Director Reward and Recognition Resume
&#; &#;
CUSTOMER SERVICE SENIOR LEADER Call Center Management/Reward and Recognition Systems
Enthusiastic, results oriented leader with expertise in customer service, call center operations, and large scale reward and recognition programs and systems. Focused on both external and internal customer service with an outstanding record in increasing customer and employee satisfaction. Confident communicator with the ability to establish productive rapport with diverse individuals and staff levels. Featured speaker at the National Motivation Show.
PROFESSIONAL EXPERIENCE
T-MOBILE, USA BELLEVUE, WA –
DIRECTOR REWARD AND RECOGNITION ( – )
&#; Created web based multi-layered reward and recognition program, “Do More Get More,” for , customer service employees that was awarded the prestigious the Circle of Excellence award by Incentive Marketing at the Motivation Show
&#; Increased customer service employee satisfaction resulting in
o Reduced customer service attrition from % to %
o Reduced customer service absenteeism from % to %
&#; Facilitated cultural change by implementing results criteria and standards for PEAK, the company wide annual reward and recognition program for top %
&#; Directed construction and launched internal reward and recognition website recognized by Seattle Magazine
&#; Delivered Tops in Ops, an annual results based reward and recognition program for service technicians
&#; Started employee to employee recognition with on-line Certificates of Appreciation utilized regularly by % of employee base
DIRECTOR QUALITY ( – )
Managed customer service quality team of managers, team leaders, and agents
&#; Led leadership call calibration sessions that changed culture of “good enough” to “World Class” increasing internal scores by %
&#; Developed and implemented World Class Quality criteria and call flow that resulted in first ever JD Powers Customer Service Award for T-Mobile in
KATHLEEN BOOK, PAGE &#;
WALMART.COM BRISBANE, CA –
EXTERNAL CONSULTANT
&#; Created quality program that measured courtesy, accuracy, and handle times through service observations for two person outsourced call centers
&#; Conducted weekly leadership calibration sessions and introduced performance management that resulted in:
o Decreased handle time by %
o Increased accuracy from % to %
o Increased courtesy from % to %
AMERITECH (FORMALLY MICHIGAN BELL, CURRENTLY SBC) –
GENERAL MANAGER
Successfully led a call center operation of employees and managers during a culturally changing acquisition that closed three of twelve call centers
&#; Led cultural change from one of job entitlement to performance management
&#; Handled M calls per year and generated $ M in revenues while maintaining quality scores at %
&#; Maintained positive relationship with Communication Workers of America resulting in promotions of % of frontline employees to supervisory positions
&#; Exceeded sales quotas at %
SENIOR MANAGER
&#; Took office of managers and employees from last to second place, meeting and exceeding all objectives first time in center’s history
&#; Increased calls handled per FTE by .%
&#; Reduced absence from % to %
&#; Reduced average handling time by minutes
INCENTIVE MANAGER
&#; Designed sales contests, incentive programs for customer service reps that resulted in exceeding sales objectives at %
EDUCATION AND PROFESSIONAL AFFILIATIONS
Eastern Michigan University
Featured speaker at Motivation Show
