Pros
-Free Broadband services (Cable, Phone, Internet) and discounted equipment and movie/event purchases -Uncapped Commission Plan (Before December of 2010) -Generous Benefit package including Medical, dental, and vision insurance, tuition reimbursement, life insurance, and long and short-term disability benefits. Credits for non-smokers and smoking cession. -Frequent employee recognition and appreciation events including pizza parties during NBA and NFL games. -Contests and incentives (IE $5 & 10.00 gift cards per bundles sold or reward points selling so many phones, DVRS, or home networking products). -Experienced, effective supervisors and senior advisers and a professional, supportive, human resources team. -Limitless opportunities for professional growth and development. -Good neighbor philosophy is pervasive and impacts all aspects of business. -Merit based annual shift bids (70 % performance, 30 % seniority) and bi-monthly mini-shift bids (based on business needs). -Features the Street Side Care that offers home-style dinners, cold cut and grilled sandwiches, french fries, pastas, salads, soups, gourmet coffee, tea, desserts, and soft-drinks. -Generous PTO schedule including vacation, sick time, bereavement, and floating holidays. -Entry level employees earn 40,000 + per year. -Weekly Performance Development Meeting and Biweekly Team Meetings -Competitive, fast-paced, welcoming work environment. -Charter embraces diversity (in terms of ideas and backgrounds) -The leadership team at Charter has an open-door policy and encourages employees to voice their concerns and share their ideas.
Cons
-Mandatory overtime during days off, which prevented employees from resting, relaxing, taking care of business, and enjoying their time off. -Employees engaged in negative, distracting,non-work related conversations on the production floor (gossip, slander, and vitriol). -Aggressive performance goals and targets, which were difficult for most employees to achieve. -The quality assurance evolution process was subjective and did not factor in the end-user customer experience. -QA scores of 0 were assigned to representatives whose save attempts were deemed too weak and agents were placed on quality based performance improvement plans, even if there was no documented quality issue outside of one call). The pip required 50 percent call monitoring, and participant were terminated for any calls that were scored below 80 percent. -FMLA utilization rates were astronomical, and this had a negative impact on service levels. -A few supervisors preferred performance improvement plans (which required participants to meet all performance goals within 30 days or face termination) over coaching and positive motivation. -Performance improvement plans and terminations were common, which contributed to insufficient staffing levels and led to high levels of stress among employees. -Attendance policy exemptions were not granted fairly, equitably, and transparently. -Staffing levels were not congruent with the high call volume,and this was one of the main reasons so many employees experienced burnout. -Taking to 40-50 calls per day is mentally,physically, and emotionally draining. -The instructional strategies that were employed during training (new hire and up to) were outdated and ineffective.