technologies: expert in the room webinar: four key practices to taking your service desk from good...
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Join us for our Expert in the Room Webinar! Today's host is, Jeff Brandt, an accomplished Randstad veteran with 13+ years of experience at all levels of Service Desk Solutions delivery including managing individual Service Desks to a Delivery Center of over 300 Analysts. Key takeaways for taking your service desk from good to great: The Customer Experience Service Level Management Continual Service Improvement Knowledge ManagementTRANSCRIPT
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Today’s Presenter: Jeff Brandt
Jeff Brandt is an accomplished Randstad veteran with 13+ years of experience at all levels of Service Desk Solutions delivery including managing individual Service Desks to a Delivery Center of over 300 Analysts.
Jeff is an HDI-certified Help Desk Manager and has worked with numerous client technologies and support systems for interaction, incident and knowledge management.
Jeff has extensive experience in support environments within the government and higher education verticals.
Jeff holds a Business Information Systems degree from Messiah College.
Agenda
The Customer Experience
Service Level Management
Continual Service Improvement
Knowledge Management
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Randstad Technologies
2nd largest technology talent and solutions provider in the US
70 Randstad Technologies offices
6 Delivery & Operations Centers
Services include:
Recruitment
Consulting
Projects
Outsourcing
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Technology Support ServicesAnnually, we support 1.8 million users; 4.5 million incidents.
HDI Team Excellence Award Winner
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The Customer Experience: Industry TrendCustomer satisfaction has become a TOP focus area
A large portion of those surveyed want to gain insight into their customers’ perception. This suggests a growing awareness of the importance of customer service in the industry.
HDI 2012 Practices and Salary Report:
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The Customer Experience:Our Client’s View
“Customer Service MUST encompass the end-to-end processes throughout IT support at all levels.”
“We want to move the focusonto the customer experience.”
“The statistics tell part of the story, the customer tells us what really matters .”
The Customer Experience: Executive View
The business funds IT and expects the service to be of high quality and a great experience
The old adage was never truer “The Service Desk is the face of IT to the end user”
Insource/Outsource/Co-source is part of this strategy
Three key measurements are recommended:
Transactional Customer Satisfaction Survey scores
Comments from users on surveys
Periodic IT Perception Surveys
Is support a core competency or to be left to others for whom it is?
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The Customer Experience:Practitioner’s ViewCustomer Satisfaction Survey USAGE
according to HDI 2012 Practices and Salary Report
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according to HDI 2012 Practices and Salary Report
The Customer Experience:Practitioner’s ViewCustomer Satisfaction Survey RESULTS
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The Customer Experience: Randstad Tips
Be sure to follow-up on negative survey feedback – nothing reduces return rate like ignoring feedback
Comb the comments for positive and negative trends you can act upon
Publicize the actions you take and let people know they came from survey feedback
Use annual perception survey to uncover root causes
Your Service Desk will typically score lower on these surveys than on transactional surveys, so it is important to ask probing questions
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Operations: Obtaining FeedbackA corporate initiative to measure employee & customer satisfaction
Survey scores are benchmarked & reviewed on a monthly basis for:
Patterns
Feedback
Specific initiatives
Managers held accountable for results
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Service Level Management: Industry TrendService Level Management is a “Ticket to Play”
81% of support centersmanage one or more Service Level Agreements33% use operational level agreementsamong support groups
From HDI 2012 Practices and Salary Report
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Service Level Management:Executive ViewWhat does it mean to your business?
Allows you to align the Service Desk with business objectives
Demonstrates the value of IT to the business
Establishes a baseline for Continual Service Improvement (CSI)
SLAs should be based on what is meaningful to the business vs just anything you can measure
There is a cost associated with SLAs, so they need to be negotiated with the business
OLAs between support teams are a critical part of SLM and are just as important as SLAs
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Service Level Management: Practitioner's View
Service expectations with the user community
Higher Customer Satisfaction
Performance expectations for the Service Desk team
Baselines for CSI at the team and individual level
Staffing
Scheduling
Training
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Service Level Management:Randstad Tips
Focus on the key metrics that have meaning for your business
Key SLAs
Key Practices
It’s OK to measure many things, but the emphasis needs to be on key items so you can meet objectives and continually improve
• First Contact Resolution
• Customer Satisfaction
• Abandoned Rate
• SLAs should only measure what is meaningful to the business
• SLAs should be negotiated with the business users
• SLAs should be documented and communicated to all stakeholders on a regular basis
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Continual Service Improvement: Industry TrendCSI is often overlooked as an important function
With a dedicated focus on CSI, we have helped clients find over $1M of value (hard and soft savings) in a year!
HDI’s 2012 Practices and Salary Report doesn’t discuss CSI at all!
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Deming P-D-C-A Cycle Steps and objectives
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Conduct root cause analysis
Increased customer satisfaction
Identify top issues
Build contextual training
End user empowerment
Issue volume reduction
Cost savings
Potential results include
“Shift Left” Strategy
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Continual Service Improvement:Executive View Flexible concept that translates shift-left principles into innovative delivery measures for customers
Continual Service Improvement: Executive View
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Improves Customer Satisfaction
Increases team morale by making them part of the process
Allows you to demonstrate and increase the value of the Service Desk
Identifies areas of improvement across the service lifecycle
Improves the efficiency and effectiveness of the Service Desk
Effectiveness – achieving and surpassing objectivesReduce number of errors, increase FCR or NPS scores
Efficiency – at the lowest possible costReduce resolution times, automate & increase workload with same resources
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CSI: Practitioner’s View
CSI: Practitioner’s View
Focus on improvements that will:
Do not try and improve everything at once
Create a culture of Continual Service Improvement
Identify no more than 3 at first
Include the entire Service Desk team in the process
Make CSI a “role” within the Service Desk
Increase business productivity and lower support costs
Improve the customer/employee experience
“Shift Left” low hanging fruit
Make sure you can measure improvement
FCR and Handle Time are great places to start
Recognize and reward the best ideas
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Knowledge Management: Industry TrendKnowledge Management is still under-utilized
Only 46% of support centersidentify knowledge managementas a necessary ITIL processOnly 49% report knowledge managementis “required to provide support”
From HDI 2012 Practices and Salary Report
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Knowledge Management:Executive View
Decreases costs
The objective of KM includes
Enables shift-left initiatives
Improve the efficiency and quality of services
Ensure the Service Desk has access to current and accurate information
Decreases mean time to repair
Requires Investment and Commitment
May be native to your Incident Management system
Purchase and implementation of a KM system
Resources to build & maintain the Service Knowledge Management System (SKMS)
Improves the customer experience
Increases business productivity via a higher FCR
Consistent support across the service lifecycle
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Knowledge Management: Practitioner's View
Reduces handletime
Reduces trainingtime
Increases FCR
Increases interaction with other support teams
Increases analyst knowledge of other support teams
Reduces Analyst stress
Increased Customer Satisfaction through:● Higher levels of FCR and reduced down-time
● Providing consistency in the support process to customers
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Knowledge Management:Randstad Tips
Require knowledge base usage on every interaction
A permanent Knowledge Management Role must be established
Leads to inherent ongoing updates of the knowledge system
Does not need to be a dedicated role
Ensure this role is updating the knowledge vs. the analysts
Ensure Analysts “flag” incidents with no associated knowledge
Make knowledge feedback & updates a key performance indicator
Tie every knowledge article to one specific incident or service request categorization
Automate usage of knowledge article to populate relevant areas of the ticket
Review and update articles on a regular frequency
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Q & A
Want to talk to the Expert?
Jeff BrandtSolutions Director, Technology Support Services T 800-366-2381 ext. 4495 M 717-514-5068
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