MEGAN TORRANCE

Over a decade of change and project management leadership in a variety of service processes. Dedicated, focused professional with a passion for helping organizations maximize results by making their people more effective. Keen ability to design & improve processes, leverage technology, and build strong supporting teams.

Areas of Business Expertise

Major Projects & Client Benefits

Customer System Documentation and Training, 2005-2006
LearnShare, LLC, a consortium providing global learning solutions for businesses

Documenting the popular LearnShare Learning Management System (LMS) for use by LearnShare members and clients. Creating 4 tiers of training material to support the LMS:

1. Tell Me -- step-by-step directions for using all end-user and system functions
2. Coach Me -- tips and strategies for getting the most out of the system
3. Let Me Try -- self-guided activities for key system activities
4. Teach Me -- instructor guides for facilitated learning

Materials are available in printed format and as online help in the LMS.

Conducting live and webcast system administrator training sessions for LearnShare LMS clients.

Providing customized implementation consulting to LearnShare LMS clients -- tweaking the LMS to meet specific organizational needs, and strategies for getting the most out of the system.

Operational Standards & Sequencing, 2005
Hudson Global Resources, a professional staffing solution provider with its North America shared services center in Pittsburgh, Pennsylvania

Created a master schedule for weekly processing, tying together the critical path of work for 5 interrelated teams at the Service Center with deadlines, notification & escalation criteria, and a process in place for maintenance. Worked with operations teams to create data tracking and metrics reporting for four key processing points. Met with teams to enhance customer service tracking & response, improve forms handling for data entry, draft policies, and send communications to field offices.

Each week during this short project, the Service Center was increasingly more on-time and more informed internally and externally about the schedule and the impacts of being late. Team members used better tools for communication with their customers and for tracking the results of their work. The teams now send 6 new metrics reports to the Service Center director.

Outbound Phone Bank Operations, 2004
Michigan Coordinated Campaign, Ann Arbor, Michigan office

Coordinated the volunteer phone banking efforts covering 3 counties with 3 distinct objectives as the campaign progressed. Defined the phone process and training needs, as well as training and information for volunteer shift leaders. Developed portable and re-usable training programs and supporting materials, including two online training modules for self-study. Staffed and trained shift leaders to ensure consistency of phone banking operations and data collection across all shifts. Created templates for compiling and calculating daily statistics.

• 1900 phone contacts made per day in the final days of the campaign
• Higher than expected turnout in targeted counties
• Election results in targeted counties helped to deliver Michigan to the Democrats

Learning Management System Deployment, 2003-2004
UnitedHealth Group, then a $28.8B health and well-being company in Minnetonka, Minnesota

Managed the growth of UnitedHealth Group's first company-wide learning management system (LMS) from shortly after implementation through to nearly complete adoption. Designed processes, training, and tools to support both self-directed online learning and enrollment in facilitated training sessions. Increased the utilization of the LMS with hands-on migration support and creative problem-solving. Designed and continuously refined end user support processes. Served as the point person for UnitedHealth Group's relationship with the LMS provider, LearnShare.

• Managed LMS access by nearly all 30,000 UHG employees for over 2500 compliance training, on-the-job support tools, technology skills training, and online book reviews.
• Increased employee use of the system from 400 daily users to 1650 daily users.
• Tripled the number of facilitated class sessions managed through the LMS from ~20/month to over 65.
• Increased online course completion from 3600 to over 15,000 monthly.
• Increased the administrative user population to over 400 personnel company-wide, each with access to point-of-need documentation and job aids within the LMS.
• Integrated several vendor contracts into the LMS, including over 1000 NETg technology skills and business courses, and over 550 Business Book Reviews.

Human Resources Outsourcing, 2001-2002
UnitedHealth Group, then a $23B health and well-being company in Minnetonka, Minnesota

Managed an outsourced human resources environment supporting 25,000 employees to ensure client needs were met by their vendors. Served as the primary client functional contact for a major vendor change to consolidate and improve service to employees while reducing overall costs to UnitedHealth Group. Defined and implemented a cross-functional and cross-company change request management process and software.

• Significantly reduced the time spent by client personnel in managing transactions handled by the vendor.
• Improved employee, manager, and Human Capital team satisfaction with and understanding of the new human resources service.
• Improved the information Human Capital leaders receive about the service environment and the types of human resources issues their employees have.
• Provided online self-service human resources policies, programs, and processes for all employees.

Billing and Receivables Consolidation & Reengineering, 2000-2001
Arthur Andersen's Central Region, a regional practice with $1.2B annual billings based in Chicago, Illinois

Designed and implemented an accounting center to handle client accounting for Andersen’s largest US regional practice. Consolidated the work of 11 local accounting teams into one center by designing & implementing new technology, building a great support team, and training line managers.

• Reduced the number of personnel required to process incoming receivables, at the same time improving the speed and quantity of information provided to front line managers about client accounts.
• Reduced working capital needs due to better application of incoming receivables and information about outstanding client balances.

Shared Services Organization Effectiveness, 1998-2000
Arthur Andersen's Americas Operations Center, a shared service accounting center in Sarasota, Florida

Provided general management consulting services to this new shared services center, including:

• A critical assessment of the center's 2-year-old self-directed work teams implementation, and training for the center's leadership team on self-directed work teams and other organization design options.
• Team-based definition and reporting of performance metrics that were aligned with overall organizational metrics and reported to leaders throughout the firm. Trained and facilitated work teams' definition of their own metrics, tracking systems, and improvement efforts.

HR & Payroll Shared Service Center, 1995-1998 (as an employee)
Accenture’s multi-function Chicago shared services center, supporting 27,000 North American personnel

Lead the design, development and implementation of consolidated payroll and personnel administration.

• Developed an interface to a legacy mainframe HR/Payroll system to enable human resources professionals to submit employee changes in a online environment for the first time.
• Automated several routine payroll tasks not performed by the legacy mainframe system.
• Standardized practices across nearly 30 local offices for capturing and recording personnel data through process design, tool design, and training.
• Developed & delivered remote training for over 1000 HR personnel.

Formal Education

Cornell University, Ithaca, New York | BS, Communication, 1992 | MBA, 1993