Amy Halliday has over 15 years of experience in change management, project management, and strategic communications. She has a track record of increasing employee engagement through effective communication strategies and cultural initiatives. Her background includes managing change efforts, analyzing metrics, improving processes, and implementing organizational changes.

1. AMY HALLIDAY
hallidayamy@gmail.com
SUMMARY
A customer focused change management professional with proven effectiveness in increasing employee engage-
ment. Background includes project management, change management, cultural enhancement, metric analysis,
process improvement, user acceptance testing, training, and new product implementation. Excel at analysis, tal-
ent management, mentoring and coaching staff. Reputation maintained for implementation, resolving conflicts,
and organization. Prioritizes and adapts to rapidly changing business environments. Managed Change TM and
Prosci Certified.
PROFESSIONAL EXPERIENCE
HEALTH CARE SERVICE CORPORATION, Chicago, IL January 2001 - October 2009
The largest customer-owned health insurer in the US and fourth largest overall. Operates through its Blue Cross
and Blue Shield plans in Illinois, New Mexico, Oklahoma, and Texas.
Manager, Internal Operations Strategic Communications, (June 2008 - October 2009)
Created all strategic internal and external communication needs for the Executive Vice President of Internal Op-
erations and Chief of Staff, event planning for 600 plus managers and officers as well as directed all employee
engagement efforts for 12,000 internal operation’s employees.
•Reduced head count and budget by streamlining processes during a department integration and consolidation
while maintaining a high morale and productivity among the team.
•Saved Internal Operations $30,000 by integrating three divisions’ employee recognition programs and celebra-
tions into one aligned program on the front end of a massive organizational change and culture shift.
•Lead and coached 25 individuals to exceed the desired business initiatives in conjunction with their career de-
velopment goals.
•Conducted readiness and impact assessments for organizational change initiatives which were incorporated into
comprehensive change plans.
•Strengthened the departments Change Management processes by incorporating pieces of LaMarsh and Prosci’s
methodologies.
•Coached, reviewed and edited team member’s communication deliverables for consistent and proper messag-
ing.
•Set annual divisional contingent compensation goals for our employee engagement scorecard after a thorough
analysis of current and historical employee feedback survey results. Developed and implemented programs and
tool kits to help Internal Operation’s Managers meet these goals.
•Oversaw the planning and coordination of our annual Manager and Officer Meetings which consisted of over
600 attendees. Assist in planning the agenda, developing the content and presentations, arranging the speakers
and entertainment as well as preparing the on-site requirements.
•Assisted the Executive Vice President (EVP) of Internal Operations and Financial Services’ Chief of Staff with
staff meeting agendas and meeting minutes, miscellaneous EVP presentations and strategic communications.

2. Unit Manager, (June 2006 - June 2008)
Managed a department of nine professionals to cultivate a highly engaged culture within the 8,000 employee
Subscriber Services Division (SSD).
•Increased internal customer access and decreased department’s cycle time by directing the development and
launch of the website while maintaining current workload.
•Increased customer loyalty by 2% by developing the communication approach and change management plans
that supported the Senior Leadership team on their customer loyalty strategies and activities.
•Counseled project managers, project sponsors and executives on change strategies for employee engagement
and adoption results.
•Developed communication plans as well as strategic key messages for executives and organizational change
initiatives.
•Implemented feedback channels and analyzed results to refine approach.
•Coached team members on writing effective key messages and the delivery methods.
•Managed large event planning, coordination, execution including facilitation.
•Enhanced communication standards, policies, processes and tools after analysis of survey results, current prac-
tices and productivity reviews.
•Managed large scale cultural projects and processes spanning across Internal Operations which consisted of the
claims and customer service division (SSD), Information Technology Group (ITG) and the Information Manage-
ment Division (EISM).
•Supported the Internal Operations Senior Leadership team with their strategic communication and cultural
needs.
•Wrote and reviewed the strategic communications for Internal Operations such as presentations, memos and
newsletter articles.
•Worked with the Director to define the overall communication strategy for SSD to help foster employee en-
gagement.
Senior Supervisor, (August 2005 - June 2006)
Supervised a team of five professionals and oversaw the daily operations within the department as well as facili-
tated cultural training for all mergers and acquisitions within the Subscriber Services Division (SSD).
•Increased Oklahoma employee engagement scores by 5% in one year by facilitating change management train-
ing, cultural education sessions and informal leadership coaching sessions during a year of system integration
post Blue Cross Blue Shield of Oklahoma acquisition.
•Created communication products to engage employees on organizational priorities, shared goals and an overall
common focus that supported its values and desired culture.
•Partnered with Corporate Communications, Human Resources and Training to align efforts and messaging.
•Leveraged knowledge of change management and the operation’s mindset to prepare project and operational
teams for points of resistance.
•Managed the administration and conducted analysis for a divisional employee engagement survey for 8,500
employees.
•Managed the employee engagement survey’s written communications and publications as well as the Full Ser-
vice Unit’s (FSU) and divisional level presentations.
•Researched and assisted with the development and delivery of the division‘s two learning maps that educated
all 8,500 employees on the need for change within our industry and our organization.

3. •Partnered with divisional subject matter experts to develop, refine and implement the service strategy initiatives
for the customer service component of SSD using various communication vehicles and frequencies.
•Assisted Tulsa and Abilene’s leadership with the cultural integration into SSD by facilitating change manage-
ment sessions, cultural education sessions and implementing a leadership feedback survey.
Senior Project Specialist, Subscriber Services Planning & Reporting (July 2004 - August 2005)
Supervised a team of five local and remote professionals responsible for the Subscriber Services Division’s call
center related performance analysis and the project management of all call center process improvement projects.
•Simplified call center analysis by consolidating 15 metrics for 21 offices into a one page scorecard which
allowed executives to make staffing decisions quicker.
•Reduced 9% of the division’s call center budget by implementing a standard operating model in 21 call centers
across four states.
•Managed the SSD Inquiry Standard Operating Model (SOM) Certification Program.
•Managed the SSD Inquiry Divisional Call Center Optimization Project.
•Responsible for managing the team’s travel budget, writing direct report’s performance appraisals, as well as
team member’s professional development through coaching and feedback.
•Served as the project lead on the divisional self-reporting Business Intelligence application project, as well as
the primary liaison between the Information Technology Group (ITG) and business users, developed the project
and test plans, as well as the system requirements, documentation, and training.
•Represented as the department’s subject matter expert on call center metrics.
Performance Analyst II, III, IV, Subscriber Services Planning & Reporting (Jan. 2001 - July 2004)
Promoted three times over three years each with increased responsibility ranging from inventory and quality re-
porting for 18 operational locations, employee performance system development, business liaison, project man-
agement, and supervisory roles.
•Reduced system errors by establishing a change control process for system enhancements and new develop-
ment.
•Improved report cycle time by 50% using MS Access to automate routine quality reports while maintaining
current responsibilities.
•Developed and facilitated classroom training on the Inventory Management System (IMS) for 300 plus supervi-
sors in 18 locations across three states.
•Created and supervised the Quality Management Team to provide a centralized focus on divisional quality au-
diting and accuracy.
•Created a structured process for the Employee Performance Profile System (EPPS) development prioritization,
documentation, requirement gathering, testing, and new release communications.
•Provided project management support for the Corporate Member Touchpoint Measures (MTM) Improvement
Project, including meeting coordination and facilitation, status reporting, project plan development, and deter-
mining business case requirements.
•Provided external reporting for the Texas Department of Insurance (TDI) by managing the workflow, streamlin-
ing the communication, generating reports, and providing thorough analysis to the Legal Department Liaisons.
•Conducted benefit tracking analysis of technical enhancements.
•Maintained issue logs and system documentation.
•Defined criteria for automating the EPPS Audit Sampling for MTM and the Service Improvement Program’s
(SIP) quality results.

4. •Responsible for reporting and trending several divisional and corporate metrics through MS Access and SQL
queries.
•Administrated several internal information systems including EPPS & IMS.
•Maintained 4 key databases to ensure associates, supervisors, managers, and executives have access to the most
recent, accurate data and reports.
•Tested report enhancements and data conversions on a test server before moving to production.
•Generated numerous adhoc reports on a variety of metrics from multiple data sources, including MS SQL Serv-
er and Mainframe.
•Assisted users of two VB applications with trouble shooting, training, and miscellaneous support.
TRANS UNION, Chicago, IL June 1999 - January 2001
A global leader in credit and information management that supports more than 50,000 customers on five conti-
nents and more than 500 million consumers worldwide.
Project Analyst I and II
Programmed pre-approved and pre selected credit campaigns. Translated requirements for development efforts,
created detailed test cases and analyzed results. Participated in quality management reviews and developed pre-
cise documentation.
•Earned ten MVP awards for exceeding expected job performance.
•Developed efficient customer processing using structured techniques and tools for new production campaigns
by evaluating historical promotions for process improvements.
•Managed Prospect Database programs for several financial service companies.
•Designed and setup Triggering programs.
•Developed credit criteria and universe expansion efforts for financial institutions.
•Responsible for internal and external communication between bureau and customers.
•Trained and mentored other associates using on the job training.
EDUCATION
BS, Human Resources & Business Information Systems, Illinois State University, Normal, Illinois, 1999
CERTIFICATIONS
TM
Managed Change Certification from LaMarsh & Associates, February 2008
Prosci and the Change Management Learning Center, July 2006
PROFESSIONAL DEVELOPMENT
Lean Six Sigma Blue Belt, HCSC, March 2007
Prosci’s Global Conference on Change Management, April 2009