Reason for Leaving: Husband passed away in January 2007, volunteered for 1 year severance to be home with my 13 year old twins as they transitioned.
Areas of Responsibility: Organization Development and Customer/Employee Loyalty
Dynamic Executive responsible for the design, development, implementation and evaluation of Performance Management Systems and Employee/Customer based Loyalty initiatives.Main Responsibility included a $750 million dollar revenuestream based on creation of a highly effective performance management system which monitors performance against employee engagement, customer loyalty and financials against Service Revenue.Oversaw 1500 employees with 8 direct reports focused on increasing performance and developing an organization development culture.The Performance management system was focused on a combination of competency base criteria, employee engagement surveys, customer engagement surveys, customer performance, performance objectives, tied to customer purchases and profitability.
·Through Organization Development initiatives optimized Service Revenue stream and captured $4,000,000 in lost revenue in 2006 and 2007.
·Coached managers and optimized employees.Through process improvement, mapping and redesign reduced a team of 47 employees and optimized it to 8.Saved $500,000 in labor costs. Created Training programs for skilled and non-skilled workers using a combination of online learning and traditional classroom setting.All course material created in house.
·Through focus groups and group dynamics designed and facilitated small and large group interventions. While facilitating the application of Organizational theory and design with research to find the best leadership models as well as performance based management and learning systems.
·Created state of the art Performance Management System focused on Employee Strengths with critical metrics and objectives within a electronic dashboard with red light/ green light system for measuring Employee engagement activities to financials. Human Capital Optimization focused on employees strengths instead of weaknesses.
·Implemented Customer Satisfaction Survey process, moved from 2000 surveys a year to over 40,000 surveys a year based on Service Visits.Response rate of 38% every week for 2 years.
·Executed Organization-wide Six Sigma Change Management program, with 10 Black Belts, 120 Green Belts Certified, 250 Yellow Belts and 30 Champions. Six Sigma Deployment - $4 million in bottom-line savings and $2 million in top line (hard).
·Lead organization-wide team restructuring activities through large team initiatives which focused on work redesign, process mapping to enable work groups to enhance performance. Conducted strategic needs analysis in order to recommend applications which fit the culture and business.