Jane Fisher

Experience

• 

  E.ON

  Oct 2011 - Apr 2018

  In my current role as Quality Performance Improvement Manager, I manage a team of Operational Effectiveness Delivery Managers, responsible for the delivery, development and maintenance of a variety of performance tools including managing contracts with 3rd party providers. I have also delivered a Back Office tool which was developed alongside our planning team to enable us to accurately measure back office performance and agree MTP across the organisation with 700 users to date and further requests waiting for delivery. Other tools include Hotwire, Advisor dashboard and Clever Nelly, a 3rd party knowledge embedding tool that I am currently in the process of expanding and delivering across all of our customer operations teams. In addition to the engagement, delivery and embedding of performance tools. I am also responsible for the delivery of TetraMap a behavioural model that I've rolled out to over 300 of the EON leadership teams, Duty Manager Workshops, Front Office Technical Skills and Back Office Principles providing leadership teams and Duty Managers with the skills to effectively manage performance and understand the importance of having the right people in the right place at the right time. My team work closely with Operational Excellence, Internal Controls, Planning, Regulations, L&D & Procurement to ensure we are aligned with business practises and policies Show less My role was split 50/50 as SDM for Customer Complaints Resolution and working as part of the Customer Transformation team, rolling out Handle with Care Complaints training across the business. I was also responsible for managing local projects, including project managing the Ex Gratia project. During my time in CCR, there were a number of large projects delivered across the business that impacted CCR including Next Gen ICE and the Complaints Management System. In order to ensure the change landed well and minimal impact was had on a section already receiving high demands, it was vital I took a holistic approach. o Maintaining a change plan with all projects and change initiatives that impact CCR and the number of advisors who will be affectedo Regular meetings with Capacity Planning to get an accurate view of all upcoming projects and initiatives.o Attending all project meetings that impact CCR to ensure I have a full insight of the project deliverables, my responsibilities as an SDM and that I am able to communicate the change accuratelyo Creating opportunities for train the trainers and focal points to make sure the right level of support is available when change goes liveo Working closely with Duty Managers to arrange training and ensure training times have the minimal impact on the ability to meet customer demando Setting up working groups with key stakeholders including Regulations, Trust, Internal Controls and Industry Compliance to ensure that projects delivered comply with regulatory and compliance obligations and that our processes treat our customers fairlyo Maintaining a RAID log to provide a view of risks and issues that could affect CCR performance and customer complaintso Weekly and ad hoc meetings with the CSM and SMs to discuss impacts and agree mitigating actions Show less Providing leadership teams across Residential and B2B with the skills and abilities to manage their operations and optimise performance results. Influencing leadership to work differently and manage within ranges. Working closely with key stakeholders from our wider business and external consultants, providing leadership teams with technical training, bespoke workshops and dedicated coaching to improve the leadership capabilities. o Carrying out a series of diagnostic activities including interviews, observations and reviewing MI to understand current performance management, challenges faced and identify opportunities to improve performance and realise tangible benefits. o Creating and delivering bespoke workshops based on individual section needs to support leadership teams in improving overall performance and achieving their MTP targets. o Holding post course coaching with Section and Team Managers to provide one on one support, reviewing their teams performance measures and providing them with the skills to understand what the results are telling them, how to identify opportunities and how they can influence improvements. o Helping CSMs commit to 100 day plans and drive this to deliver relevant and agreed changes to benefit the operation. o Introducing uniform performance boards and daily meetings at CSM to SM and SM to TM levels to provide a platform to challenge under performance and identify opportunities to improve performance and maximise the efficiency of the section o Providing back office teams with the understanding and measures needed to be able to effectively manage their workloads in relation to resource availability o Tracking results to ensure benefits are being realised and deploy support where any failings are identified Show less Supporting the Transformation PMO to ensure project benefits are being delivered in order to achieve E.ON 2.0. During this time I qualified as a P3O Practitioner. Key responsibilities included: o Maintaining the project register with updates from all status reports, reviewing and tracking to ensure that key milestones were being met, costs were on track and benefits stated in IPs were being realised, challenging and seeking clarity on any deviance from plan o Collating all benefits stated in IPs and meeting with Project leads and finance representatives to sense check benefits were on track and whether any further benefits could be realised that would help towards the achievement of 2.0 o Creation and maintenance of the PMO Portal site ensuring all documentation and information is updated real time, easily accessible and restricted access applied to any sensitive documents with permissions granted to relevant stakeholders o Attending gate meetings to review submitted CEDs o Updating and distributing the Change Plan with all projects and change initiatives to COLT Show less

  • Quality Performance Improvement Manager

    Nov 2014 - Apr 2018

  • Service Delivery Manager Customer Complaints

    Apr 2014 - Nov 2014

  • Operational Effectiveness Delivery Manager

    Nov 2012 - Nov 2014

  • Process Governance Manager

    Nov 2009 - Nov 2012

  • Transformation PMO

    Oct 2011 - Oct 2012
• 

  Nottinghamshire Police

  Feb 2019 - Nov 2019

  Performance and Insight Manager
• 

  Curium Solutions

  Nov 2019 - now

  Senior Consultant

  As part our Operational Effectiveness team I help organisations gain control, putting their people at the forefront and providing simple solutions to deliver sustainable operational improvements across multiple industries, in both front and back office environments.Our proposition covers a full range of operational support solutions from gaining control and eliminating service delivery challenges through to the transformational change and implementation of digital solutions for the future.Curium Solutions is an award-winning business transformation company headquartered in Birmingham’s business district and offices in the U.S. Its mission is to empower people and organisations to achieve their personal and business potential, helping them turn strategic priorities into reality through successful transformation. It does this by:People first – putting people front and centre because if they change, then organisations change too.Keep it simple – keeping things simple and jargon-free helps to accelerate the pace of change and ensure that it can be sustained.Make it real – improving and supporting client capability with our award-winning digital performance solution ensures that the change is realised and sticks.Two core practices – Change Solutions and People Solutions – combine to drive fast and sustainable change in individuals and teams. For more information see www.curiumsolutions.com Show less