Development time has been more than halved, from an average of about two years in 1990 to less than one year in 1993. Associate Value Added CCS considers its highly educated management and occupational workforce, averaging four years of college training, to be the pivotal element in its continuous improvement efforts. Human resource planning is part and parcel of business and quality planning. These requirements are linked to other important determinants of performance, such as company competencies, anticipated technology developments, and customer expectations. On average, occupational associates receive 5.5 days of training each year, somewhat better than the average for Fortune 500 companies.
Annual surveys indicate high levels of job satisfaction.
Scores are reflected in compensation levels for executives and managers. As is true throughout the telecommunications industry, CCS is in the midst of corporate restructuring and reducing the size of its workforce. In addition, CCS has established a Transition Center to respond to associates' questions on workforce management and to prepare informational materials that address concerns voiced by associates. Using Technology to Improve With the aim of enhancing existing services, developing new ones, and distinguishing itself from competitors, CCS invests heavily in new technology. The consumer remains the ultimate authority on the quality of the company's services.