service desk excellence white paper 2016

Service Desk ExcellenceTaking your Service Desk from

“Good to Great”

White Paper – March 2016

With special thanks to the individuals from organisations below that took the time to contribute and share their ideas.

Leeds Office: Park House, Bradford Road, Birstall WF17 9PH

London Office: 4 Cavendish Square, London W1G 0PG www.cranford-solutions.com

@cranfordsol 01924 664 540 [email protected]

We would like to say a special thank you to the individuals who contributed

Many contributors had to remain anonymous due to company policies, however, respondees, include:

Amrit Kaur Kalsi, IT Service Delivery Manager, The Cabinet Office

Carl Bilsbrough, Service Desk Consultant, CLB ITSM LTD

Damian Bowen, Director, IT & Client Service Delivery NTT DATA

David Flacks, Services Manager, e-know.net

Gavin Payne, Service Desk Manager, Belfast Metropolitan College

Geraint Jones, Head of IT Support Services, Callcredit Information Group

Geetu Chopra, Head of Technology Support Services, Northern Gas Networks

Jason Ikens, Service Desk Manager, Arqiva

Jason Lloyd, Head of Service and Operations, iSAMS Independent Limited

John Painter, IT Service Desk Manager, Bluefin

Karen Cheney, Service Desk Manager, Public Health England

Matt Turner, Director, Hapus.net

Mike Rush, Service Desk Manager, North East Derbyshire District Council

Paul Barker, Head of Service, PSB IT Consulting

Robin Goldsbro, Head of Service Management, DLA Piper LLP




Service Desks are an increasingly valued and important function within an organisation and are relied upon to deliver first class service to the people they support. Perception of the Service Desk has changed and is now recognised as delivering value and contributing to organisational success. A great desk requires strong leadership, excellent policies and processes, committed people and first-rate partnerships.

This White Paper looks at how Service Desks have been taken from Good to Great focusing specifically on culture, leadership and customer experience. This Paper provides Service Desk professionals the opportunity for personal and professional recognition amongst other industry experts.

Introduction

About our Survey

Cranford Solutions’ latest White Paper on Service Desk Excellence puts the focus on Service Desk Management and elevating the level of service provided. The Service Desk Managers that have contributed to this Paper have all taken their Service Desks from Good to Great and want to share their experiences and provide tips which will enable you to do the same.

In this Paper we look at:

What makes a good Service Desk Manager

The evolution of the Service Desk

Culture and Environment

Top tips to take your desk from Good to Great

Who we Surveyed

We asked many leading professionals with a wealth of Service Desk Management experience. 90% of those surveyed had used more than one Service Desk tool with most respondents having used 5 or more.

The respondents ranged from Managers running internal to external desks and single site users to desks which service up to 45 different sites. This has an impact on views around ‘walk-ups’. The make up of the desks also covers a wide range with some running a 1st line desk but the vast majority covering 2nd line and some through to 3rd line and Deskside support.

The size of Service Desks has ranged from single figures through to 45 with one respondent having run a desk of 150!

Both of the above impact on the number of users supported which again range from 1,000 to 40,000.




What makes a good Service Desk Manager?

From the Managers we spoke with there was a common theme of ‘leading by example’. Setting the standard for your team and encouraging positive behaviour and attitude will filter through into the service your team provide.

Having the ability to ‘build strong relationships’ was also a recurring theme in the answers that came through to us. Building relationships with your team and your customers is essential to being a good Service Desk Manager. This means having an open communication channel with the team and the customers so that everyone feels included and understands where they fit in. Approachability and an empathy with the team is mentioned in a large number of surveys with many Managers recognising that times can be tough on the desk, so knowing that your Manager is looking out for your interests develops a strong and confident team. Being supportive to the team is mentioned often “to err is human” – Alexander Pope.

“You can teach everything else but attitude” - Jason Ikens, Arqiva

“Get out and see your colleagues and help” - Geetu Chopra, Northern Gas Networks

“Don’t be afraid to get your hands dirty” - John Painter, Bluefin

Constantly driving the Service Desk forwards takes tenacity, so perseverance is a character trait many Service Desk Managers recognise in themselves. Motivating yourself and your team can be a lonely place so having set goals and the confidence & mind-set to keep going is paramount. Having a thick skin is also mentioned – Service Desk Management is not easy!

Listening

By listening to your team they will be valued and naturally more productive. You will also get their perspective on problems and solutions, no-one can solve everything alone. Getting to know your team and understanding the individual drivers helps you to take the team on the journey with you and utilise their strengths.

Flexibility

Being flexible is another key strength identified by contributors. Responding to changes in the workplace whilst at the same time maintaining a consistent approach to service can be challenging, so having a flexible attitude to change is crucial. Having built strong relationships and understanding the business drivers makes changes easier to understand and communicate to the team but be prepared for anything.

“Balancing strategic thinking with daily firefighting” is a constant challenge that Service Desk Managers face - Geraint Jones, Callcredit

“Leading a Service Desk, especially a large one, isn’t for the faint hearted. You need to be BOLD” - Robin Goldsbro, DLA Piper




Out of the Managers we surveyed the overriding “one thing” that they agree you need to be a successful Manager is People skills. Once you have your team on side you can accomplish anything. By understanding your team and their capabilities and creating a blame free culture, success will follow as the team will feel their value within the organisation and want to add a positive contribution. One size does not fit all when it comes to people so by spending the time to understand what makes people tick you will naturally get the best out of them. Communicating your plans clearly and with patience, listening and reacting to their concerns all helps the team feel valued and work with you to achieve goals.

The Evolution of the Service Desk

The Service Desk was once a perfunctory facility there to deal with emergencies. They had no real contingency plans nor were they a valued and respected part of the IT department.

The general consensus amongst the Managers is that the Service Desk used to be a very reactive function that was not aligned with ITSM. IT itself was less respected and seen as a cost to organisations whereas over recent years IT has evolved to become an integral part of any company that nothing works without.

The general technical evolution has led to the Service Desk having to be more prepared and more technical, customers now demand immediate fixes so the Service Desk has to be prepared for a high level of first time fix rates – they also need to do it with a smile as service is increasingly important to customers in this day and age.

In turn this demand for immediate response has meant new communication channels have opened up as a means to contacting the desk including social media and chat functions. Whereas the contact used to be face-to-face or via the telephone only, now many Service Desks have to provide 24/7 cover via a number of channels to make it as easy as possible for customers to reach them.

With the addition of tools to support the Service Desk and improve the level of organisation and service they are able to provide, plus an alignment with ITIL and best practice, the Service Desk has taken a more prominent role in IT departments and organisations in general.

The evolution of the Service Desk has seen specific Service Desk software designed to aid and streamline the service they are able to provide. Selecting the right tool that integrates with the business is a big part of the Service Desk Managers’ responsibility.

“The customer is King” - Damian Bowen, NTT DATA

THINKING POINTS

• If you are 100% honest with yourself could you do any of the above better than you currently do?

• Do you focus on the careers and development of your team?

• Do you always communicate changes to the team in a timely and positive way?




Perception of the Desk

The perception of the desk has changed considerably over recent years. The changes in technology have meant that organisations rely more heavily on the technical knowledge on the desk. It is often seen as the place where fixes happen. Better reporting within the desk and more widely within the business has helped provide recognition for hard work and the changes within the Service Desk. External surveys and a presence on the Intranet improves recognition along with buy-in from senior staff. There appears to be an increase in praise from users. However, some respondents also noted that it still isn’t always appreciated and there is still a way to go in some organisations.

More commonly the view given by Carl Bilsbrough, CLB ITSM Ltd was echoed that the Service Desk is seen as an “Integral, vital and hopefully a valued part of the IT department”

Most Managers feel that their Service Desk is a valued part of the organisation and their teams have been recognised company wide. North East Derbyshire District Council, managed by Mike Rush, won 2015’s “Top Team” award for the entire Council.

THINKING POINTS

• How could the perception of the Service Desk be improved further within your organisation?

• Is the perception of the desk echoed through all areas of the business?

Culture and Environment

Where is the desk situated in the office?

Ensures there is less disruption to the Analysts on the phone dealing with current tickets

Easier to communicate

Open plan gives a more approachable feel

1st and 2nd line can interact more and help each other where needed

Helps the Manager to monitor and protect the Analysts

Sepa

rate

offi ce 25%

Open plan Service Desk 75%




How did the Managers feel about “walk-ups”?

This question generated a mixed response with some Managers feeling that walk-ups can disrupt service, particularly when the desk services multiple sites. Others however, said that controlled walk-ups were a part of their offering. For example, The Cabinet Office, managed by Amrit Kaur Kalsi, operate a “Tech Bar” where users can walk-up to at any point during working hours to get an immediate fix on their issue. These are all classed as first time fixes on their stats too.

Many other desks have a more ad-hoc approach in order to feel part of the team but also feel that customers need to be patient if there are other things going on. Many teams have an appointment making service for such occasions.

The Team

We all know Service Desks won’t work without a strong team behind them so we asked the Service Desk Managers a little more about the team behind the desk.

Perhaps one the most interesting facts is that when hiring, Service Desk Managers no longer prioritise technical ability but “Place more value on good communication” - Gavin Payne, Belfast Metropolitan College. Paul Barker, PSB IT Consulting, also noted that “Analysts now need to have an understanding of “business impact” when they are taking and prioritising calls”. It is widely thought that with the correct core traits a Service Desk Analyst will be able to learn the technical side of their role.




The Top 3 core traits that Managers now look for in potential employees are:

Other top traits that were discussed include having determination; the drive to fix someone’s issue will go a long way on a Service Desk. Flexibility also came up a number of times as many Service Desk Analysts are often required to help in an area that might not be in their job description but they have the capability to help. Having the enthusiasm to want to help for the greater good is something which cannot be taught and the hunger to improve is also recognised.

A final mention needs to go to ‘organisation’. It is widely recognised that organisational skills can help an Analyst get through the number of contacts and recognise trends in issues.

Every Service Desk Manager we spoke to also reported that they ideally try to get internal applicants as a first port of call for recruiting Service Desk staff, as people already working within the business will have a greater understanding of the customers’ needs and expectations. It is commonly thought that technical skills can be learnt but attitude and culture cannot. They also encourage their employees to progress within the organisation once their skills start to overtake their responsibilities on the desk.

CommunicationThe ability to communicate with their customers and team is crucial to their success. By listening to and understanding where they are coming from and their frustrations they will be put at ease.

Problem SolverBe a proactive problem solver. Look for patterns in problems and solve them before they arise and share your knowledge. Think outside a standard fix and get to the route of what the problem is.

Customer ServicePutting the customer first and keeping them up to date is paramount. They should go away feeling that they have had a positive experience and that you have done all you can to help them as quickly as you can. By putting the customer first the team will naturally raise the profile of the Service Desk. Enthusiasm and empathy are often recognised by users.

TOP 3TRAITS

12

3




A Happy team is a Productive Team

Supporting a wide array of demanding users can be stressful! Every ticket is important and users generally believe theirs is the only problem that has to be solved that day. By encouraging a strong team mentality that ‘we are all in this together’ and having regular 1-2-1’s, the Managers surveyed feel that they can monitor their teams’ happiness regularly. Dealing with issues and frustrations as they arise is the key to managing their job satisfaction and feeling of worth.

Getting internal feedback from users is also a good way of keeping on top of staff morale, the power of positive feedback is unparalleled. Equally, any negative experiences can be learned from and developed moving forwards. The consensus is to never be afraid of feedback.

Providing encouragement and working with people as individuals is essential – Service Desks are by their nature busy and watching for individuals struggling and getting buried is a key task as a Manager.

THINKING POINTS

• Does the team get together outside the office?

• Does this matter?

• Who creates the team ‘ethos’?




Top Tips from the Top Service Desk Managers:

Make sure the team are sitting close enough to one-another to provide support or advice when needed – Karen Cheney, Public Health England

Be professional but happy. Banter is not an evil word - John Painter, Bluefin

Create a skills matrix, list all the services vs people in the team. The knowledge gaps and trainers will jump out – here’s your training plan and trainers – Paul Barker, PSB IT Consulting

Service Desks are always under pressure to be “on” making team meetings and time away from the workplace difficult. Look to agile practices of Kanban and stand ups to encourage short, frequent meetings stood up on the “shop floor”, with permanent visual reminders of work and progress on boards, so staff can use them at any time and feel a part of the decision making process – Matt Turner, Hapus.net

Spontaneity & rewards, give the team short term goals and rewards. e.g. clear x number of incidents by lunch time and lunch is on me – Carl Bilsbrough, CLB ITSM Ltd

Continual improvement, build a roadmap, regularly review and prioritise to deliver the strategy – Geraint Jones, CallCredit Information Group

Set clear customer expectations - differences can be a big source of contention - David Flacks, e-know.net

Get your advisors to imagine it is them calling the desk when they are dealing with a customer – Gavin Payne, Belfast Metropolitan College

Know your staff, your greatest asset. Don’t just focus on the formal side of this with 1-2-1’s but take the time to really understand them and their goals – Jason Lloyd, iSAMS

Implement an online ICT induction for new starters – performing inductions has never been popular amongst Service Desk staff – Mike Rush, North East Derbyshire District Council




Conclusion

The overriding theme that has come from the survey has been that the way to manage and lead a team to success is to encourage individuals personally. Speak to people with honesty and integrity and get everybody to ‘buy-in’ to the vision. Regular updates and involvement in strategy with clear expectations of each individual on the roadmap is paramount.

Keeping communication lines open with individuals is also valuable, engaging them in their role, recognising their strengths and agreeing development plans for themselves. Empowering individuals and giving ownership of specific projects, knowing they are making a difference helps the team appreciate their value.

It is widely acknowledged that Customer Service is the key to success and growth and the best way to encourage this is to keep a happy and motivated team in a constantly changing environment, where the nature of contacts is constantly moving from phone calls through email to Instant Messaging and face to face contact.

“Recruit people with the right attitude and everything else can be taught” – Jason Lloyd, iSAMS

service desk excellence white paper 2016

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