December 09, 2010
Austin Contact Center Alliance
November Luncheon TWC Tour
AgendaBusiness Overview:
Michael Davolt, VP Customer Care
Daily Operations: Kolete Rife, Dir. Customer Care
Quality Monitoring: Melinda Pettengill, Quality Reg. Mgr.
Talent Acquisition: Mark Sullivan, Dir. Talent Acquisition
Workforce Management: Kaia Ralston, Reg. Workforce Supr.
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Time Warner CableTime Warner Cable is the second‐largest cable operator in the U.S., with
technologically advanced, well‐clustered systems located mainly in five geographic areas — New York State (including New York City), the Carolinas, Ohio, southern California (including Los Angeles) and Texas. As of June 30, 2010 Time Warner Cable serves more than 14.4 million customers who subscribe to one or more of its video, high‐speed data and voice services. Time Warner Cable Business Class offers a suite of phone, Internet, Ethernet and cable television services to businesses of all sizes. Time Warner Cable Media Sales, the advertising arm of Time Warner Cable, offers national, regional and local companies innovative advertising solutions that are targeted and affordable.
Time Warner Cable employs more than 47,000 people across the U.S.
Time Warner Cable owns and provides customers with exclusive, local, all-news TV channels in New York, North Carolina and Texas that give viewers content targeted to their community interests and concerns.
Our Customers
14.4 million customer relationships 9 million digital video customers 9.2 million high-speed data services to residential customers and a growing
number of business customers 4.3 million residential Digital Phone subscribers3
Mission and Values
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TWC Central Texas
5 110 miles
140
mile
s
CTX Customer Care TeamVice-President: Michael DavoltDirectors: Kolete Rife and Evelyn VaughnBilling Managers: Ray Gonzales and Denise
Steinhagen9 Supervisors120+ Agents
Repair Managers: Clint Oller and Lars Gaba10 Supervisors160+ Agents
Retention Managers: Eileen Edwards and 8 Supervisors 110+ Agents
Supported by regional teams in Austin as well
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CTX Call Center StructureRegional and Division Shared Structured
Region supports: Reporting, Workforce, Quality Control, Outsourcing, Project Management, Training etc…
Division supports: Staffing, Coaching, Management, Human Resources, Policies and Procedures etc…
Shared ResourcesWorking towards virtual call centers around the state
that look locally first, regionally second and outsourcing third.
Balancing service level, quality support and costsOutsourcing
Guatemala (video repair), Costa Rica (billing), USA (billing/retention), Phillipennes (Internet support)
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Care ChallengesEmotional Product Agents support multiple product linesComplex billing and packagingHighly advanced and cutting edge
technologyThousands of miles of plant Customer self-inflicted issuesCross functional communications
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Kolete Rife, Director Customer Careand
Clint Oller, Manager Customer Care
Daily Operations
Our Focus:Quality Monitoring:
focus on quality to provide customers “best in class service
provide 1:1 feedbackFirst Call Resolution:
care for customers’ needs with one callreduce call volume/ reduce wait time for customersensures customer satisfaction
Sales:educate & reinforce valuedriving revenue (revenue generating center versus
cost center)Voice of the Customer
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Performance Expectations:Driving success (carrot)
Setting goals with financial rewardsperformance and sales based
Minimum goals (stick)setting basic requirements of jobhelping to establish clear expectationssupports requirements of HR
Keeping Score: Scorecardsupervisor & agent accessibilityallows for focus/performance improvement
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Supervisor Expectations:Daily team interaction:
allows opportunity to build rapport/trustidentify strengths/challenges
On the call-center floor:identify issues with process and toolsidentify training needs of agentside-side coaching
Coaching:allows for 2-way communicationcommitment from agent/employee
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Employee Participation:Check the pulse of employees:
- meet with agents for feedback- focus groups- what’s working
Communication Team:- highlighting peer performance
Atmosphere Team- peer coaching- hints/tips
Make it a “FUN” place to work- happy employees make happy customers
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Melinda Pettengill, Manager Regional Customer Care Quality
Quality Assurance
Regional Quality InitiativesMonitoring of agentsFeedback sessions monthlyOne on One’s with SupervisorsTriangle MeetingsCalibrationsOutsourcer monitoring
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Agent MonitoringAgents are monitored for five calls per month / per
agentScores are immediately available for the agents to
review in NICEAny disagreement with the score is open for discussionWe address behaviors versus scoresSub-Attributes enable us to deep dive into missed areasWe look at trends in areas we can partner with Training
on developing Continuation Training and identifying gaps
New Employee Nesting monitoring program to assist with the agents transition to the Call Center
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Feedback SessionsEach agent receives feedback on their calls
monthly by a Quality AdvocateDuring the Feedback session we score a
call with the agent so they are familiar with the expectations and the “Why” behind the requirement for better buy in
Feedback sessions allow the agent to target their area(s) of improvement and how they are going to achieve the goal. This empowers the agents and make them accountable
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Supervisor One on OnesAdvocates meet monthly with each Supervisor
they score and discuss team trends with Sub-attributes
Supervisors and Advocates collaborate on the plan per agent for the upcoming month
Supervisors discuss areas they would like the Advocates support in
Discussions around incentives for the team and ways to help improve performance are considered as a team
This improves our partnership with the Call Center and positions Quality as a consultant and support to the Supervisor
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Triangle MeetingsSupervisors and Advocates meet with the
agent together to discuss performance The Agents, Supervisor and Advocate work
as a team to identify areas of improvement and develop a plan to advance the agent
Follow up meetings are arrangedMost centers it is mandatory for
Supervisors and Advocates to have Triangle Meetings with agents who perform under acceptable
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CalibrationsMonthly calibrations are help between Call
Center leaders and Quality to score 2-3 calls in their genre
Calls are scored together and then the floor is opened for discussions to resolve areas which are scored differently
Supervisors are required to attend one calibration per month
Provides consistency in the program and has kept our scoring variance below 5%
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Outsourcer MonitoringQuality Auditors are monitoring our Outsourcers
calls directly from their Call Management systemsCalls are scored on the same forms we use for
internal monitoringFeedback is delivered to the agent via email
which also includes their supervisor and QA department
Calibrations are conducted monthly with all Supervisors and QA, along with their leaders to clarify and discuss differences
Allows us to validate the Outsourcers internal scoring of their agents as presented to TWC.
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Mark Sullivan, Director Talent Acquisition
Recruiting
The Team
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networking
communityreferrals
job boards
recruiting
social media
outreachjob fairs
Talent Acquisition
Partnership
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Customer Satisfaction
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Challenges
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Continuously Seeking Improvement
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Questions