Austin Contact Center Alliance
November Luncheon
TWC Tour
December 09, 2010
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
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customers
 4.3 million residential Digital Phone subscribers
Mission and Values
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TWC Central Texas
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110 miles
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
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 Supported by regional teams in Austin as well
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
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(billing/retention), Phillipennes (Internet support)
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
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Daily Operations
Kolete Rife, Director Customer Care
and
Clint Oller, Manager Customer Care
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:
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- 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
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
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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
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
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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
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
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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
The Team
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recruiting
referrals
community
social media
Talent Acquisition
networking
job fairs
job boards
outreach
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Partnership
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Customer Satisfaction
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Challenges
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Continuously Seeking Improvement
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Questions