Director Reward and Recognition Resumes in US: Kathleen

Director Reward and Recognition Resume

Contact Candidate

Name:

Kathleen

Location:

Experience:

Willing to Relocate:

Willing to Travel:

Most Recent Job Title:

Director Reward and Recognition

Personal Website:

Objective:

To be a vital part of a successful customer and employee focused company.

Resume Text:

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DIRECTOR REWARD AND RECOGNITION (2003 – 2005)

 Created web based multi-layered reward and recognition program, “Do More Get More,” for 15,000 customer service employees that was awarded the prestigious the Circle of Excellence award by Incentive Marketing at the 2005 Motivation Show
 Increased customer service employee satisfaction resulting in
o Reduced customer service attrition from 100% to 43%
o Reduced customer service absenteeism from 10% to 3%
 Facilitated cultural change by implementing results criteria and standards for PEAK, the company wide annual reward and recognition program for top 1%
 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 6000 service technicians
 Started employee to employee recognition with on-line Certificates of Appreciation utilized regularly by 70% of employee base

DIRECTOR QUALITY (2002 – 2003)

Managed customer service quality team of 6 managers, 9 team leaders, and 300 agents
 Led leadership call calibration sessions that changed culture of “good enough” to “World Class” increasing internal scores by 25%
 Developed and implemented World Class Quality criteria and call flow that resulted in first ever JD Powers Customer Service Award for T-Mobile in 2003

KATHLEEN BOOK, PAGE 2 425 603-0770 ∙ krbook@comcast.net

WALMART.COM BRISBANE, CA 2000 – 2002
EXTERNAL CONSULTANT

 Created quality program that measured courtesy, accuracy, and handle times through service observations for two 900 person outsourced call centers
 Conducted weekly leadership calibration sessions and introduced performance management that resulted in:
o Decreased handle time by 30%
o Increased accuracy from 81% to 94%
o Increased courtesy from 78% to 96%

AMERITECH (FORMALLY MICHIGAN BELL, CURRENTLY SBC) 1988 – 1999
GENERAL MANAGER

Successfully led a call center operation of 350 employees and 20 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 3 M calls per year and generated $30 M in revenues while maintaining quality scores at 98%
 Maintained positive relationship with Communication Workers of America resulting in promotions of 20% of frontline employees to supervisory positions
 Exceeded sales quotas at 110%

SENIOR MANAGER

 Took office of 20 managers and 350 employees from last to second place, meeting and exceeding all objectives first time in center’s history
 Increased calls handled per FTE by 79.5%
 Reduced absence from 20% to 4%
 Reduced average handling time by 2 minutes

INCENTIVE MANAGER

 Designed sales contests, incentive programs for 350 customer service reps that resulted in exceeding sales objectives at 110%

EDUCATION AND PROFESSIONAL AFFILIATIONS
Eastern Michigan University
Featured speaker at 2003 Motivation Show

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