Human Resources Quality Control

LARRY A. BEOUGHER

**** *. ***** ******, *******, Illinois 60647 • 773-***-**** • *********@*****.***

• • HR Principles and Practices

Employee Relations

• • Sexual Harassment Training & Other SOPs

Relationship Management

• • Benefit Coordination

Organizational Effectiveness

• Staff Development/Recruiting

• Mediation of Disputes

PROFESSIONAL EXPERIENCE

SCHLESINGER ASSOCIATES

Schlesinger Associates delivers high quality research and leading data collection offering a broad range of qualitative

and quantitative solutions to research need.

Recruiting Supervisor (2007-2014)

• Led a team of 45 employees including supervisors, team leaders, administrative assistants, quality monitors and

recruiters

• Created Standard Operation Procedures and insured their compliance

• Oversaw annual changes to benefit programs such as Unum, Aflac, Blue Cross Blue Shield & 401k

• Mediated frequent disputes with all levels of employees

• Created attendance, tardiness, time off, and other general staff policies

• Developed and produced KPI reports, analyzed and made informed decisions based on reports

• Managed all call centers hiring practices, on-boarding processes, and management of call center attrition

according to budget

• Oversaw quality control, delivered immediate feedback, developed trainings and issued corrective action plans

• Point-of-contact for B2B vendor contracts such as office equipment, supplies, and temporary staff

• Created tiered training and development system for multi level employees

AUTOMATED HEALTH SYSTEMS

Automated Health Systems, Inc (AHS) is a national health services management company. The goal of AHS is to

promote health in low-income families and communities.

Lead Supervisor (2003-2007)

• Prepared and delivered performance improvement plans and engaged employees to strive and exceed

performance goals

• Institute a heavy focus on quality that aligned with the State of Ohio’s dynamic Medicaid protocols

• Monitored incoming calls of multiple queues and assured adequate staffing at each queue

• Project management skills allowed successful implementation of performance scorecards, service values and

employee recognition programs

• Strong KPI analysis coupled with development of technologies allowed leaner operational costs that eliminated

over staffing while maintaining State of Ohio mandated service levels including a monthly 5% abandonment rate

or better

• Led a team of 4 supervisors to be accountable for employee actions

• Developed contingency programs and lead start-up contact center through times of power and hardware failure

• Designed call flow patterns including bilingual prompts and multiple option queues

EDUCATION & PROFESSIONAL DEVELOPMENT

GRAND CANYON UNIVERSITY

Master of Business Leadership

John Keller School of Business

OHIO UNIVERSITY

Bachelor of Science in Child and Family Studies

College of Health and Human Services

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