Joan Buscemi

Provide peer support and guidance to Traffic WFM Managers Serve as point of contact / backup when Director is out of office
· Continue to manage the Real Time / Traffic function of Workforce Management, providing support and guidance to Site Leadership teams across 30 locations within the Customer Service organization
· Continue support and management of 40 exempt level Traffic Analysts, whose responsibilities include intraday monitoring and analysis of call volume, handle time, and staffing actuals to forecast, making any necessary real-time decisions to ensure Service Level/ASA targets are met
· Ensure the team’s timely and meaningful communication of real-time and intraday ASA performance, including root cause analysis, to Site and Senior Leadership
· Conduct weekly Workforce Business review meetings with Site Leaders to review and provide guidance around site and segment performance, shrinkage, and staffing/hiring plans
· Responsible for bi-monthly coaching sessions, performance management, and interviewing / hiring of Traffic Analysts

• Responsible for initial launch, day to day management & relationship governance of vendor campaigns: Billing, Repair (Phone, Internet & Video), Chat & Email support, Phone Provisioning, Small Business, Welcome Call, Customer Care Lab with over 1K remote vendor employees from some of the most notable BPOs totaling ~1M transactions annually.
• Ensures vendors are meeting expectations as defined in the Statement of Work (SOW) & Master Services Agreement (MSA) including KPIs: Customer Satisfaction Survey (CSAT), First Call Resolution (FCR), Call Quality, SLAs, staffing to forecast, adhering to requirements & takes appropriate action by placing vendors on Corrective Action Plan if vendors’ results are not within the acceptable levels of performance as per contractual agreement.
• Facilitates Weekly Business Reviews & Quarterly Performance Reviews to discuss challenges, successes, opportunities, trends & overall health of the programs & come up with mitigation plan to improve performance & reduce risks as well as advocating for not just vendors but customers via partnering with internal groups for process improvements or potential system enhancements based on feedback/escalations received.
• Conducts site visits to evaluate operations, identifies opportunities & gaps in performance, determines support & resources needed as well as performs audits/risk assessments to ensure vendor compliance on regulatory requirements (PCI, CPNI, etc…) as well as ensuring Business Continuity/Disaster Recovery is in place at each location.
• Responsible for approval of vendor invoices totaling over $1M monthly; saved the company ~$100K due to invoicing errors uncovered on audits performed on actual charges for services rendered, additional charges for recursive training, minimums/penalties/service level discounts as well as validating risk (penalties) & reward incentives prior to VP sign-off.

• Lead & developed a team of Success Coaches, Program Leads, & Faculty responsible for outreach efforts, enrollment activities, course facilitation, tutoring, retention efforts & account management of ~1K students each term.
• Piloted several Business Priority Initiatives that translated into improved workflows & process efficiencies in Student Services such as Online Learning Readiness Course, Load Balancing Initiative, Conversation Model 2.0, among others.
• Served as a hiring manager for the Student Services department & hired over 30 Student Services Advisors, Success Coaches & Program Leads.
• Collaborated & developed strong alliances with cross-functional teams: admissions, student finance, career services to resolve student issues & streamline processes that improved attrition & customer service.

• Coached & managed a team of 21 technicians responsible for installation, maintenance, cross-selling & up-selling of FiOS service.
• Utilized effective coaching skills, identified training opportunities, applied appropriate development plan & administered discipline whenever possible that improved overall results.
• Performed ~1K job inspections to better advance quality, customer satisfaction & to ensure compliance with VZ standards & did Root Cause Analysis (RCAs) on most common customer & technician concerns resulting in significant improvement in quality & customer satisfaction.

• Oversaw a group of ~20 union-represented dispatchers affording coaching & feedback that resulted in efficient dispatching & improved technician productivity, & customer satisfaction. (Top Team - Tampa South)
• Conceptualized strategies for deployment of manpower, due dates & repair clocks, balancing & allocating resources in order to successfully serve~ 800 customers daily.
• Spearheaded> 10 projects that translated in a more cost-effective dispatch process.

• Lead a team of 21 representatives in handling simple to complex repair requests & coordinating repair service calls from ~2K customers daily.
• Managed employees’ results in accordance to the center’s objectives: Cumulative Average Handling Time (CAHT), Schedule Adherence (SA), Observation (Obs), Customer Care Index (CCIs), Non-Productive Dispatches (NPDs), Attendance, among others.
• Conducted ~1,200 call observations, customized coaching & feedback, crafted action plan tailored to their opportunities, implemented Progressive Positive Discipline program that overall resulted in CAHT improvement (260 seconds to 235 seconds), SA, 97% (9% increase, surpass the target of 96%), Obs (~70% to 85%). (Consistent Best Team - 2004-2006)
• Actively participated in grievance meetings to resolve union concerns regarding attendance, metrics & labor issues producing a win-win situation for both management & union.

• Supported the Operations Manager in managing Work Force operations with 250 hourly employees; lead a team of 4 management employees in helping the center meet its goals.
• Promoted efficient & cost-effective level of operation by maintaining Service Levels (SL) (90% for South gates) & Average Speed of Answer (ASA) (23 seconds for Florida gate) as mandated by the PSC through utilization of OT & surplus whenever possible.
• Supervised a team of 4 management employees in meeting RMG’s objectives: Occupancy, Staffing to Quarter Hours, OT, Surplus target, SLs & ASA through effective leadership, motivation & teamwork.

• RMG/WFM Analyst
• Vacation/Absence Coordinator
• Repair Resolution Agent