But Birrer and Lisa Washa, regional vice president, emphasize that accomplishing improved customer satisfaction and removing Charter from the most hated list is more than a matter of a few new programs. It’s a culture change from top to bottom. For example, in the past the bonus structure for Charter’s 16,000 employees was based on productivity — how quickly a task was performed. Now employee bonuses, from the CEO to the call center staff, are based on customer satisfaction.
