Jas Bhogal Email & Phone Number

Telford, Gb

Birmingham, England, United Kingdom

• As part of the command team, responsible for over 290 contact handlers/supervisors split over two sites, operating 27/7 providing a critical emergency service to the region of West Midlands. In recent months was also given new responsibility of managing the public counter offies and Service Improvement Team.• Led, developed, and implemented a new virtual recruitment process to sustain recruitment throughout the pandemic, resulting in continuation of service delivery throughout • Following the pandemic developed a critical plan to encompass the key learning throughout the national pandemic, which has now been incorporated in the departments Business Continuity Plan.• Development of new digital channels include Live Chat and on-line reporting to provide comprehensive channel choice to the citizens and the demographics of West Midlands region• Developed and secured executive approval to implement a new approach to ‘service delivery officer’ roles within the department, which resulted in an uplift of 40% of more resources for these roles • Led and implemented a new performance management framework that includes both quantitative and qualitative measures to drive contact centre performance and sustain improvements• Worked in partnership with key stakeholders and developed a comprehensive ‘Emergency Service Contact Improvement Plan’ to help improve service delivery and ensure its efficiency and effectiveness• Successful implementation of a corporate command and control system in the contact centres, which included robust test plans, training of staff and migration to new platform • Conversant and experienced in Trade Union consultation and engagement, which has supported changes in approach and implementation of new ways of working across the department

Codsall - West Midlands

In this role I have consistently demonstrated strong aptitudes in managing customer service and ICT delivery as well as developing innovative Business Transformation and Corporate Change Programmes. I secured business case approval and funding for delivery of an Agile and Digital Transformation initiative by March 2020 (negotiating successfully with all key internal stakeholders including the executive team) and I also launched civil marriage facilities as an additional income stream for the Council.I have delivered savings of £50,000 annually on postal and printing spend; played an integral part in implementing the “My Account” self service customer portal and increasing cyber security awareness as part of the Digital Transformation Programme; was shortlisted for the Public Sector Paperless Awards in 2018 (Best Customer Experience category) and developed a more corporate approach to project and programme management and successfully restructuring the operational services team.

Codsall, West Midlands

I played a central role in the successful development and implementation of a customer service excellence strategy as well as a customer digital strategy, (reporting jointly in both instances to the responsible director and CEO) and also delivered sustained performance improvements within the Contact Centre and created a new Customer Feedback Policy, in addition to implementing new digital access channels for customers on social media platforms. I secured customer satisfaction rates of over 92% and a first contact resolution rate of 89%.I also significantly contributed to the Council being shortlisted as a Finalist (in the Best Return in Customer Service Investment category) by the Institute of Customer Services as well as winner of four national customer service awards with Performance telecom and personally assisted in the Council receiving a Gold Standard in the National Contact Centre Improvement Awards of 2016.

Coventry, United Kingdom

I developed a new and better customer focused culture, an innovative customer complaints policy and secured council wide implementation of a new customer charter; worked in close collaboration throughout with executive management and all key stakeholders (including trade unions) ; had local responsibility for more than 100 members of staff (divided between two contact centres and multiple customer reception points) and consistently met or exceeded all KPIs, improved absenteeism figures amongst staff and radically increased customer satisfaction ratings (leading to a Government Customer Service Excellence Ward for the fourth year running).In addition, I played a key role in the migration of new services and businesses into the contact centre including a new robust resourcing model, service re-design and development of service take on plans and oversaw a £1 Million annual budget.

Oldbury, West Midlands

In this role, I worked closely with the Councils strategic partner British Telecom (BT) in business process re-design to facilitate new service/business migration into the corporate contact centre. This included the development and approval of a robust methodology to aid a smooth transition to the corporate contact centre. I was also given extra responsibility of which involved the development of a Customer Services Strategy, implementation of a corporate wide plan on the government indicator NI14 Avoidable Contact, and client contract monitoring of the strategic partner (BT) in service delivery. The work on the Customer Services Strategy, required buy in and agreement of various stakeholders across the Council and focused heavily on partnership working. Client Contract Monitoring challenges included, understanding the operational pressures of the partner, and working collaboratively to improve service levels across the range of performance indicators and service development across the Contact Centre, One Stop Shop and the Councils Website.

Oldbury, West Midlands

Key responsibilities included facilitating a debt recovery service, and general customer service delivery through multiple customer communication channels. Namely, face to face, telephone, email and written communication. This included responsibility for the recruitment, training & development for over 55 staff members who were located over three different locations. Critical deliverables to date encompassed the launch of a change management programme, development of a coaching strategy, successful implementation of individual and team targets, process re-engineering initiatives, implementation of a new call routing strategy and an ‘extended’ operating hour’s pilot scheme to benchmark service requirements, that met customer needs and contributed to improved council tax recovery rates

West Bromwich, West Midlands

Demanding a high level of analytical ability, this role combined a comprehensive technical knowledge of call centre technology with a requirement to communicate key information and recommendations to relevant individuals/teams, including senior management. The position operated at a decision maker level within the Contact Centre on matters relating to business and staff performance, quality standards, external benchmarking/accreditation and staff feedback.Key deliverables encompassed the launch of a new staff satisfaction scheme, development of a new sales reporting process, the successful project management of two Call Centre Association audits, and implementation of a new management information strategy, resource planning and forecasting plans and design/delivery of a new quality control mystery shopper programme. All of which contributed to improve performance and customer satisfaction. Prior to this (1995 to 2003) I held various roles within WBBS which included Project and Team Manager Roles which all included supporting senior management in operational decisions and delivery of a comprehensive call routing system, maximisation of sales opportunities and regular coaching and development of staff.

Associate’S Degree, Business Administration - Post Graduate Certificate (1 Year Study), Pass

I studied business Studies and Law. I than went on and completed a post graduate certificate in Business Administration

Bachelor’S Degree, Business Studies With Law (Combined Studies), Upper Second (2/1)

Associate’S Degree, National Diploma In Business And Finance, Merits And Distinctions