Jennifer Falkenberg

Lead a 130+ person L&D and Knowledge Management function for the US Credit Card division, supporting a network of 16,000+ call center agents world-wide. Navigated complex personalities and workplace dynamics to establish credibility across all levels of the enterprise, which enabled contributions of practical, visionary, and proactive solutions and services to achieve functional goals. Supported the development of a thorough employee pipeline through succession management, talent development, and performance management. Established methodical processes to review and analyze metrics to derive insights, frame decisions, and recommend a course of action. Established standardized reporting, dashboards and scorecards. Monitored actuals vs. spend across the function ($14M OpEx and $900K CapEx).

• Optimize the efficacy, agility, and impact of the function through a holistic organizational design with new organization capabilities: 77% boost in production output; 55% gain of organization velocity
• Revitalized the organizational culture by instituting management and communication cadences, enabling continuous improvement practices, building trust, encouraging candid conversations, grounding practices of inclusion, leveraging positive psychology, and conducting team development sessions: elevated employee engagement and satisfaction by 13%
• Crafted a business case and gained approval to invest in incremental headcount to establish an operational leadership development team: 1 FTE approved for 2018, 5 additional FTEs approved for 2019
• Led the team to eliminate waste and reduce unused content by 16% across multiple systems using newly established proactive detection and measures

Led a 90-person L&D function for the Customer Service organization, supporting a network of 14,000+ call center agents world-wide. Benchmarked external best practices, current and future trends, and creative solutions from the marketplace. Spoke at external industry conferences and webinars. Monitored actuals vs. spend across the function ($11M OpEx and $1.5M CapEx).

• Redefined the learning process to rapidly respond to industry-changing offers: reduced the lead time by 100%
• Design and drove the implementation of a strategic, culture-based learning experience devised to inspire a consistent employee and customer experience rallied around the new Un-carrier culture and brand; 98% employees became frothing brand fanatics and advocates
• Liaised with HR Partners, operations leaders, and executives to build a leadership bench via a high-potential program for front agents; the program achieved a 97% NPS, 100% of participants receive a timely promotion, and they outperformed non-participants nearly 3% within three months of their promotion
• Partnered with Shawn Achor and the International Thought Leader Network to improve employee engagement; employee retention increased by an average of 14%
• Crafted a business case and gained approval to invest in incremental headcount to establish an operational leadership development team: over the course of four years, grew the team from 0 to 31 resources with multiple disciplines

Led the L&D strategy through a team of curriculum managers. Accountable for the maintenance, improvement and evaluative reporting of all Customer Service new hire training and continuing education programs.

• Led, planned and executed a strategic-based learning experience designed to shift the culture of the Customer Service organization from service-only to service and sales; revenue increased by 73%, contract renewals improved month-over-month by 150%; won the Bronze 2011 Learning Team Award from the Chief Learning Officer

Prior roles include: Curriculum Manager, Sr. Instructional Designer, Instructional Designer, Training Manager and Trainer