Connie Shrum

UEC's Member Services Department is responsible for every customer’s experience.

As department manager, it was my responsibility to ensure every staff member had the knowledge, training, tools, and authority to exceed customer expectations. To track progress, every two years an industry partner conducted a UEC customer satisfaction survey; every survey produced an increased score and a place in the top percentile of electric cooperatives.

Staff included front line customer service representatives, billing clerks, meter readers, energy efficiency representatives, key account representatives, outreach personnel, youth program supervisors and customer event coordinators. The staff was a mix of represented and exempt employees; I participated in union negotiation discussions, conducted performance reviews and recommended salary adjustments.

I was responsible for overseeing customer service data compilation, such as interaction frequency, use of online services, bill pay assistance, energy efficiency programs and key member usage. The data was reported on a monthly basis to the General Manager and the Board of Directors. Data was also provided to oversight agencies as required.

As a Senior Staff member, I collaborated with the other five department managers to maintain and update policies, develop annual work plans with correlating budgets, provide input on rate decisions, enforce safety procedures, and implement technology.

The Member Services Department was responsible for customer outreach, the most notable being the annual member meeting. Staff coordinated venue, speakers, vendors, entertainment, and promotion. Every year staff oversaw the Director election process for at least two Board Districts, the results of which were announced at the meeting.

Youth programs included scholarships, three summer youth camps, and NRECA’s Washington DC youth camp, organized and managed by department staff.

Energy efficiency performed onsite audit visits, usage data monitoring, and efficiency rebates processing. An in-house loan program for efficiency products was developed and managed by staff.

Two representatives were responsible for interacting with key accounts by organizing meetings, providing usage data, informing of rate updates and offering efficiency recommendations. Key accounts included large agriculture irrigators, medical facilities, food processors and data server farms.

Technology accomplishments include implementation of billing and customer service software, two rounds of automated meter programming/installation and new customer interactive website.. These implementations required intensive interaction with multiple departments and participation in program management. All customer facing technology included scrupulous outreach and updates.

As Member Services Supervisor I oversaw the customer service, billing, collections, and meter reader processes.

All staff under my responsibility were represented by IBEW 125; I developed time schedules, monitored outage call overtime, and provided negotiation input. One on one meetings were held to ensure a customer centric and team-oriented culture. I participated in the hiring process, monitored employee performance and conducted reviews. Time entry and vacation requests required my authorization.

Weekly staff meetings provided opportunity for feedback, suggestions and training. Customer service improvement strategies were on every agenda. Staff was provided in- house training and access to offsite customer service conferences. I personally trained staff on the multilayered commercial, agricultural and industrial rates which included time of use, peak/off peak demand, and block channels.

Escalated customer issues were directed to me for optimal resolution. I worked with all rate schedule customers, residential to industrial, complying to requests for data, bill payment extensions and rate calculations.

Before the implementation of automated meter data software, I worked closely with the vendor on data input, testing and rate channel programming. Once implemented, the program provided 15 minute meter data for analytics and reporting.

Changes in the billing and customer system, such as rate calculation updates, deposit interest, and report assignments were performed or authorized by me.

Customer Service Representative II includes all Customer Service I duties.

Collections became the main function of my role, I was point person for monitoring and generating aging reports and past due notifications.

During the account aging process, I communicated with the customer for payment arrangements, and, if a residential customer, discussed payment assistance venues. When an account reached disconnection status, I initiated the on site visit; and reconnection visit upon payment.

Collaborated with fellow representatives to ensure consistency and fairness.

The Customer Service Representative role included greeting customers in person or via telephone, opening/closing accounts, providing bill information, offering payment options, processing payments, and providing bill information.

In this role, I actively listened to customers and handled inquiries efficiently and professionally. Promoted superior experience by addressing customer concerns, demonstrating empathy and determining problem root causes. In incidents of conflict, maintained confidence and escalated to supervisory personnel when necessary.

The position required customer service software acumen to accurately maintain customer records and to review and analysis reports. As new processes were launched, I provided feedback from the user point of view.

Accurate daily cash drawer balancing was a requirement.

Team meeting and training sessions occurred to stay attuned to customer needs, policy changes, and company updates.

Accent Marketing is a promotional products sales company, with an emphasis on golf products.

As a representative, I developed and maintained comprehensive understanding of products and services to enhance sales presentations. I listened to customer needs and desires to identify and recommend optimal products.

Vendors were managed to ensure impeccable customer products and on time delivery.

New leads were generated through networking and attending industry events.

The customer tracking software was utilized to generate orders and update records. I assisted office personnel in producing accurate invoices.

Company and personal sales goals were exceeded.

Jones Sports Company was a Portland based custom golf bag manufacturer, known for originating golf bag personalization.

Sales calls were performed over the telephone with a daily quota of 100 calls. During my 9 years, I developed and maintained strong working relationships with professionals within my assigned territory.

At the annual International PGA show in Florida, I met with existing customers and obtained new relationships.

Working closely with the in-house art department, I ensured accurate and impeccable products were delivered to my customers.

Year over year my sales increased by approximately 25%.

As a representative of women's clothing and accessories, I traveled the Pacific Northwest to attend merchandise markets and visit customer locations to evaluate requirements and demonstrate product offerings.

My customer base consisted of approximately 50 stores that were visited four times per year.

Customers were routinely contacted after completed sales to assess satisfaction and resolve technical or service concerns. Customer feedback was utilized to identify new product and fill in opportunities.

Company defined sales goals were set and exceeded.

The New Accounts department is the first point of customer contact.

Customers were greeted and assessed to determine the account products to best meet their banking needs.

New accounts were activated after carefully verifying identity. Pertinent data was keyed into systems observing corporate confidentiality procedures.

Customers were Informed of procedures for applying for services such as ATM cards, direct deposit of checks and certificates of deposit.

Customers whose requirements were of a higher financial level were referred to Personal Banking personnel.

Bank policies were regularly reviewed and followed.

Occasionally, I backed up the teller team by handling needs of new and existing customers at the main counter.