2013 EEI/AGA Customer Service Conference The Story of Cultural Transformation How a top utility used a multi-track approach to change attitudes & significantly improve engagement & performance Candi Florence, Integrys Barbara Burke, Barbara Burke & Associates, Inc.

Service Delivery Models Transactional Focus on efficient transaction handling. Compliance is highly valued. Creative thinking discouraged. Command & control supervisory model. Top down decision-making. Handle time pressure create unintended consequences. High stress, low engagement. Customer-Centric Focus on customer perception of the service experience. Results trump compliance. Coloring outside the lines OK. Intentional Coaching™ supervisory model. Participatory decision-making. Focus on what the customer thinks. Lower stress, happier agents, higher engagement. What % of our calls would you estimate are at or above performance standards? 99% Does it make sense to focus100% of your effort on that 1%?

2. Supervisors Learn Intentional Coaching™ Multi-track Approach to Culture Change 1. Establish Core Values 2. Supervisors Learn Intentional Coaching™ Train leaders to improve engagement & performance by replacing reactive firefighting with the value-based Intentional Coaching™ Model 3. Transform Agent Attitudes Apply three simple core values in interactions between supervisors and agents and between the agents and their customers. Utilize a series of facilitated book club team meetings to open up dialogue, gradually build trust, and improve agent engagement.

Integrys Energy Group, Inc Six Regulated Utilities (Gas & Electric) Integrys Business Support LLC Integrys Energy Services Trillium/CNG American Transmission Company, LLC Integrys Energy Group owned approximately 34% of American Transmission Company, LLC at December 31, 2011.

Utilities We Serve Upper Peninsula Power Company (UPPCO) Established in 1884. (acquired by Integrys Energy Group in 1998). Regulated electric utility. Serving 10 of the15 counties in the Upper Peninsula of Michigan. Approximately 52,000 electric customers. Wisconsin Public Service (WPS) Established in 1883. Regulated Gas and Electric Utility. NE and Central WI and an adjacent portion of Upper Michigan. Serves approximately 441,000 electric and approximately 319,000 gas customers .

Call Center Operation – Green Bay 24 x 7 Operation 77 employees 9 Non-Union Staff 1 Manager 7 Work Group Leaders (Supervisors) 1 Administrative Assistant 68 Union Staff 51 FT CSRs/5 PT CSRs 7 Seasonal CSRs 5 Crew Leaders

Key Performance Indicators Call Center Service Level Average speed of answer Customer Satisfaction First Call Resolution CSR Quality scores After Call Work time Away from Desk Schedule Adherence

Intentional Coaching - Implementation Tool for Supervisors to own and create: A more positive, proactive work culture. Better, more trusting relationships between them and their CSRs. A uniform system for coaching and managing front-line relationships. A renewed focus on employee accountability.

Goals for the Project Improve communication/behavior between Supervisors and Employees. Change to a proactive/positive culture. Engage our front line staff in the change process.

Culture Change Initiative Results Project Goal: Reduce the number of transferred calls to Sr. CSRs by 20% 2012 Results: Achieved 21% reduction

Culture Change Initiative Results Project Goal: Reduce Supervisor calls by 10%. 2012 Results: Achieved 23% reduction

Culture Change Initiative Results Goal: Improve CSR productivity 2012 Results: 29 Sec. Reduction in Average Speed of Answer. (from 82 seconds to 53 seconds) 1.03 min. Reduction in Average Handle Time. (from 7:09 to 6:06)

Culture Change Initiative Results Goal: Improve CSR productivity 2012 Results: 9% Increase in Service Level. (from 64% to 73%) 3% Improvement in First Call Resolution (from 83% to 86%)

Culture Change Initiative Results

Culture Change Initiative Results

Culture Change Initiative Results Top Quartile Goal: 74%

To what degree did NMM book Clubs help you with relationships at work? Other people on my team: 97% External customers: 95% Internal customers: 94% My manager: 94% On a scale of 1 to 5 = Combined ratings 3+4+5

Employee Engagement Results To what degree did NMM help you deal with on-the-job stress? 93% Positive Impact To what degree did NMM impact your relationships outside of work (family, friends, etc.) 92% Positive Impact On a scale of 1 to 5 = Combined ratings 3+4+5

Onsite Visit – Book Signing “Isabel reminds me of myself in so many ways. I really enjoyed reading the book and found it very helpful in my day-to-day life.”” ~ Patti Hallet, CSR

Culture Change – Lessons Learned Managers must believe and have a vision. Give front line leaders support – they feed off their Manager. Each supervisor will develop at their own pace. Begin program with leaders – back up if necessary until all on the same page with same expectations.

Culture Change – Lessons Learned Allow the time for meetings. Continuously walk the talk. Do not allow fast pace to get in the way. Engage content in monthly team meetings. Set goals – stay involved. Make sure the employees know this is not the flavor of the month.

Candi Florence Manager - Customer Operations | Customer Relations Integrys Business Support, LLC 920-617-4715 direct 920-883-1983 cell ceflorence@integrysgroup.com

Barbara Burke www.barbaraburke.com bb@barbaraburke.com 507.213.7838 (mobile) 507.663.7232 (office) Contact Center Culture Change Consulting. Agent Engagement Improvement Consulting. Intentional Coaching™ Boot Camps for Supervisors. Workplace Wisdom Webinars. Leadership retreats and seminars. www.barbaraburke.com WBE Certified Woman-owned business