The role is focused on organizational level improvements on overall Business Processes, as well as operational engagement to provide insightful and actionable information to Service Delivery (Operations) towards improved performance.

Tapped by VP of Human Resources to take on the role of a Manager for Human Resources (HR Business Partner/"HR Operations")Employee Engagement: led a team who partnered with Service Delivery to help manage People Metrics such as Absenteeism, Attrition, and Employee Satisfaction through the following key tasks:- Facilitating New Hire Orientation to establish clarity of goal and task from the first day of employment- Establishing a "high-touch, high-feel" environment through regular Focus Group Discussions during through the key stages of the employee lifecycle (New HIre, Foundation Training, Product Training, and 30-60-90-120 and 360-and-above stages)- Working with Service Delivery to relay findings of Focus Group Discussions and working together to come up with actionable items for improvement/maintenance of employee engagement- Championing Employee Satisfaction through company/site/Account-initiated engagement activities such as the annual Echo (Gallup) Survey, key events such as Christmas Party and Sports Fest, Charity Drives, and promotions from identified 3rd-party vendorsLabor Relations: served as an advocate of the company's Core Values through enforcement of the Code of Conduct by:- Providing guidance to Service Delivery on the Due Process.- Mediating by facilitating Administrative Hearing to ensure that the Due Process is adhered to.- Served as the company's first line of defense while being measured against incidents of Labor-related cases filed.- Providing refresher and orientation to Front-Line Leadership, as well as organizing the same to be facilitated by the company's Labor Relations Director.Employee Relations: led a team of HR Business Partners to ensure that employees' needs are met through the following:- Receiving and entertaining concerns and/or complaints from employees relating to their employment

Liaising with cross-functional teams to help get the Program to "Live" phase from a Service Delivery (Operations) perspectiveLaying the groundwork for core/key Service Delivery processes that will make it easier for the newly-hired Manager to follow/emulate and that will be compliant and aligned with set procedures of the companyObserving the "Train-The-Trainer" method, where:- First 30 days: SD Launch Manager runs the Program while the newly-hired Manager observes and learns- Second 30 days: SD Launch Manager and newly-hired Manager will run the Program together- Third 30 days: Newly-hired Manager runs the Programs and SD Launch Manager monitors in the background to give guidance as necessary.Results were successful in all assignments given; newly-hired Managers are able to run the Program comfortably after the 90-day period while meeting key/required client metrics.

The Philippine Quality Award is based on Republic Act 9013, otherwise known as the Philippine Quality Act. Please refer to this link: http://www.chanrobles.com/republicactno9013.htm What is the Philippine Quality Award? From the official website of the Department of Trade and Industry: http://www.dti.gov.ph/dti/index.php?p=492 The Philippine Quality Award (PQA) is the highest level of national recognition for exemplary organizational performance. It aims to stimulate local companies and organizations to improve quality and productivity for the pride of recognition while obtaining a competitive edge and providing example to others. The PQA establishes guidelines and criteria that can be used by local organizations regardless of size, sector and maturity. It also provides specific guidance for globally-minded organizations that wish to learn how to manage for high quality by making available detailed information on how recipient organizations were able to change their cultures and achieve eminence. Thus, it promotes sharing of information and benchmarking of best practices and results among organizations pursuing quality improvement. In 2008, I was asked to take lead on a project involving our entire business organization which has Delivery Center/Facilities across the Philippines. It was the first attempt of the organization to participate. As a result, the organization received recognition for Commitment To Quality. This made our organization the first and only (in our industry) in the Philippines to have received such recognition. The project initiated during the first quarter of 2008 where the award-giving body provided time for our organization to prepare, and then was assessed in September 2008. Results were published in December of 2008. Together with my organization's top leaders and some of our clients, we have received the recognition at the Heroe's Hall in Malacanang Palace on December 16, 2008. http://www.youtube.com/watch?v=VzsLBfZaJ28

Managed the Operations Team and ensured overall performances are at desired service level standardsResponsible for a team of 100-150 Associates, 2 Assistant Program Managers, and 8 Program SupervisorsLiaised with different support groups for Program Startup and Ramp, resulting in successful Program Expansion/Startup to 150 AssociatesMaintained and exceeded client targets during ramp week on week (goal is 36% Save Rate, achieved average of 40%)Maintained Operational Budget Efficiency and Service Levels by ensuring utilization of resources such as seating capacity and staffing, as well as streamlining and balancing budget to current Program IncentivesStreamlined processes for Line Managers in terms of managing real-time issues and coaching for performance, co-created a Supervisor Guidebook to act as easy referenceCreated control measures by leading the Operations Team to take a part in terms of hiring and profiling during rampApplied best practices for Line Managers, Mentors/OICs to enhance their mentoring and development skills for employees in training via coaching methods, data analysis, and SMART goal setting

In this role, was able to help scale a large team of 300 to 500 employees in two facilities servicing a Sales-Technical client as Team Sales Manager (Account Level Manager).Developed a proven methodology for achieving targets using data-driven analysis using MS Excel and trends of data for Sales Targets.Developed a Mentoring Campaign for front-line Associates to provide a training ground for front-line Management. In the process, developed a step-goal succession plan for new Associates hiting live production with a success rate of 90% to 95% for each new batch.Increased overall Team Productivity (Sales Conversion) from an average of 11% to 23% within the first three months through implementation of sales coaching models for the program. Within the first two months, 4 of 10 Sales Coaches handled got promoted as Team Supervisors.Responsible for managing 18 Team Supervisors and provided coaching, mentoring, guidance to front-line Managers for development, two of which got promoted as Team Managers in January 2007. Demonstrated strong analytical skills by working with the Program Director and clients in attending Quarterly Business Reviews, setting blended targets/KPIs for the program, through breakdown of figures and numbers for use by the Program Director and the Executive Team.Demonstrated strong coordination skills by working with key personnel from different departments across the company in preparation for the client’s COPC Audit.Asssited the Program Director and Client Services Manager in P&L (Profit and Loss) Management.Responsible for employee retention by maximizing Account Transfer opportunities and revising the program’s performance management model, resulting in the program maintaining the record of having the lowest attrition within the company.

Front-line Manager for a client in the Telecommunications vertical offering Blended Skillset- Managed an average of 15 to 20 Associates/Consultants (Agents)- Received the SuperSup (best Supervisor of the Account) Award while being a "rookie" Front-line Manager in the assigned Account.- Developed front-line Associates who eventually progressed into their careers to the next higher posts.Front-line Manager for a client in the Telecommunications vertical offering Inbound Sales for VoIP Technology- Developed a concrete action/strategy for meeting and exceeding client metrics/expectations- Immersed and developed a 4-week success strategy for Associates/Consultants who are at the lower tier of the performance stack rank where the objective is for them to graduate from the course and be part of Top Performers. Project resulted to an average of 90% success rate, which ran for 10 months. Project progressed into an "Academy Bay" model where new Associates/Consultants were immersed in the 4-week program via a "controlled environment" after Product-specific Training, and prior to going into Live Production.- While managing the said project, trained and developed 10 tenured Associates/Consultants who eventually became successful where 4 out of 10 got promoted as Team Supervisors.

Front-line BPO Associate for Inbound Calls- Worked in an assignment for a client in the Telecommunications vertical- Provided blended Customer Service, Technical Support, and Sales Support for customers- Achieved and exceeded client metrics/expectations consistently, and thereby being awarded the eRep Excellence Award (best Associate/Agent)- Received an "Above Average" rating upon Regularization