Talented in teambuilding and customer service. Experienced in staff oversight and multi-departmental coordination. Skilled in risk management, security, organizational planning, corporate safety, and change agent duties. Exceptional written & oral communication skills. Proficient in Microsoft Office suite. Ability to explore data using a variety of visualization, analytical, and statistical techniques.
Driving Engagement: The Link Between Staff Buy-in and Quality CareCornerstone OnDemand
Employee engagement is good for both the employee as well as the organization; when employees are happy, they’re more productive, and the institution delivers higher levels of patient care while keeping overall costs down. As they say, it’s a win-win. Just 44% of healthcare workers are engaged (HBR) and engagement was the top variable for mortality rates (Forbes). What might be a good solution to boost engagement?
The crux of this issue is that employee engagement is 'over' defined. Search for the term on Google and you will get a myriad of definitions that lead to confusion about what you’re trying to solve and how to solve it. In this webinar, we will address the history of employee engagement, where the confusion lies, and implications for the clinical staff relevant to competency and patient outcomes. We will also propose some areas for immediate focus to get ahead of this issue.
In a similar format to Part 1 of this series, the webinar will address a strategic view of employee engagement, while attendees will receive an eBook describing some practical steps to increase overall employee engagement. Click here to access previous sessions:
Our presenters for Part 1 will be Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services and Lynn Howe, Regional Sales Manager for Cornerstone on Demand. Dr. Tonkin has over 25 years of experience in human resources challenges and focuses on the Healthcare sector for Cornerstone. Howe, RN, MS, CEN, and CCRN is a Registered Nurse, former Director of Education with 30 years of clinical experience, holds a graduate degree in Human Resource Management and is currently a regional sales manager in the healthcare vertical.
Business Analyst with 5+ years’ experience in performing a combination of Financial, Inventory, and Performance Audits and analysis. 3+ years Human Resource Management experience. 4+ years’ office management experience, forecasting, interpreting and analyzing business data, and financial data. 5+ years of experience in customer service, and 4+ years of Operations Management experience.
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Talented in teambuilding and customer service. Experienced in staff oversight and multi-departmental coordination. Skilled in risk management, security, organizational planning, corporate safety, and change agent duties. Exceptional written & oral communication skills. Proficient in Microsoft Office suite. Ability to explore data using a variety of visualization, analytical, and statistical techniques.
Driving Engagement: The Link Between Staff Buy-in and Quality CareCornerstone OnDemand
Employee engagement is good for both the employee as well as the organization; when employees are happy, they’re more productive, and the institution delivers higher levels of patient care while keeping overall costs down. As they say, it’s a win-win. Just 44% of healthcare workers are engaged (HBR) and engagement was the top variable for mortality rates (Forbes). What might be a good solution to boost engagement?
The crux of this issue is that employee engagement is 'over' defined. Search for the term on Google and you will get a myriad of definitions that lead to confusion about what you’re trying to solve and how to solve it. In this webinar, we will address the history of employee engagement, where the confusion lies, and implications for the clinical staff relevant to competency and patient outcomes. We will also propose some areas for immediate focus to get ahead of this issue.
In a similar format to Part 1 of this series, the webinar will address a strategic view of employee engagement, while attendees will receive an eBook describing some practical steps to increase overall employee engagement. Click here to access previous sessions:
Our presenters for Part 1 will be Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services and Lynn Howe, Regional Sales Manager for Cornerstone on Demand. Dr. Tonkin has over 25 years of experience in human resources challenges and focuses on the Healthcare sector for Cornerstone. Howe, RN, MS, CEN, and CCRN is a Registered Nurse, former Director of Education with 30 years of clinical experience, holds a graduate degree in Human Resource Management and is currently a regional sales manager in the healthcare vertical.
Business Analyst with 5+ years’ experience in performing a combination of Financial, Inventory, and Performance Audits and analysis. 3+ years Human Resource Management experience. 4+ years’ office management experience, forecasting, interpreting and analyzing business data, and financial data. 5+ years of experience in customer service, and 4+ years of Operations Management experience.
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Career Driven and always ready for a challenge. Dedicated to continuous growth and education. Creates and delivers a stimulating, enriching and productive environment to compete and remain cost efficient.
1. Rebecca Dzhurinskiy
32 Uxbridge Street
(954) 937-1355 Staten Island, NY 10314 rebeccadzh23@gmail.com
PROFESSIONAL SUMMARY
Extrodinarily strong eye for detail, and committed to maintaining compliance issues. Fascinated with all aspects of
financial investigation to prevent fraud, money-laundering, and identify theft activities. Successful at reducing company
costs by utilizing results-focused problem solving techniques. Dedicated professional with superior oral and written
communication skills. Self motivated with the ability to excel in a fast paced environment. Detail oriented, decisive,
research proficient, and appreciates challenges. Will enhance the company’s overall strategic plan.
SKILLS
High energy
Goal-oriented
Organized
EXPERIENCE
Supervisor, TD Bank, Boca Raton, Florida January 2013 – June 2016
Managed overall daily operations and accountable for reviewing the reliability of new account openings
Consistently led team to satisfactory audits, and increased overall store score from 74% to 91%
Reviewed transactions for KYC, CTR, monetary recoveries and large deposit reports
Assisted in minimizing loss by researching to prevent fraud and training team
Investigated and resolved customer inquiries and complaints in an empathetic manner
Assumed ownership over team productivity and managed work flow to exceed quality service goals
Responsible for all team members’ completion of training
Consistently provided “WOW!” Customer service and increased customer service scores though daily
huddles, reports, and coaching’s
Devised and published metrics to measure store’s success in delivering world class customer service
Developed highly empathetic client relationships and earned a reputation for exceeding service standard goals
Executive Team Leader, Target Corporation, Lauderhill, Florida May 2011 - December 2012
Prepared for in-store audits by implementing new policies in cash office and on sales floor
Investigated volume fluctuations by observing audit findings and improving processes
Captained the quality assurance assessment process which resulted in a green corporate visit for overall store
Decreased shortages in store by 4% through new back stocking procedures as well as having new security
system in place (internal and external theft)
Maintained budget controls for 2 departments through partnering with asset protection and surprise audits
Trained 30 cashiers and guest service team members in program which is still used today
Identified individual development needs with appropriate training
Selected as district top performer in 2 quarters within 1 year
Supervised 6 team leaders and 50 team members, encompassing 3 departments within a $43 million sales
volume
Ranked number 1 in district in increased (Red Card) credit card conversion by EOY 2011
EDUCATION
Florida Gulf Coast University, Bachelor of Business Administration, Fort Myers, Florida
Major: Business Management Human Resources, May 2011
VOLUNTEER SERVICE
Wee Waggin’ Rescue, rescued dogs off the street, provided assistance at the shelters and fostered them in my
home until a home became available
Partnered with Meals for Minds by providing food and basic daily necessities for undernourished children
Assisted in transforming school libraries with Library Makeover
Analytical
Meticulous
Process improvement specialist