The document is a resume for Dylan McCrone outlining his career experience in the financial services industry, specifically in the payment protection insurance field. Over the past five years, he has held roles as a process specialist, complaint handler, and quality control officer investigating and resolving customer complaints. His current role as a process specialist involves providing expert guidance and support to teams handling complaints to ensure processes and standards are met.
This document provides a summary of Evan James Patrick's experience as a customer service manager with over 19 years of experience. It outlines his contact information, relevant work history at Capital One Financial where he has held various roles in customer service and dispute resolution since 2002, and education including a Bachelor's degree in Management from Patten University expected in 2017. It also lists professional development courses completed at Capital One University and awards received for his work including being named an Associate of the Month twice and winning the Mission Award and ROAR Award for top performance. A reference from a Capital One colleague praises Evan's leadership abilities and success in his current supervisory role.
Learn how to recover with excellence after a service failure. These 5 steps prepare your team for making the most of a customer complaint, building trust and loyalty rather than sowing anger and customer discontent.
Jeannine Kimerer has over 10 years of experience in regulatory compliance and business operations in the insurance and financial services industries. She has a proven track record of developing and implementing compliance programs, policies, and procedures. She also excels at analyzing business activities, investigating issues, and identifying problems and improvements. Kimerer has strong leadership, communication, and problem-solving skills.
This document discusses service recovery and why it is important for businesses. Service recovery is a formal process for addressing customer dissatisfaction and includes taking action to resolve complaints and prevent future issues. It can improve customer loyalty, employee satisfaction, and is good for business outcomes as resolving complaints leads to higher return customer rates. The document recommends forming a service recovery team to identify common service problems, develop standards, and train all employees on how to handle service issues according to a consistent process that respects customers.
Measuring and managing service delivery systemSheila Dingcong
This document summarizes key points from a lecture on total quality management for the hospitality and tourism industry. It discusses the importance of measuring guest experience quality as it occurs to enable recovery from failures. Several methods for monitoring the guest experience are outlined, including process strategies, service standards, managerial observation, and employee observation. The SERVQUAL model for measuring service quality is also summarized. The document concludes by discussing service guarantees and the need to balance obtaining guest feedback with the cost of doing so.
This chapter discusses service blueprinting, process redesign, customer participation, self-service technologies, and dysfunctional customer behavior. Blueprinting maps out customer and employee touchpoints to create efficient operations and satisfied customers. Process redesign aims to reduce failures and cycle times while improving productivity and satisfaction. Customers participate as co-producers, and companies must support their "job." Self-service options are accepted if accessible and easy to use, and companies must address issues like abusive "jaycustomers."
Affida Abdul Wahab has over 13 years of experience leading operations and customer service teams across diverse industries. She is currently the Manager of Patient Services at Prince Court Medical Centre, overseeing a team of 52 that manages patient admissions, billing, and collections. Prior to this role, she held management positions at Prince Court and Citibank focused on improving processes, customer satisfaction, and financial performance. She has a proven track record of enhancing efficiency, reducing costs and risks, and motivating employees through goal setting and performance management.
This document provides a summary of Evan James Patrick's experience as a customer service manager with over 19 years of experience. It outlines his contact information, relevant work history at Capital One Financial where he has held various roles in customer service and dispute resolution since 2002, and education including a Bachelor's degree in Management from Patten University expected in 2017. It also lists professional development courses completed at Capital One University and awards received for his work including being named an Associate of the Month twice and winning the Mission Award and ROAR Award for top performance. A reference from a Capital One colleague praises Evan's leadership abilities and success in his current supervisory role.
Learn how to recover with excellence after a service failure. These 5 steps prepare your team for making the most of a customer complaint, building trust and loyalty rather than sowing anger and customer discontent.
Jeannine Kimerer has over 10 years of experience in regulatory compliance and business operations in the insurance and financial services industries. She has a proven track record of developing and implementing compliance programs, policies, and procedures. She also excels at analyzing business activities, investigating issues, and identifying problems and improvements. Kimerer has strong leadership, communication, and problem-solving skills.
This document discusses service recovery and why it is important for businesses. Service recovery is a formal process for addressing customer dissatisfaction and includes taking action to resolve complaints and prevent future issues. It can improve customer loyalty, employee satisfaction, and is good for business outcomes as resolving complaints leads to higher return customer rates. The document recommends forming a service recovery team to identify common service problems, develop standards, and train all employees on how to handle service issues according to a consistent process that respects customers.
Measuring and managing service delivery systemSheila Dingcong
This document summarizes key points from a lecture on total quality management for the hospitality and tourism industry. It discusses the importance of measuring guest experience quality as it occurs to enable recovery from failures. Several methods for monitoring the guest experience are outlined, including process strategies, service standards, managerial observation, and employee observation. The SERVQUAL model for measuring service quality is also summarized. The document concludes by discussing service guarantees and the need to balance obtaining guest feedback with the cost of doing so.
This chapter discusses service blueprinting, process redesign, customer participation, self-service technologies, and dysfunctional customer behavior. Blueprinting maps out customer and employee touchpoints to create efficient operations and satisfied customers. Process redesign aims to reduce failures and cycle times while improving productivity and satisfaction. Customers participate as co-producers, and companies must support their "job." Self-service options are accepted if accessible and easy to use, and companies must address issues like abusive "jaycustomers."
Affida Abdul Wahab has over 13 years of experience leading operations and customer service teams across diverse industries. She is currently the Manager of Patient Services at Prince Court Medical Centre, overseeing a team of 52 that manages patient admissions, billing, and collections. Prior to this role, she held management positions at Prince Court and Citibank focused on improving processes, customer satisfaction, and financial performance. She has a proven track record of enhancing efficiency, reducing costs and risks, and motivating employees through goal setting and performance management.
Measuring service delivery with a client focused approach - BrightTALK WebcastTOPdesk
Delivering quality is a standard for success within any IT service organization. But how does one measure success? To measure success, IT service organizations often report on KPI's and SLA's, and these reports are usually based on their own performance. One risk of this approach towards measuring and reporting is that clients are no longer the focus, even though the service is intended for them. Reporting should focus on the experience of clients instead.
This presentation focuses on how the IT organization can best acquire a full insight into its own service by combining measuring and reporting with a client-focused approach. (presented by Gökhan Tuna on a BrightTALK Webcast: http://www.brighttalk.com/community/it-service-management/webcast/22224)
Social and Digital Service Excellence - PACE Association Michael Pace
The document discusses the importance of social and digital customer service excellence. It provides a 5 step approach to developing superior social customer service: 1) get involved in social media and online communities, 2) understand your business strategy, 3) listen to customers, 4) engage in conversations with customers, and 5) capture customer information and metrics. It also covers objectives and metrics to track, considerations for hiring social customer service agents, and potential questions from the audience.
Servicerecovery 130718021902-phpapp01 (1)Farhad Ahmed
This document discusses achieving service recovery and obtaining customer feedback. It covers understanding customer complaining behavior, designing effective service recovery strategies, and creating systems to learn from customer feedback. The key points are:
1) Effective service recovery involves understanding why and how customers complain, resolving complaints to achieve fairness and satisfaction, and learning from the recovery experience.
2) Components of an effective service recovery system include identifying complaints, resolving them effectively, and conducting research to learn from the experience and improve satisfaction.
3) Customer feedback systems aim to assess service quality, drive improvements through customer-oriented learning, and create a customer-focused culture. They use tools like surveys, focus groups, and complaint analysis.
This document summarizes the candidate's work experience and qualifications. He has over 6 years of experience in customer service, operations, and quality assurance roles in the insurance industry. His previous roles include senior quality analyst at Ernst & Young, where he performed quality measurements and identified process improvements. He also worked as a customer service and operations associate at ICICI Prudential Life Insurance, where he handled underwriting, claims processing, and customer grievances. The candidate holds an MBA and postgraduate certificate in project management, and has experience with SQL, MS Office, and insurance applications.
Medical call centers effectively reflect the brand attributes of the medical center through each interaction with a caller. In this white paper, we review the critical success factors for maintaining a highly successful contact center, ensuring each interaction enchants callers to schedule appointments, participate in fund raising events and refer patients.
Webinar slide deck which covers the ways to improve your staff training at the front desk of your clinic. The focus of this training is on how to better prepare your staff to have a conversation with your patient around financial responsibility.
This chapter discusses involving guests in the co-creation of value during their hospitality experience. It describes how guests can take on various roles like consultants providing feedback, marketers spreading word-of-mouth, and co-producers assisting in service delivery. Co-production can benefit the organization by reducing costs and improving employee utilization, while benefiting guests by decreasing service failures and wait times. However, co-production also carries risks like legal issues if guests aren't properly trained. The chapter outlines strategies for determining when and how much guest participation makes sense.
Services Marketing - Service Encounter Failure & RecoveryHimansu S Mahapatra
Services Marketing
CHAPTER – 5
Service Encounters, Service Failure and Recovery
Service Recovery Strategies
Most companies have to learn the importance of excellent service recovery for disappointed customers and practice them.
This in reality is a combination of several different strategies that need to work together, as given below in the presentation
The Ascent Group conducted research in the spring of 2010 to better understand how different companies and industries are measuring and tracking First Call Resolution. This is our sixth study of first call resolution.
We asked companies to share measurement strategies and experiences to identify the practices that lead to higher first call resolution and ultimately to higher customer satisfaction.
The document discusses effective complaints handling processes and the importance of taking a holistic, 360-degree approach. It notes that the FCA has challenged firms for failing to properly handle customer complaints, which can be a sign of wider issues. An effective complaints process includes consistently capturing, categorizing, and conducting root cause analyses of complaints, while also ensuring senior management is aware of issues and takes appropriate action. Firms should aim to reduce the underlying reasons for complaints rather than just focusing on complaints processes.
This document discusses service focus and encounters. It defines four types of service focuses: 1) service focused, 2) market focused, 3) service and market focused, and 4) unfocused. It also discusses how unfocused service operations can achieve benefits of focus through business focus and operational focus. Service encounters are defined as moments of truth where customers interact with the service. Characteristics, types, and variables complicating encounters are described. Four elements of service encounters - customer, service provider, delivery system, and physical evidence - are outlined. Scripts are discussed as outlines for expected customer experiences. Functions and problems of scripting are also summarized.
James Wheeler is seeking a supervisory role utilizing his experience in customer service, administrative duties, and clerical work. He has a background in data entry, cost estimation, training and development, and working in call centers. Notable experiences include working as a financial aid program coordinator at Montana State University where he placed loans and aided students, and as an RE loan assistant at Stockman Bank where he audited paperwork and evaluated issues. Wheeler aims to help colleagues and follows a positive, professional approach. He provides references able to speak to his qualifications.
Elizabeth Fernandes is a professional with over 10 years of experience in business operations and client servicing. She has expertise in transfer agency operations, managing teams, and process management. Her technical skills include experience with various industry tools like ICON, EXP AG, and Microsoft Office. She holds an MBA in HR and B.Sc in Biotechnology and is seeking new opportunities.
Customers complain for several reasons: to receive compensation, release anger, or improve service. However, most unhappy customers do not complain. Those in higher socioeconomic levels are more likely to complain. Customers usually complain where the service took place and expect fair treatment and compensation when making a complaint. Handling complaints properly involves acting quickly, acknowledging customers' feelings, not arguing, proposing solutions, considering compensation, and regaining goodwill.
Abhishek Sharma is seeking a middle level position in investment banking, custodian banking, or retail banking operations. He has 8 years of experience in financial services and is currently a team lead at Genpact working with TD Bank. He has expertise in process operations, quality management, and client relationship management. Previously, he worked for 4 years at The Bank of New York Mellon as a senior specialist handling mandatory corporate actions.
Berry Moore is an experienced healthcare and prescription benefit management professional seeking a new opportunity. He has over 20 years of experience in roles such as Benefit Analyst, Testing Analyst, Client Benefits Analyst, and Customer Service Representative. His experience includes analyzing benefit plans, testing claims processing, and responding to customer inquiries. He is proficient in prioritizing tasks, working in a fast-paced environment, and has strong communication skills.
Customer Service and Sales Solutions Overview - OSU guest lectureMartha Frye
Nationwide's goal is to provide excellent customer service and put members first. The presentation discusses Nationwide's customer service and sales organizational structure and operations, including its workforce management processes and the nature of work across different service lines. It identifies key areas for improvement like empowering customers with self-service options, routing calls to associates with customer information, and resolving issues in one call. Nationwide is also transforming its quality evaluation process to better align with customer experience.
Average call duration (ACD) is an easy benchmark to understand and an insightful metric to track. Whether it's tracked for a small group of Level 2 engineers or for a contact center of several hundred agents, this metric can provide insight into the efficiency of a support/service team.
ACD tracks the length of time a customer is on the phone. It's usually measured in minutes and is exclusive of any pre-call preparation or post-call documentation, typically referred to as "wrap." By measuring the duration of the call, organizations hope to find ways in which to improve the efficiency of the service they provide, thereby controlling costs and increasing customer satisfaction.
How do companies improve their first call resolution? New research by The Ascent Group shares first call resolution best practices and measurement techniques.
The candidate has over 18 years of experience in revenue cycle services and management. She currently works as a Revenue Cycle Service Analyst and is seeking new opportunities. Her experience includes managing patient service contact centers and denial management teams. She has strong skills in provider relations, training, compliance, and project management.
Vivek Sharma has over 15 years of experience in customer service and operations management roles. He has a proven track record of exceeding targets and leading teams. Currently, he is self-employed working with various banks as a mortgage loan agent. Previously, he held several managerial positions managing teams, processes, budgets and client relationships.
Mike Blogg is a 26-year-old underwriter who currently works for Countrywide Legal Indemnities assessing insurance risks. He enjoys his job where he analyzes new inquiries, researches risks, and makes informed decisions about providing coverage. Mike has previously worked in annuity new business and has trained new employees. He is involved in various initiatives to improve processes and systems.
Measuring service delivery with a client focused approach - BrightTALK WebcastTOPdesk
Delivering quality is a standard for success within any IT service organization. But how does one measure success? To measure success, IT service organizations often report on KPI's and SLA's, and these reports are usually based on their own performance. One risk of this approach towards measuring and reporting is that clients are no longer the focus, even though the service is intended for them. Reporting should focus on the experience of clients instead.
This presentation focuses on how the IT organization can best acquire a full insight into its own service by combining measuring and reporting with a client-focused approach. (presented by Gökhan Tuna on a BrightTALK Webcast: http://www.brighttalk.com/community/it-service-management/webcast/22224)
Social and Digital Service Excellence - PACE Association Michael Pace
The document discusses the importance of social and digital customer service excellence. It provides a 5 step approach to developing superior social customer service: 1) get involved in social media and online communities, 2) understand your business strategy, 3) listen to customers, 4) engage in conversations with customers, and 5) capture customer information and metrics. It also covers objectives and metrics to track, considerations for hiring social customer service agents, and potential questions from the audience.
Servicerecovery 130718021902-phpapp01 (1)Farhad Ahmed
This document discusses achieving service recovery and obtaining customer feedback. It covers understanding customer complaining behavior, designing effective service recovery strategies, and creating systems to learn from customer feedback. The key points are:
1) Effective service recovery involves understanding why and how customers complain, resolving complaints to achieve fairness and satisfaction, and learning from the recovery experience.
2) Components of an effective service recovery system include identifying complaints, resolving them effectively, and conducting research to learn from the experience and improve satisfaction.
3) Customer feedback systems aim to assess service quality, drive improvements through customer-oriented learning, and create a customer-focused culture. They use tools like surveys, focus groups, and complaint analysis.
This document summarizes the candidate's work experience and qualifications. He has over 6 years of experience in customer service, operations, and quality assurance roles in the insurance industry. His previous roles include senior quality analyst at Ernst & Young, where he performed quality measurements and identified process improvements. He also worked as a customer service and operations associate at ICICI Prudential Life Insurance, where he handled underwriting, claims processing, and customer grievances. The candidate holds an MBA and postgraduate certificate in project management, and has experience with SQL, MS Office, and insurance applications.
Medical call centers effectively reflect the brand attributes of the medical center through each interaction with a caller. In this white paper, we review the critical success factors for maintaining a highly successful contact center, ensuring each interaction enchants callers to schedule appointments, participate in fund raising events and refer patients.
Webinar slide deck which covers the ways to improve your staff training at the front desk of your clinic. The focus of this training is on how to better prepare your staff to have a conversation with your patient around financial responsibility.
This chapter discusses involving guests in the co-creation of value during their hospitality experience. It describes how guests can take on various roles like consultants providing feedback, marketers spreading word-of-mouth, and co-producers assisting in service delivery. Co-production can benefit the organization by reducing costs and improving employee utilization, while benefiting guests by decreasing service failures and wait times. However, co-production also carries risks like legal issues if guests aren't properly trained. The chapter outlines strategies for determining when and how much guest participation makes sense.
Services Marketing - Service Encounter Failure & RecoveryHimansu S Mahapatra
Services Marketing
CHAPTER – 5
Service Encounters, Service Failure and Recovery
Service Recovery Strategies
Most companies have to learn the importance of excellent service recovery for disappointed customers and practice them.
This in reality is a combination of several different strategies that need to work together, as given below in the presentation
The Ascent Group conducted research in the spring of 2010 to better understand how different companies and industries are measuring and tracking First Call Resolution. This is our sixth study of first call resolution.
We asked companies to share measurement strategies and experiences to identify the practices that lead to higher first call resolution and ultimately to higher customer satisfaction.
The document discusses effective complaints handling processes and the importance of taking a holistic, 360-degree approach. It notes that the FCA has challenged firms for failing to properly handle customer complaints, which can be a sign of wider issues. An effective complaints process includes consistently capturing, categorizing, and conducting root cause analyses of complaints, while also ensuring senior management is aware of issues and takes appropriate action. Firms should aim to reduce the underlying reasons for complaints rather than just focusing on complaints processes.
This document discusses service focus and encounters. It defines four types of service focuses: 1) service focused, 2) market focused, 3) service and market focused, and 4) unfocused. It also discusses how unfocused service operations can achieve benefits of focus through business focus and operational focus. Service encounters are defined as moments of truth where customers interact with the service. Characteristics, types, and variables complicating encounters are described. Four elements of service encounters - customer, service provider, delivery system, and physical evidence - are outlined. Scripts are discussed as outlines for expected customer experiences. Functions and problems of scripting are also summarized.
James Wheeler is seeking a supervisory role utilizing his experience in customer service, administrative duties, and clerical work. He has a background in data entry, cost estimation, training and development, and working in call centers. Notable experiences include working as a financial aid program coordinator at Montana State University where he placed loans and aided students, and as an RE loan assistant at Stockman Bank where he audited paperwork and evaluated issues. Wheeler aims to help colleagues and follows a positive, professional approach. He provides references able to speak to his qualifications.
Elizabeth Fernandes is a professional with over 10 years of experience in business operations and client servicing. She has expertise in transfer agency operations, managing teams, and process management. Her technical skills include experience with various industry tools like ICON, EXP AG, and Microsoft Office. She holds an MBA in HR and B.Sc in Biotechnology and is seeking new opportunities.
Customers complain for several reasons: to receive compensation, release anger, or improve service. However, most unhappy customers do not complain. Those in higher socioeconomic levels are more likely to complain. Customers usually complain where the service took place and expect fair treatment and compensation when making a complaint. Handling complaints properly involves acting quickly, acknowledging customers' feelings, not arguing, proposing solutions, considering compensation, and regaining goodwill.
Abhishek Sharma is seeking a middle level position in investment banking, custodian banking, or retail banking operations. He has 8 years of experience in financial services and is currently a team lead at Genpact working with TD Bank. He has expertise in process operations, quality management, and client relationship management. Previously, he worked for 4 years at The Bank of New York Mellon as a senior specialist handling mandatory corporate actions.
Berry Moore is an experienced healthcare and prescription benefit management professional seeking a new opportunity. He has over 20 years of experience in roles such as Benefit Analyst, Testing Analyst, Client Benefits Analyst, and Customer Service Representative. His experience includes analyzing benefit plans, testing claims processing, and responding to customer inquiries. He is proficient in prioritizing tasks, working in a fast-paced environment, and has strong communication skills.
Customer Service and Sales Solutions Overview - OSU guest lectureMartha Frye
Nationwide's goal is to provide excellent customer service and put members first. The presentation discusses Nationwide's customer service and sales organizational structure and operations, including its workforce management processes and the nature of work across different service lines. It identifies key areas for improvement like empowering customers with self-service options, routing calls to associates with customer information, and resolving issues in one call. Nationwide is also transforming its quality evaluation process to better align with customer experience.
Average call duration (ACD) is an easy benchmark to understand and an insightful metric to track. Whether it's tracked for a small group of Level 2 engineers or for a contact center of several hundred agents, this metric can provide insight into the efficiency of a support/service team.
ACD tracks the length of time a customer is on the phone. It's usually measured in minutes and is exclusive of any pre-call preparation or post-call documentation, typically referred to as "wrap." By measuring the duration of the call, organizations hope to find ways in which to improve the efficiency of the service they provide, thereby controlling costs and increasing customer satisfaction.
How do companies improve their first call resolution? New research by The Ascent Group shares first call resolution best practices and measurement techniques.
The candidate has over 18 years of experience in revenue cycle services and management. She currently works as a Revenue Cycle Service Analyst and is seeking new opportunities. Her experience includes managing patient service contact centers and denial management teams. She has strong skills in provider relations, training, compliance, and project management.
Vivek Sharma has over 15 years of experience in customer service and operations management roles. He has a proven track record of exceeding targets and leading teams. Currently, he is self-employed working with various banks as a mortgage loan agent. Previously, he held several managerial positions managing teams, processes, budgets and client relationships.
Mike Blogg is a 26-year-old underwriter who currently works for Countrywide Legal Indemnities assessing insurance risks. He enjoys his job where he analyzes new inquiries, researches risks, and makes informed decisions about providing coverage. Mike has previously worked in annuity new business and has trained new employees. He is involved in various initiatives to improve processes and systems.
Wendy Fine is seeking a position that utilizes her strong organizational, communication, and leadership skills. She has over 15 years of experience in the insurance industry, holding roles such as Pricing Analyst/Underwriter, Administrative Assistant, Customer Service Representative, Claims Adjuster, and Licensing Analyst. She has a bachelor's degree in Risk Management and Insurance from Georgia State University and holds several insurance licenses.
Cindy Charter has over 15 years of experience in operations management, customer service, and project management. She currently works as an Operations Manager for First Canada, where her responsibilities include managing employees, scheduling, and ensuring compliance with safety and operational requirements. Previously, she held roles such as Work Force Logistics Coordinator at Fluor Canada and Customer Service Representative at RBC. Cindy has a background in hospitality, retail, and call center operations management. She lists proficiency with Microsoft Office applications and claims strengths in areas like personnel development, process improvement, and relationship management.
This document is a resume for James A. Clough IV. It summarizes his qualifications which include over 12 years of call center and customer service leadership experience. He is experienced in implementing strategies for continuous improvement and operational efficiencies. His professional experience includes industries such as medical, training, and customer service. He holds education from Collin County Community College and Cisco Junior College. His most recent and relevant experience includes leading call center operations at UnitedHealth Group/Optum from 2011 to present and various roles at CitiFinancial/One Main Financial from 2009 to 2011 and Experian Credit Bureau from 2006 to 2008.
This resume summarizes Deborah Loftis' experience in the insurance industry spanning over 28 years, including various leadership positions such as lead, supervisor, senior account manager, and project manager. She has expertise in commercial lines of business, workers' compensation, policy administration, and project management. Her experience also includes proficiency with Microsoft applications and expertise in insurance rating, underwriting, and claims.
Marci Hess is seeking a career-oriented position utilizing her education and experience in health information management, medical coding, and customer service. She has over 15 years of experience in roles such as HIM auditor, release of information specialist, receptionist, and office administrator. Her skills include medical terminology, records management, data entry, training, and excellent customer service abilities.
Crystal Norris-McClure is an experienced administrative support professional with skills in customer service, claims processing, human resources, and banking/finance. She has held positions providing administrative, secretarial, and reception services, as well as registering patients, processing insurance claims and precertifications, and supervising staff. Norris-McClure has a dual bachelor's degree in marketing/sales promotion and business administration from Franklin University and pursued an MBA with a concentration in project management at Ohio Dominican University.
BHEBS P. SABLAON has over 10 years of experience in service delivery and customer support roles in the insurance and healthcare industries. He is currently an Assistant Manager at EXL Service Philippines, Inc., where he leads a team, implements process improvements, and ensures quality and productivity standards are met. Previously, he has held roles as a Subject Matter Expert and Customer Experience Specialist. BHEBS P. SABLAON has a Bachelor's degree in Electronics and Communications Engineering and has attended various trainings in areas such as communication, coaching, and Lean principles.
How Payroll Bureaus Contribute to Employee Satisfaction and Retention.pdfJohnCena162625
In today's competitive business market, maintaining top people is critical to an organization's long-term success. Employee satisfaction is critical to retention, and one often ignored issue is the quickness and accuracy of payroll processing. Payroll bureaus, with their specialized experience and innovative software solutions, play an important role in keeping employees satisfied and motivated to stay with their employers. This blog delves into the complexities of how payroll bureaus improve employee satisfaction and retention.
The document provides Joanne Moynihan's work experience and responsibilities spanning from 1989 to present. She has held roles such as Senior Analyst, Specialist, Assistant, Staff Consultant, and Representative focused on customer service, sales support, business operations, and administrative support. The roles demonstrate her experience managing customer complaints, vendor relationships, projects, processes, and teams across multiple employers including Verizon, American Funds, and directory assistance.
Esther North is a talented claims adjuster with strong communication, time management, and customer service skills. She has over 10 years of experience in claims adjusting and customer service roles. She is currently an auto claims adjuster at Chubb Group of Insurance Companies where she effectively manages claims files and evaluates coverage issues.
Julie Ann D. Delos Santos is seeking a job that allows her to utilize her skills and broaden her knowledge. She has 2 years of experience in human resources, administration, and customer service. She is detail-oriented, a team player, and has strong communication and problem-solving skills. Her professional experience includes roles in customer service and recruitment at BDO Unibank and Toyota, where she assisted with tasks like processing transactions, interviewing candidates, and onboarding new hires. She holds a bachelor's degree in psychology.
Alison Daniels has over 10 years of experience in human resources and recruitment roles in the public sector. She is currently a Learning Logistics Officer where she updates training modules, coordinates training, and prepares reports. Previously she was a Recruitment Officer and Assistant where she managed recruitment processes using a database system. She also has experience as a Right to Information Officer and Team Leader. Her achievements include smoothly transitioning to new roles, identifying areas for improvement, and receiving positive feedback for her work. She is seeking to continue her career in human resources.
Sue Mancino has over 10 years of experience in analysis, forecasting, and managing teams in production and call center environments. She currently works as a Traffic Administrator for American Honda Motor Co, where she is responsible for vehicle allocation, inventory management, and maintaining relationships between dealers and management. Previously she held several managerial roles at Hartford Life Group Benefits, where she oversaw teams, identified process improvements, and ensured quality customer service.
The document is a resume for Mohammed Khalid Irfan. It summarizes his objective to obtain a position utilizing his skills and experience. It then outlines his extensive experience over 15 years in banking, finance, insurance, customer service, operations and administration. It provides details of his roles and responsibilities in various positions at Standard Chartered Bank, Dell International Services, Oman Insurance Company, The Royal Bank of Scotland, and GE Money. It concludes with his academic qualifications in business administration and computers, as well as his technical skills and personal details.
Veronica Garcia has over 10 years of experience in customer service roles at Aetna and JPMorgan Chase. She currently works as a Senior Health Concierge at Aetna, where she researches member information and resolves escalated inquiries. Previously she held several supervisory roles at JPMorgan Chase, managing teams of telephone bankers and assisting customers. She also owns her own bakery business, Veronica's Cakery.
Danny Haddad is seeking a challenging career where he can utilize his skills, innovative thinking, education, and extensive experience in finance and business operations management. He has over 15 years of experience in roles of increasing responsibility at major banks like Bank of America and Countrywide Home Loans, where he excelled as an underwriter, manager, and business operations leader. Haddad aims to contribute his strong work ethic, problem-solving abilities, and dedication to growth and excellence.
Danny Haddad is seeking a challenging career where he can utilize his skills, innovative thinking, education, and extensive experience in finance and business operations management. He has over 15 years of experience in roles of increasing responsibility at major banks like Bank of America and Countrywide Home Loans, where he excelled as an underwriter, manager, and business operations leader. Haddad aims to contribute his strong work ethic, problem-solving abilities, and dedication to growth and excellence.
T-Lessons_from_the_Trenches-_quality_digest_articleDerrell James
The document discusses six lessons that smaller companies can apply when using Lean and Six Sigma approaches to transform their business:
1. Understand your true business by analyzing customer values and processes rather than just products/services.
2. Identify friction points between staff and customers through social mapping and interviews.
3. Identify all types of waste, including in customer/supplier relationships.
4. Ensure employees understand how to think and act for customer success through tailored work instructions and reviews.
5. Use balanced metrics that drive the right behaviors to reduce variation and friction points.
6. Continuously improve processes and workforce maturity rather than claiming perfection.
1. Dylan McCrone
mccroned@hotmail.co.uk
07926673963
Having worked within the financial services industry for the past five years I have extensive experience in the payment
protection insurance field. Most recently I have worked as a process specialist and previously as a complaint handler/quality
control officer, investigating and redressing cases of varying complexity, ensuring they have been completed to a high
standard.
CAREER TO DATE
Process Specialist
CLYDESALE BANK – November 2016 to Present
This new role was created by the bank to provide expert support to individual employees and teams who address customer
complaints. As part of this expert role, I’ve been providing specialist support and guidance on investigations processes. More
specifically, I have worked collaboratively with team members and team leaders to ensure time and quality expectations are
met and ensure the focus on customer outcomes is always a priority.
A large part of my role focuses on active floor support for complaint handlers, providing query resolutions, and ensuring the
correct implementation of the newly-introduced process maps and procedures. An important part of the support I provide
includes working alongside team leaders and other stakeholders such as outcome testers and management/enterprise
assurance to align best practice guidance and ensure a clear and unified message is delivered to those working on the floor,
helping team leaders improve quality and consistency amongst staff.
I’ve also worked closely with the design teams, providing guidance on the writing and updating procedures/process maps.
Once these improvements had been approved by the relevant management within the operation, I’d provide further support
by designing briefing packs, highlighting changes to the wider business.
Other examples of improving and influencing processes include analysing outcome testing and management/enterprise
assurance fails and prescribing resolutions. If deciding that a case was a fail and there was a possible detriment to the
customer, I would liaise with operations to determine where failings had occurred. If I deem that the case should not be
failed and is suitable for an appeal, a case would then be built to explain the decision and presented to management.
In addition to providing further ad-hoc support to the wider business using centralised inboxes to capture generic queries, I
have also guided our third-party sites in developing and aligning their procedures with ours through conference calls,
meetings and workshops, to drive consistency between the various branches of our operation.
Another key aspect of my role has been attending case clinics; regular meetings with operational managers, policy teams
and other process specialists. These daily forums provide an opportunity for case handlers from across the business to
escalate more complex queries and receive on-the-spot resolutions. Once the forum has resolved the case, learnings and
process ‘gaps’ are identified, for which I then take ownership, liaising with relevant teams to communicate these resolutions
and provide further support where necessary.
Complaint Handler
CLYDESDALE BANK - October 2013 to October 2016
My main responsibility was the timely and accurate investigation of customer PPI complaints, reviewing complaint
correspondence and determining the main aspects of each complaint including liaising with the relevant team if any missing
information was identified.
Once all appropriate information had been gathered I would then have decided based on the information in the file, from
customer testimony and from other relevant data such as specific product details and the historic process of selling and
marketing. This was always conducted in adherence to company policies and procedures, with deviations noted and raised
accordingly in order to better inform future processes and to highlight potential issues that may have had to be proactively
and retrospectively addressed. Another integral part of my role was contacting customers both in writing and over the phone,
in order to obtain relevant testimony to build an accurate account of the complaint and in order to allow me to come to a fair
and informed decision.
In instances where there was vague or conflicting evidence present, I would have based the decision on the individual
circumstances of the complaint, factoring in the impact on the customer, the relevant company policies, and the overall
plausibility of the evidence. I would also have calculated the degree of redress due to the customer, based on the complete
file and factoring in any mitigating circumstances, such as missed payments, insurance claims made, or debt arrangements
that might have been in place. Once this calculation was made, I was then responsible for relaying the decision to the
customer with response letters, tailored to the specifics of the complaint and in line with current company guidelines.
2. In May 2015 as a part of an interdepartmental initiative and in recognition of my consistency and accuracy, I was seconded
to our quality control team for six months. The main aspect of that role was assessing the accuracy and compliance of files
passed to the team and sharing my findings with the file's complaint handler in a clear and constructive manner. This
primarily involved reiterating best practice and company policy with the individual concerned and coaching them through
their individual challenges.
I also took this opportunity to highlight with team leaders, any recurrent or common errors in files as part of the quality
control process, either with individuals or department-wide. These, along with more specific concerns, were often addressed
with an updated training policy that would be utilised to improve quality amongst staff, both new and existing, whilst always
ensuring that the process resulted in a fair outcome for the customer.
Following success in this role in which I was recognised for my skill and process knowledge, I was seconded to a coaching
position, working alongside new members of the team, helping them transition into their new role from other areas in the
business. This involved in-depth floor support, working one-on-one to facilitate successful accreditation in their new job.
Customer Associate
CLYDESDALE BANK - August 2011 to October 2013
During this time, I worked within the PPI team, progressing through three different roles. Initially, I worked within the
administration team, logging all incoming complaints, inputting details onto our systems, ensuring all relevant data was
captured accurately for subsequent teams to utilise. I also dealt with customer queries relating to ongoing complaints, both in
writing and over the phone. I would aim to resolve any issues in a clear and concise and timely manner for our customers,
ensuring a high quality of service.
I also worked within the data-gathering team to prepare files for our complaint handlers, collating all necessary data from our
systems to ensure that they receive a workable and comprehensive file to ensure the outcome for the customer was fair and
correct. If any issues were identified, I would correct these upon request alongside any ad-hoc requests that were deemed
necessary by complaint handlers. All throughout I ensured that my files were of a high standard and compliant to our
processes and policies to maintain good quality rates.
Finally, I worked within the payments team to process and deliver redress payments to our customers upon resolution of
their complaints. This required a high level of concentration to ensure no errors were made which could potentially impact
both the customer and the business, through loss of money due to incorrect inputs or poor customer service.
SKILL SET
• Strong-minded & decisive; uses initiative to develop effective solutions to problems
• Uses initiative; self-sufficient
• Active and dynamic approach to work, and gets results
• Highly attentive to detail; assures quality of work and demonstrates accuracy
• Excellent planning, time management and organisational capabilities
• Remains calm in face of challenge; thrives under pressure
• Seeks and finds outcomes to tasks, through both individual and team work; target-driven and results-orientated
• Identifies and develops opportunities; innovates and shares best practice
• An excellent collaborator and communicator, with great inter-personal skills leadership and high integrity
EDUCATION
TRINITY HIGH SCHOOL - Renfrew 2004 to 2010
Higher English – A
Higher Human Biology - A
Higher Computing - B
Higher Modern Studies - B
Higher Chemistry - C
Intermediate 2 Maths - A