Creating A Customer-Focused Help Desk () von Andrew Hiles

This volume came about as a result of the authors’ own practical experience in Help Desk operation and management and of hundreds of workshops the authors have conducted world-wide over the last fifteen years. It is intended to be a practical reference guide, but the suggestions, checklists and templates all need to be interpreted and amended in the light of the culture, technology, service maturity and constraints of each individual organization.

CONTENTSOther Publications by the AuthorsAcknowledgmentsForeword1 WHY HAVE ONE? WHAT IS IT?Why A Help Desk?What About the Customers?Benefits of a Help DeskFigure 1: IT Equipment Cost, Book & Real DepreciationScope Of The Help Desk2 HELP DESK TRENDSRecent TrendsOrganizationalCulturalFigure 2: Help Desk Activities Being Considered for OutsourcingTechnicalFigure 3: Ratio of Support Staff to End UsersCommercial3 THE HELP DESK SERVICE PORTFOLIOGeneralSupporting New CustomersPasswordsCallsCall AnswerCall MakingCall TransferCall ClosingRequests, Issues and Problem ManagementLogging = Trouble TicketsFigure 4: Help Desk Log InformationProblem Analysis and DefinitionIssue and Request ManagementPrioritization and FeedbackFigure 5: Who Prioritizes Service Requests?EscalationSign Off and ClosureEquipment and Software AcquisitionEquipment and Software InstallationAsset ManagementEquipment MovesVirus CleanupManuals, Guides and NewslettersIntranet / Internet MaintenanceHardware and Software Demonstrations and EvaluationsCustomer Education & TrainingCustomer Review MeetingsBusiness Satisfaction AnalysisCustomer Satisfaction AnalysisInformation AnalysisService Level Analysis4 HELP DESK TOOLSGeneralTools For Help Desk StaffTelephone ToolsComputing FacilitiesDocumentationFigure 6: Example Notice to CustomersSoftware ToolsFigure 7: Help Desk Using CTI, Expert Systems and CIM5 WHO OWNS PROBLEMS?Problem OwnershipFigure 8: Problem Ownership Options6 HELP DESK ORGANIZATIONIntroductionGlobalCentralDistributedLocalReal or Virtual?First, Second and Third Level SupportReporting LinesFigure 9: Related Support FunctionsIT OperationsIT Customer SupportThe IT Director / ManagerMarketing and / or SalesAuditFigure 10: Help Desk reporting LinesResponsibility Without PowerFigure 11: Typical Help Desk Reporting Lines7 HELP DESK RESOURCINGThe New Help DeskFigure 13: Shift Time Spent on PhoneThe Existing Help DeskFigure 14: Resourcing Model for an Established Help DeskFigure 16: Average Length of First Level Support CallCatering for GrowthFull or Part Time Staff?Dedicated Help Desk StaffStaff with other ResponsibilitiesSkilled, Unskilled or Semi-Skilled Help Desk?Outsourced Help DesksStaff Turnover8 HELP DESK SKILLS, STAFFING & PEOPLE ISSUESWhat Skills?Figure 17: Help Desk SkillsKey Qualities in Help Desk StaffService FocusInterpersonal and Problem-Solving SkillsTechnical Knowledge and SkillsHow to Recruit Effective Help Desk AgentsValidity of the InterviewTypes of InterviewGuidelines of a Structured InterviewPreparationInterview StructureInterview ConductPost InterviewStaff RetentionFigure 18: Years at OrganizationCareer PathsCultural IssuesStaff Productivity and Retention Through LeadershipTrait TheoriesSituational TheoryFigure 19: Level of Congruence Resulting from Match BetweenGNS andJob ScopeFigure 20: Model for Leadership Styles Matching GNS and MPSCell 1Cell 2Cell 3Cell 4Managing PeopleManaging StressManaging ChangeManaging the Complaining Customer9 HELP DESK SERVICE ISSUESStandardsFigure 21: A Tiered Approach to Support QualityService Level AgreementsObjectivesMethodologyManagement Reporting, Measurements and StatisticsFigure 22A: Example of Management Report on Call HandlingFigure 22B: Example of a simple Management Report on HoldTimeFigure 23: Who Sees Performance Statistics?Figure 24: Frequency of Help Desk ReportsSLA ContentImplementationBenefits of Service Level Agreements10 CHARGING FOR HELP DESK SERVICESWho Pays for the Help Desk?Charging Options11 MOVING FORWARDSetting up the Help DeskPhasing and PilotsPolitical and Organizational IssuesPeople IssuesCommunicationsInitial TasksMoving Forward - ChecklistFigure 25: Checklist for Help Desk ProgressPossible Future Tasks for the Help DeskAPPENDIX A: CONTACTSAPPENDIX B: EXAMPLE DESKTOP SUPPORT SERVICES AND METRICSAPPENDIX C: EXAMPLE OF DESKTOP SUPPORT SLATransaction TypeAPPENDIX D: EXAMPLE JOB DESCRIPTIONSExample Terms of Reference for Customer Account ManagersExample Job Description: Help Desk AnalystAPPENDIX E: HELP DESK CHECKLISTAPPENDIX F: FEATURES, FUNCTIONS AND CHARACTERISTICS OF HELPDESK SOFTWAREAPPENDIX G: EXAMPLE CUSTOMER SATISFACTION SURVEYAPPENDIX H: STAFF SKILLS ASSESSMENT MATRIXINDEXABOUT THE AUTHORS

This volume came about as a result of the authors’ own practical experience in Help Desk operation and management and of hundreds of workshops the authors have conducted world-wide over the last fifteen years. It is intended to be a practical reference guide, but the suggestions, checklists and templates all need to be interpreted and amended in the light of the culture, technology, service maturity and constraints of each individual organization.Delegates frequently ask us: “What is the best Help Desk software package?” or “What is the best way to set up a Help Desk?” Our only response has to be “Best for whom? It all depends.” A key objective of this book is to show how and why “It all depends” and to provide readers with the best possible information on which to understand and evaluate options and to select the best - for them. If there is one thing we have learned over the last years, it is this: Good service has no history. Bad service has infinite history.Based on extensive feedback from delegates from most of the Fortune 1,000 companies who have attended courses presented through Frost & Sullivan (Europe), AIC (South Africa), Monadnock (UK), The Infomatics Resource Centre (UK), IIR (UK), Digital Equipment (UK), Logtel (South America), CEL (Asia Pacific), UPMOCL (Middle East), Finborough Seminars, as well as delegates of in-company training for organizations like Dow Europe (Switzerland), The Intervention Board, BP, Shell International Petroleum, Logica (UK), Arthur Andersen (UK), Rolls Royce (UK), Global One (Germany and USA), Caterpillar (Switzerland), GAK (Netherlands), European Commission (Belgium), Transnet (South Africa), Sun Valley (UK), Nikon Precision (UK).