Thread regarding AT&T layoffs

TV prices just gone up, it doesn't take a genius to figure out which way NPS is heading. Then comes the rationalization that scores were affected the raising prices. And poor eNPS scores were impacted by layoffs. The executives are spending all the their time defending bad decisions and policies, no time for growth or winning new customers. Rinse and repeat.

The eNPS is truly a joke at AT&T. I don't know about other companies, but it's practically useless here. From a Business Field Services point of view, it has been in the negative for some time now, going back 10 years. It was about neutral when Corey Anthony (SVP) had NIBS/BSIM, plummeted into the negative under John Regan (VP) and continues to stay negative since John Locus (VP) moved in a few years back. They really just don't get it at a high level is the problem. In fact, since they couldn't threaten and manipulate everyone into great eNPS feedback and scores, they simply just stopped doing eNPS survey's well over 18 months if not longer. Two of the biggest issues that I can remember on all of the feedback was ESM metrics negatively impacting the business customer experience and causing animosity among employees and formal training for legacy and emerging technologies. Those were addressed as follows:

1. ESM/Metrics: ESM metrics were removed from technicians annual evaluation going forard around late 2017 or early 2018. and the huge list of scorecard metrics for management was whittled down from like 40+ items to less than 20 and removed some items that were deemed completely out of control by the management team. This of course didn't last long as the scorecard now again reflects metrics that are completely dynamic and out of managements control within 1 organization. Also, it now includes BIC (best in class) objectives along with pass and fail and as you can guess, Directors and AM's manage to the BIC objective on everything, which means, as a manager, you could be passing all objectives, but still get punched in the face about not meeting some/all BIC objectives. This causes frustration and panic which is directed downstream to the technicians to do everything possible to help "the team" meet those BIC objectives. Basically, if you are in the red (failing-no matter by how much), you will get knocked out. If you are in the black (passing, but not BIC), you will still get punched, just not as hard and if you are in the green, I will say great job and move on.

2. Formal training for legacy and emerging technologies: Basically non-existent. Transport (Specials) techs no longer receive ANY formal training for legacy TDM (DS0, DS1, DS3, SONET, Telemetry, DLC, NGDLC, etc) and ABFS techs do not receive ANY formal training for legacy KEY, PBX solutions (Nortel Meridian and CS1000, BCM, Norstar, etc.). What training their is for IP Broadband, ASE, OTN, NG-PON2, managed services, Wi-Fi is delivered in a hybrid approach using youKnow documentation, youShare videos and a training program called "Techs-Training-Techs" where field techs are hand selected to be trained remotely by "SME's" and then those techs have to turn around and deliver the same to their peers. TTT is useless and pretty much everyone knows it, but they are afraid to really speak up and provide honest feedback, because any attempt to do so by craft or management is construed by leadership (AM, Director, VP) as an attitude problem. Some basic ASE training is still delivered sparingly via IVL to the field and targeted Avaya Contact Solutions (Communications Manager, Contact Center, Administration, etc) and IP Office (all IVL of course) training can be taken, but is expensive and requires management and financial review and approval in advance. The only "in-person" formal training that I'm aware of, anywhere across the enterprise for Business Field Services, is for 911 certification from the multiple vendors (West, Motorola, Solacom, etc.) for PSAP deployment and maintenance.

All of you have missed that the plan designed by management was sound and that the fault lay with the hourly folk’s inability to implement the plan as designed.

A compilation from my DTV customers, both current and those who I run into who are now former customers:

1. Off shore customer service. Can't hear for background noise, language and accent barriers and inability to listen because the Reps are too busy trying to upsell phones.

2. Price increases - the tone deafness of hiking prices in the era of cord-cutting which is driven by prices.

3. Poor technical support. The hoop jumping it takes to get a knowledgeable Troubleshooter on the phone is exhausting.

4. Poor Field Tech support. We DTV Techs are now so under-staffed and barely equipped with inventory that we either miss appointments or can't do the work once we have arrived due to materials shortages.

Funny how T knee capped DTV customer service with a tire iron and then they can't figure out why DTV customer service s—s and is hobbling along.

Anyone with a conscience can understand why NPS is low. AT&T's public plan is to get rid of 'value' customers and only focus on 'high quality' customers. AT&T is using data mining and artificial intelligence for the past few years to analyze exactly how high they can raise each customers bills, what minimum discounts are absolutely necessary and how bad product quality and customer service can be before the customer cancels service, or downgrades.

When I questioned my SVP and HR about the ethics of using AI for unethical purposes. They were shocked I thought this was wrong. They honestly believed this was the future of customer service. They just don't understand labelling 50% of your customer base as 'value' customers you don't want is wrong.

NPS is a joke. As a manager, they would make it my responsibility to make those scores higher for my direct reports. They didn't care that the only feedback was completely out of my control. 'provide better health coverage'. 'Fix wireless coverage in my area'. 'bring uverse to my area' 'stop outsourcing to India'

Right, blame the low level managers to resolve the low NPS scores resulting from 'stop outsourcing' . Those decisions are no less than level 5 or 6.

@rmj: customer NPS, not employee NPS.

But interestingly, about a year after the merger, and 6 months after AT&T started to directly manage DTV there was an eNPS survey. The results were hilarious. Negative scores across the board for AT&T by the legacy DTV employees. it was so bad that one of the VPs flew in from Dallas on short notice to try and figure out why the scores were so horrible.

The answer: layoffs, distrust of AT&T ownership, dislike of Stankey (then DTV president), and dislike of the stupid T bureaucracy and red tape.

The VP actually pleaded with the DTV people to give the new T executives a chance. it was kind of pathetic to watch.

If you weren't aware senior leaders had a simple solution to improve eNPS. Outsource the groups that were dragging down the over eNPS. That's what happened to our group. The eNPS scores for senior leaders in our group were so low, they went that route instead of listening to feedback. Problem solved.

Do you think outsourcing very good award winning domestic based customer service to poorly trained Mumbai call centers reading from an AT&T script might have something to do with it?

AT&T needs to be blocked from acquiring any more companies. T has destroyed so many great companies that were assets to our economy. Three strikes and you're out, although it's been over a dozen air balls in Randall's case.

I have a friend who loved dtv before att bought it and have gone back to cable. nobody wants to deal with att plain and simple. them are just the facts not any personal vendetta.

NPS was hot some years ago. Now all of the Mismanagers know their NPS is in the toilet and going down the drain lower. So why do you think they will try to fix what they sow?

Uh, the excellent customer service that T delivers!