Austin Contact Center Alliance November Luncheon TWC Tour December 09, 2010

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Agenda

     Business 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 Cable

 Time 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 subscribers

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Mission and Values

TWC Central Texas

5 110 miles

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CTX Customer Care Team

      Vice-President: Michael Davolt Directors: Kolete Rife and Evelyn Vaughn Billing Managers: Ray Gonzales and Denise Steinhagen  9 Supervisors  120+ Agents Repair Managers: Clint Oller and Lars Gaba   10 Supervisors 160+ 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 Structure

   Regional 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 Resources  Working towards virtual call centers around the state that look locally first, regionally second and outsourcing third.  Balancing service level, quality support and costs Outsourcing  Guatemala (video repair), Costa Rica (billing), USA (billing/retention), Phillipennes (Internet support)

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Care Challenges

       Emotional Product Agents support multiple product lines Complex billing and packaging Highly advanced and cutting edge technology Thousands of miles of plant Customer self-inflicted issues Cross functional communications

Daily Operations Kolete Rife, Director Customer Care and Clint Oller, Manager Customer Care

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Our Focus:

    Quality Monitoring:   focus on quality to provide customers “best in class service provide 1:1 feedback First Call Resolution:    care for customers’ needs with one call reduce call volume/ reduce wait time for customers ensures customer satisfaction Sales:  educate & reinforce value  driving revenue (revenue generating center versus cost center) Voice of the Customer

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Performance Expectations:

   Driving success (carrot)   Setting goals with financial rewards performance and sales based Minimum goals (stick)    setting basic requirements of job helping to establish clear expectations supports requirements of HR Keeping Score: Scorecard  supervisor & agent accessibility  allows for focus/performance improvement

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Supervisor Expectations:

   Daily team interaction:   allows opportunity to build rapport/trust identify strengths/challenges On the call-center floor:    identify issues with process and tools identify training needs of agent side-side coaching  Coaching: allows for 2-way communication  commitment 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

Quality Assurance Melinda Pettengill, Manager Regional Customer Care Quality

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Regional Quality Initiatives

      Monitoring of agents Feedback sessions monthly One on One’s with Supervisors Triangle Meetings Calibrations Outsourcer monitoring

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Agent Monitoring

       Agents are monitored for five calls per month / per agent Scores are immediately available for the agents to review in NICE Any disagreement with the score is open for discussion We address behaviors versus scores Sub-Attributes enable us to deep dive into missed areas We 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 Sessions

   Each agent receives feedback on their calls monthly by a Quality Advocate During 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 Ones

     Advocates 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 Meetings

    Supervisors 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 arranged Most centers it is mandatory for Supervisors and Advocates to have Triangle Meetings with agents who perform under acceptable

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Calibrations

    Monthly 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 Monitoring

     Quality Auditors are monitoring our Outsourcers calls directly from their Call Management systems Calls are scored on the same forms we use for internal monitoring Feedback 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.

Recruiting Mark Sullivan, Director Talent Acquisition

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The Team

social media referrals recruiting job fairs community Talent Acquisition job boards outreach networking 24

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Partnership

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Customer Satisfaction

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Challenges

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Continuously Seeking Improvement

Questions