Portfolio of Work and ExperienceCheri Lujan

April 10, 2016

• Data Driven Decision Making– Page 3– Engagement Leader Index– Engagement Survey

Portfolio Contents

D3M

ProcessImprovement

• Process Improvement– Page 4– Allstate Store– Tracking Taxes

• Leadership– Influencing Others- Page 5– Improving Results- Page 6 & 7– Performance Review- Page 8

Data Driven Decision Making Page 3

Innovative leader experienced in Data Driven Decision Making (D3M).

The Allstate VOICE survey, along with other industrial organization studies show: • positive changes in employee performance in

response to company initiatives and• employee satisfaction are good measures of employee engagement. I created the Engagement Index to act as a proxy for employee engagement using these items along with % of employees recognized for performance. For the first time the CCC’s have a quantified measurement of engagement.

The monthly engagement leader survey acquired over 850 data points and allowed for accurate prediction of VOICE results prior to the VOICE survey. More importantly, changes in survey responses were analyzed to determine response to Engagement Leader initiatives which allowed for future initiative designs and adjustments.

Process Improvement Page 4

Process improvement professional, trained in various process improvement and project management methodologies including Six Sigma and Continuous Improvement.

Previously, the Allstate store was a very time consuming manual process. Many times “customers” were unable to place orders or visit the store due to scheduling, hours/days of operation, etc. The paper money was inefficient--often stolen, lost or duplicated—and tracking was nonexistent.

After mapping the existing Allstate store process, it was clear several points needed refining. The process defects consisted of the way money was distributed, saved, and spent, as well as, when and how customers could utilize their dollars. To add value for “customers” and create a standard process for the store with the ability to continually evolve, I launched a project to convert the Allstate Store to an online database. This process improvement ultimately resulted in:• A time savings of 5 hours a week (260 hrs. a year) for the

program administrator• “Customer” utilization increases monthly• Leader utilization improvements• Elimination of paper waste, manual tracking, lost/stolen dollars• Positive feedback from employees and leaders

Tracking taxes on recognition and incentives started as a manual process with over 25 different excel sheets all needing to be manually compiled. This process took several days and often resulted in reporting errors. By streamlining the process and creating a database, the process now takes 20 minutes.

Leadership - Influencing Others Page 5

Proven ability to influence others by role modeling behaviors, inspiring a shared vision, challenging norms, enabling others to act, and encouraging exceptional work.

Beginning in 2014, the Revenue Generation role expanded to include Employee Engagement. An important piece of determining and improving employee engagement was participating in the VOICE survey. To improve VOICE participation, it was critical to influence managers and representatives to see the importance and potential impact participation could have. This was achieved through:

These influence efforts led to a 44% improvement in participation over prior year and exceeded the total company response

rate for the first time in Charlotte CCC history

1. Clearly defining a project plan where six-sigma tools such as QFD Matrix, Solution Matrix and ongoing monthly analysis are used to uncover employee concerns, ideas and solutions to topics important to the employee

2. Collaborating across numerous departments to create awareness and educate employees

3. Creating and effectively implementing a detailed communication strategy

4. Monitoring progress of plan and making adjustments according to analysis, feedback and leading indicators

3 Key Focus Areas:1. Recognition for a good job/pay

2. Career advancement3. Work/life balance

Study Leaders w/ Consistently High VOICE Results

1. Conducted working sessions to share best practices

2. On-going VOICE Leadership RCPS Sessions

3. New Leader VOICE install meetings

Improvement in ALL indices compared to 2014, and record participation rate of 88%!

Leadership and Intent to Stay improved 18 points over prior year. Overall satisfaction with

Allstate improved 26 points and Work/Life balance increased 31 points over prior year.

In 2015, the Charlotte VOICE Team’s approach to improving employee satisfaction and increasing results focused on directly impacting three key areas. Additionally, we studied consistently high performing leaders and used their leadership styles and techniques to train new and incumbent leaders.

2015 VOICE Results

Leadership – Improving Results Page 6

Based on the action plan I put together for the Charlotte site, we saw significant improvements. The blue bars represent the favorable results for each category based on 610 respondents. All indices improved over prior year, most in double digits. This approach also positively impacted performance results, employee retention, and contributed to the recognition of Best Places to Work award.

Leadership – Improving Results Page 7

Track record of improving results in all leadership roles from leading large operational teams to improving department results through projects and process improvement assignments.

In this particular project management role, my development and execution of a strategy created sustainable results that significantly improved department results over a short period of time. This was done through a multi-faceted plan including techniques such as:1. Uncovering root causes for

low performance 2. Effective coaching and follow

up

Leadership – Performance Review Page 8

Rated Better than Expected (top rating) in most recent performance review for operational performance results and living into leadership principles.

Snapshot of 2015 PDS Summary written by Chuck Tumlin