned with the corporate objectives and can be implemented without significant disruptive people impact .
• Peter was also instrumental in the development of a human resources plan for the operational and programs support area Coordination and Management Services to the Industry Sector of Industry Canada IC . This assignment entailed defining the current and future human resources requirements and implications, developing viable options and associated action plans including training and development, developmental assignment, succession plan, and career management provisions . At IC, he also later developed work descriptions for two newly created, critical roles supporting the implementation of PeopleSoft across the department. Given potential universal applicability of these critical middle management positions across the public service in similar HRMS implementation situations, position descriptions were circulated to key departments across the public service for their comments and possible adoption. These now serve as benchmark positions in a number of departments.
• Over an eighteen-month period, Mr. Pan provided continuing project advisory and consulting services in support of the major corporate initiative which focused on wide-ranging renewal of the management of human resources for the Department of National Defence/Canadian Forces DND/CF . He assisted in the development of a business process re-engineering methodology tailored to the needs of the client organization and provided significant HRM consulting support to the implementation teams. Efforts focused around business process re-engineering of a wide variety of HRM activities including career management, human resources planning and HR budgeting, over 20 specific compensation and benefits-related personnel support programs, as well as internal communications and change management strategies.
• The work also entailed the evaluation of HRM best practices as well as benchmarking. He facilitated the development of a comprehensive organizational model designed to support the implementation of the proposed process redesigns in human resources management for the civilian component of HRM at National Defence. The project has demonstrated redesign results that translated into senior management acceptance and support for the identified "way ahead". He undertook a process improvement-oriented consulting assignment aimed at enhancing the contribution of staffing and recruitment processes for the Communications Security Establishment. Recommendations for process renewal were implemented with resultant savings realized in terms of reduced elapsed time for segments of the process. Organizational restructuring initiatives were also involved.
• He co-authored a value-for-money/performance management/change management-oriented review of the management of human resources for the City of Cornwall. This work focused on cultural change based on enhancements to management delegation of authority and employee empowerment. Best practices and benchmarking reviews were also a vital element of the analytical work undertaken. Reorganization opportunities were identified. The majority of our recommendations were implemented.
• He conducted a training program evaluation mission for the United Nations International Drug Control Program UNDCP which dealt primarily with the effectiveness of training provided to lesser-developed West African countries. The training examined was designed to improve the detection of shipments of illicit drugs. Recommendations were accepted and implemented and are reflected in major adjustments to the training curriculum, general objectives, and evaluative procedures.
• He also served as Project team member for a significant and wide-ranging comprehensive audit of all facets of the management of human resources at the Canada Post Corporation CPC .
• He was a critical audit team resource for a comprehensive audit of CPC s Official Languages program management, both from a strict compliance with the tenets of the legislation and the related regulations as well as the management effectiveness and efficiency in administration of the total program. This analysis focused on the management strengths of the organization, its ability to respond to change as well as to safeguard the business interests of the corporation. As part of the assignment, he developed a flatter, more responsive, and less administratively burdensome organizational structure for the group. The prescribed changes were implemented by the clients and resulted in more effective management of the broad range of program activities under the mandate of the Official Languages legislation and regulations.
• As project manager for a series of comprehensive HR management audits of both the Montreal and Quebec divisions of CPC, he headed an audit team which assessed human resources management, quality of service, internal communications, and management information. The recommendations were consistently accepted and largely implemented by audit clients.

• As leader of Resource Quality Management for CPC, he spearheaded a series of initiatives founded on a corporate-wide human resources management strategy to achieve substantial progress in cultural change-oriented and corporate values-based issues. This activity was the fundamental precursor to the corporate-wide implementation of continuous improvement activities, supported by program activities designed to enhance both employee involvement and empowerment. During this period, he directed the delivery of a management initiative throughout the corporation Leaders Forum , aimed at sensitizing all levels of management and supervision to the organization s human values.
• In this senior management role CPC s functional authority for human resources planning, succession planning, training and development as well as employee recognition and incentive programs , he achieved success on a number of fronts through the launch of innovative change management-focused human resources management program initiatives. These efforts achieved some measure of success in an environment with a legacy of difficult labor-management relations.
• As the Director of Personnel Services for the British Columbia Government Treasury department, he was responsible for all facets of human resources management for the department more than 1,000 personnel . During his tenure, he managed a comprehensive organizational redesign for the department, necessitated in response to the significant economic downturn experienced by British Columbia.
• During his employment period as Manitoba Regional Representative for the Professional Institute of the Public Service of Canada PIPSC , he worked actively in support of the interests of his scientific and professional membership employed in federal government departments and agencies. In this role, he gained a profound understanding of and sensitivity towards human resources issues from an employee organization perspective.
• For the Secretary of State Department for the Government of Canada, he filled a wide range of HRM positions, particularly in staffing and development and labour relations areas.

• Facilitation of Consumers Forum on Blood for the Federal/Provincial/Territorial Initiative on Blood Health Canada ;
• Change Management for the Canada Communications Group;
• Steering Committee on AIDS for the Health Protection Branch of Health Canada;
• Strategic Planning Session for the Personnel Support Agency National Defence ;
• Process Restructuring Forum JAD sessions for GTIS -- Public Works and Government Services Canada;
• Strategic Planning Session for Agriculture/Agri-Food Canada;
• Industrial Relations Strategy and Organizational Design for the National Capital Commission;
• Business Planning Retreat for HRIS Team of the Human Resources Branch, Justice Canada 1998, 1999 and 2000 .

• He evaluated the management of vehicle maintenance facilities at CPC. This major work led to dramatic reductions in costs through the development of alternative service delivery options across the country.
• Peter also assessed the efficiency and effectiveness of a divisional Corporate Communications entity and resulted in a significant change in focus to better serve the objectives of CPC, especially from the perspective of customers. The value-for-money audit ultimately led to the significant re-orientation of the totality of communications across the corporation.
• As well, he participated in a variety of compliance audit activities in postal facilities which focused on diverse compliance-related subjects ranging from analysis centered on the consistent application of fee structures for large volume mailings at CPC to conformity with established processes in the handling of undeliverable mail.

• International Human Resources Information Management Society -- IHRIM Current Member and Member of the Workbooks Committee, responsible for the development of three series of Go-to Guides on HRIS. The first series has been published and the final two installments are soon to be published;
• Ottawa Human Resources Professionals Association Current Member ;
• Human Resources Professionals Association of Manitoba Current Member ;
• The International Personnel Management Association, Ottawa-Hull Chapter Past Member of the Board of Directors ;
• London and District Personnel Association Former Member ;
• The Personnel Association of Edmonton Former Member/Past Board Member ;
• The Canadian Association of Chiefs of Police Former Associate Member .

• From February 1997 Principal and Senior Consultant
  Advanced Systems Consultants Inc., Ottawa
  Human Resources and Enterprise Solutions Management Consulting Practices
• September 1993 to January 1997
  Principal Investments, Management Consultants
  Ottawa, Ontario
• June 1992 to September 1993 Corporate Manager, Resource Quality Management,
  Human Resources Management
  Canada Post Corporation CPC
  Vancouver, British Columbia
• June 1984 to June 1992 Executive Management positions in
  Corporate Security at CPC
  Montreal, Quebec and Ottawa, Ontario
• March 1984 to June 1984 Senior HRM Business Consultant,
  Internal Audit, CPC Edmonton, Alberta
• April 1982 to March 1984 Director, Personnel Services
  British Columbia Treasury
  Vancouver, British Columbia
• September 1977 to March 1982 Manitoba Regional Representative
  The Professional Institute of the Public Service of Canada, Winnipeg, Manitoba
• August 1973 to August 1977 HR Management: staffing, development, and staff relations
  Secretary of State Department,
  Ottawa, Ontario
• Summer 1964 to December 1969 Police Officer
  Winnipeg Regional Police
  Winnipeg, Manitoba