AISHMITA CHANDRAN

• Led employee relations through effective communication, coaching, training, and development.
• Conducted regular performance reviews, providing constructive feedback and coaching to facilitate continuous improvement among employees.
• Enhanced team productivity by implementing efficient workflow processes and setting clear performance expectations.
• Stayed calm, collected and logical during stressful moments to identify and implement optimal solutions.
• Spearheaded process improvements that led to significant time savings while maintaining quality standards throughout the department's functions.
• Consistently met or exceeded departmental goals by effectively managing resources and establishing clear objectives for the team.
• Projects worked upon in theTL - People Manager role:

1. TTR Reduction & CTI Merging:

Identified Issues Types impacting TTR and taken required actions to ensure TTR was maintained well within the goal of less than or equal to 1.75.

SIM and Case Resolve count %age Improvement

New CTI creation and old CTI deprecation with closure of existing groups.

2. Seller Webinar:Addressing Seller queries live

3. Dormant Site revival: Reviving sites before hitting dormancy creating positive business impact

4. POA Management:

Close monitoring on the POA pendency to ensure timely completion on the review by the AMs and action by the team on POA cases

5. Mission Control:Process Improvement / Automation to ensure better productivity

6. IVR Productivity:Close monitoring on the IVR nudge %age and identifying areas of improvement to ensure better conversion

7. INB Call Productivity:

OE whitelisting, CSAT feature incorporation, close monitoring on the answer %age and taking corrective measures to improve the overall conversion

8. Holiday Management:

End to end action on the Holiday requests via Cases and SIMs ensuring better Sx and 0 Defects.

9. SOP/ Process revamp:

Multiple process and SOP corrections to ensure better Sx, Vx and ease of case and SIM actioning.

10. NOC Central Tool Link:

Consolidation of all EF Tool links and incorporation within NOC Central for ease of access having common source of access.

11. Suspension / Un-suspension Updates:

Rolling out Suspension / Un-suspension updates along with aged suspension details and POA approval pendency info on a daily basis throughout the May ART and Jupiter ART

12. Mission Control:

End to end EF process walkthrough, NOC benchmarking for SIM routing logic, SIM SOP revamp, UAT & launch

13. Onboarding EF to River:

Design workflow, link policies, testing workflow, publishing, DB creation, UAT, launch & automation

14. Holiday Management:

Stakeholder connect & process alignment, quarterly calendar planning and publishing, Planning manual connect assignment, survey creation, mail communication to sellers & pendency flash details, Macro creation for holiday management base file + connect pendency details, central Input consolidation along with last year trend analysis data shared with S&OP for forecast planning, Holiday deployment planning & tracking for active sites + pipeline launches ensuring minimal or 0 ExSD & handover misses from the HCP impacted states due to unplanned holiday.

15. Sunday Risk Mitigation:

Risk analysis, weekly connect assignment, TRB & CPT cancellation actions, Data analysis & coordinating with business to mitigate risk, macro creation for Sunday risk connect planning, mail communications to sellers ensuring minimal or 0 ExSD & handover misses from the HCP impacted states due to Seller not being operational on Sundays.

• Worked as a TL for Direct Fulfilment channel operations ensuring overall team performance enhancement by providing regular coaching, feedback, and skill development opportunities.
• Established clear performance metrics for the team which helped in tracking progress towards set targets effectively.
• Coached team members in techniques necessary to complete job tasks.
• Projects worked upon in the L3 TL position:

1. Holiday Management:

End to end DF holiday working status data management and survey creation. Ensuring no misses due to unplanned holiday

2. PD Project:

Driven Ops verification connects in batches and by the end of 4 months was able to revive all the lost selections

3. Volunteering Activity Coordinator:

In the Year'21 was centrally driving Volunteering activities for CST (SF/DF) where we were able to ensure CST was trending at 100%

4. Task Chart Implementation:

Task charter ensuring rotational task delegation with equal work distribution and ensuring each team member has knowledge of each of the tasks.

5. DF SOP/ Process revamp:

Detailed SOP creation for each of the Issues handled within DF Ops related / SIM related to ensure better Sx, Vx along with team experience and ease of SIM actioning.

6. DF LBD Process revamp:

1 Month LBD Process was revamped to 1 week’s plan ensuring adequate assessment in place and faster training of newly onboarded associates

7. MBR Connects:

Preparing MBR Docs and giving detailed overview with regards to the monthly performance trend to the leadership.

• Oversaw daily Seller Flex operations activities, ensuring deliverables while maintaining high-quality standards.
• Efficiently and effectively identified and solved all problems that impacted direction of business.
• Implemented strategic initiatives that resulted in significant improvements in operational performance.
• Projects worked upon in the associate position:

1. Secured Shipment:

Identified the issues Sellers were dealing with regards to Secured Shipment returns. Connected with multiple stakeholders, worked upon streamlining the process and making changes with regards to the process.

This ensured that Seller’s concern with regards to Secured shipments were reduced and they were being reimbursed for the same.

2. Serial Scan SOP:

Identified the loop hole in the existing process with regards to dealing with Serial Scan Issues.

Got in touch with the Team Lead from catalogue team so as to get Insight on such Issues and fixes for it. Worked upon streamlining the process and making changes with regards to how the Issues are actioned upon and resolved.

This ensured that quick and efficient resolution is given with regards to Serial Scan Issues and reaching out to the respective POCs turned easier.

3. Stuck Order SOP:

Identified that the Stuck Orders were not being actioned the right way from the West region where it was delaying the cancellation and no proper follow ups on the previously worked stuck orders was happening.

Worked upon creating a streamlined process for working on the stuck orders and actioning them.

This ensured that Stuck orders are being worked upon in a systematic manner and the count of stuck orders were reduced.

4. Paragon Work Document and Blurb Document:

Identified the Issues that come up on a regular basis and created standard blurbs for each of it. Identified the detailed workflow of handling cases and use of the paragon interface.

Worked upon creating a work document detailing so as to how to access the portal and how to action cases in each scenario along with the status details and related tool access details.

Worked upon sharing across the self-created blurbs which was implemented in the automated blurb searches incorporated within the latest paragon portal.

5. Paragon Training:

This was initiated so as to ensure the team members in the paragon team (either the new joiners, old paragon team members or the team members newly moved from TT to paragon team) were able to raise their queries basis their doubts while working on the cases and were able to get a proper resolution to it.

This streamlined the process of working on the paragons with the proper knowledge of the process and updated changes in the process. This ensured better audit scores among the team members as well

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• Delivered exceptional technical assistance through both phone and tickets while maintaining professionalism at all times.
• Managed a high volume of tickets in the helpdesk system, consistently meeting or exceeding response time targets.
• Enhanced customer satisfaction by efficiently resolving technical issues and providing exceptional support.
• Streamlined troubleshooting processes for faster resolution times, improving overall productivity.
• The teams I have worked for NAB within IBM is Branch and Applications. Under the team branch and applications, we dealt with the hardware and software related technical issues the bankers faced.

Some of the hardware devices we helped the bankers resolve issues with:

· TCR (Teller Cash Recycler) – device used in order to authenticate the notes and performs depositing and withdrawal of cash.

Issues dealt with: machine damage (signified by showing a red light or gives a red light while performing a simulation), unable to perform deposit and withdrawal of cash, note is jammed.

· DVP (Digital Voucher Processing) – device used to scan the cheques and vouchers in order to transfer a specific amount of cash to a required customer’s account or a bank account.

Issues dealt with: machine damage (signified by no response from the machine while performing a run test), or by cheques getting jammed, unable to scan cheques and vouchers.

· Printers (Standalone printer, Olivetti printer) – Standalone printers: machine damage, cartridge running out of ink, printer connectivity issues, unable to perform printing of documents.

Olivetti printer (PR2 Plus) – machine damage, printer connectivity issues, unable to perform printing of slips and documents.

· Wi-Fi connectivity issues at workplace, Work Laptop and PC hardware issues or connectivity issues, MacBook connectivity issues.

Some of the software issues we helped the bankers resolve issues with:

· Cash Insight Application - associated with the TCR functionality.

Issues dealt with: unable to launch the application, application launched but the lights showing the level of cash are not displayed, few options missing within the application.

· DVP Software Issues – unable to scan cheques and vouchers, issues with DVP drivers.

· Mapping a printer or adding a printer, registering a user in order to be able to use the standalone printer or FYP printer.

· Mapping a shared drive, restoring documents deleted from a shared drive or a personal drive.

· Issues with applications such as outlook, excel, pdf creator, acrobat reader, word, banking applications such as Siebel, OBP, and OBPM. Issues with the browser Mozilla Firefox.

· Apart from these I have always focused on giving complete support to my clients by providing them detailed information about the updates and how to resolve the issues on their own in case they face a similar issue. Have always kept the clients informed about their ticket status and updates via emails.

· Along with this I had also been assigned to take care of my team members with regards to helping them resolve issues when the call flow was high. I was mainly reached out by people in order to resolve TCR and DVP issues.

· Have also sent out a detailed script to the whole service desk team in IBM with regards to the DVP functionalities, how to resolve issues based on the software and hardware aspects of DVP. The work was well appreciated by the team leads and the management.