611 words, 2.3 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Oversee that your operation takes returns and offers options based on (internal) clients needs.

The big picture: Be sure your staff partners with the (internal) customer Relationship Managers to maintain Heat Maps and develop the required SLAs for new services provided by your Centers and/or vendors to (internal) customers.

Why it matters: Guarantee your design is developing and administering employee benefits; building a program that addresses the needs of the most employees possible while keeping to a budget.

Between the lines: Work in close partnership with the Local Market Product Management organization and other teams across Commercial Product to share segment-specific priorities, understands the breadth of offerings being developed/managed, and assesses segment-driven applicability.

How it works: Liaison so that your staff collaborates with (internal) client RE, Project Management and Facility Managers for service excellence in execution of all activity types.

Yes, but: Lead servicing and readiness efforts related to new promotions and/or promotion platform updates (in alignment with Channel, Product, and Marketing partners and in partnership with the Promotions Servicing Team).

What they’re saying: “Stay up to date on the changing digital landscape to ensure optimal strategy across existing channels, as well as recommending new platforms for consideration., SVP. Centers of Excellence

Meanwhile: Make sure your design collaborates with Shared Services Operations in establishing, maintaining and monitoring KPIs and collaborating on improvement plans to achieve targets.

Go deeper: Provide business and employee perspective and insights to Centers of Excellence in order to represent the business in HR strategy/program/policy development.

What to watch: Warrant that your workforce directs, develops and implements strategic and operational/high level projects and processes either through independent/highly autonomous work or through the facilitation of work teams to enable the effective and efficient completion of objectives.

On the flip side: Leverage processes, technology and analytics to develop metrics and KPIs that effectively measure functional excellence effectiveness in the areas of recruiting, onboarding, retention, etc.

Be smart: Oversee that your process is attracting, retaining, and developing a diverse workforce where employees feel valued, respected, and empowered allows people to reach the full potential.

The bottom line: Secure that your company navigate and leverage resources and stakeholders to provide mutually beneficial solutions to problems, conflicts and/or employee relations issues.

What’s next: Oversee that your operation interacts with direct reports and peers in management (internal) customers vendors to interpret information and improve cross functional processes and programs.

ICYMI: Guarantee your strategy supports and drives a culture of business excellence thus ensuring that all employees are fully informed, trained and supported in exceeding your (internal) customer expectations.

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