HDI 2012 Practices Salary Report

PRACTICES&SALARY REPORT

SUPPORT CENTER

The IT Service & TechnicalSupport Community

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Director of BuSineSS contentCinda daly

Senior reSearch analyStJenny Rains

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art DirectorkathaRine nelson

Copyright 2012 UBM LLCAll rights reserved.Printed in the United States of America.ISBN: 978-1-57125-111-4

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table oF contentSWelcome ................................................................................................................................................................................................................................. 6most Requested metRics .............................................................................................................................................................................................8suppoRt centeR Job titles and definitions ............................................................................................................................................... 9

deMogRaphiCs: Who the data RepResent summaRy ............................................................................................................................................................................................................................. 11 about the companies industry ...................................................................................................................................................................................................................... 12 about the suppoRt oRganizations number of support centers within the support organization ............................................................................................................... 13 location of support centers within the support organization .............................................................................................................. 13 about the suppoRt centeRs location of the support centers customer base ....................................................................................................................................... 13 type of support provided by the support center ...................................................................................................................................... 13 number of end users supported by the support center ......................................................................................................................... 13 Size of support centers staff .............................................................................................................................................................................14 number of languages in which the support center provides support ...............................................................................................14 languages in which the support center provides support ....................................................................................................................14 the support center provides desktop support in addition to frontline support............................................................................ 15 the support center is referred to as ................................................................................................................................................................ 15

inCident ManageMent summaRy ............................................................................................................................................................................................................................ 17 percentage of support centers using the following channels to create tickets ....................................................................................... 18 percent of support centers that measure tickets created through the following channels ................................................................ 19 percentage of tickets created through each channel ........................................................................................................................................20 Median fully-burdened cost for the support center, per ticket resolved for each channel (uS data only) ..................................20 Support centers are using the following incident management systems ................................................................................................... 21 percentage of support centers that have seen tickets increase .................................................................................................................... 22 percentage of support centers that have seen tickets decrease .................................................................................................................. 23 percentage of day the support staff spends on incident management .....................................................................................................24 percentage of tickets that are resolved at the following points ................................................................................................................... 25 how support organizations measure incidents and service requests ......................................................................................................... 25 the type of tickets received by the support center ........................................................................................................................................... 25 ticket-handling practices when the support center is not staffed ...............................................................................................................26 a closeR look at incident management percentage of support centers that receive tickets through the following channels ................................................................. 27 percentage of the day level 1 support spends on customer tickets ..................................................................................................28 percentage of support centers that have seen an increase in ticket volume ................................................................................28 percentage of support centers providing 24-hour support ..................................................................................................................28 percentage of support centers measuring incidents and service requests independently .....................................................28 Most commonly used incident tracking systems ......................................................................................................................................29

teChnology summaRy ............................................................................................................................................................................................................................ 31 technology use ................................................................................................................................................................................................................. 32 technologies required to provide successful end-user support .................................................................................................................... 33 the importance of itil alignment when choosing support tools ................................................................................................................. 33 percentage of support centers that provide each of the following self-help tools ...............................................................................34 use of social media applications ...............................................................................................................................................................................34 a closeR look at technology percentage of support centers that believe itil alignment is a necessity when selecting technology .............................. 35 percentage of support centers using the following social media applications ............................................................................. 35 percentage of support centers currently using or planning to add the following technologies ............................................36

pRoCesses, pRoCeduRes, and stRategies summaRy ...........................................................................................................................................................................................................................39 percentage of support organizations using the following .............................................................................................................................. 40 itil processes adopted by support organizations .............................................................................................................................................42 percentage of support centers that maintain service level agreements ....................................................................................................43 tickets that meet Sla/ola goals or targets .......................................................................................................................................................43 how support centers are charging internal customers for support services ...........................................................................................44 how support centers are charging external customers for support services ..........................................................................................44 Most important factor influencing support center spending priorities ......................................................................................................44 outsouRcing percentage of support centers with outsourced staff in the following locations ........................................................................45 outsourcing expectations for the next year ...............................................................................................................................................45 outsourcing status of the following functions ...........................................................................................................................................46 factors that influence the decision to outsource or consider outsourcing ....................................................................................47 reasons why support centers dont outsource more .............................................................................................................................47

a closeR look at pRocesses, pRoceduRes, and stRategies percentage of support centers currently using the following .............................................................................................................48 top factors influencing support center spending priorities ..................................................................................................................49 percentage of organizations that outsource at least some support staff .......................................................................................49

peRFoRManCe MetRiCs summaRy ............................................................................................................................................................................................................................ 51 percentage of support centers that report metrics ........................................................................................................................................... 52 frequency of reporting to stakeholders ................................................................................................................................................................. 52 customer satisfaction is measured using the following ................................................................................................................................... 53 average level of customer satisfaction ................................................................................................................................................................... 53 time customeRs Wait foR a Response When they contact the suppoRt centeR thRough the folloWing channels average speed to answer the phone .............................................................................................................................................................54 average time to respond to a customer through chat ...........................................................................................................................54 average time to respond to a customer regarding a ticket reported through email .................................................................54 average time to respond to a customer regarding a ticket reported through web request ...................................................54 percentage of tickets converted to another channel (e.g., phone) before being resolved when reported through the following channels ............................................................................................................................................................................. 55 percentage of tickets reopened after being closed (all channels) ............................................................................................................... 55 percentage of phone calls that are abandoned (i.e., not answered) ...........................................................................................................56 amount of time suppoRt staff spends WoRking on a ticket average talk time for tickets received by phone ...................................................................................................................................... 57 average handle time for all tickets received by phone ..........................................................................................................................58 average handle time for tickets received through email .......................................................................................................................59 average handle time for all tickets received through chat ...................................................................................................................60Resolution Rates phone: percentage of tickets resolved by any level as long as it is resolved on the initial call (first call resolution) ....60 all channels: percentage of tickets resolved without hierarchical escalation (first level resolution) ...................................60 all channels: percentage of tickets resolved by the person who initially opens the ticket (first contact resolution) ...60average time to resolve tickets (from open to final resolution)..........................................................................................................................61a closeR look at peRfoRmance metRics percentage of support centers that report performance metrics ......................................................................................................62 customer satisfaction ..........................................................................................................................................................................................62 abandonment rates (i.e., percentage of calls not answered) ..............................................................................................................63 average speed to answer the phone (i.e., speak to a person) ...........................................................................................................63

suppoRt CenteR staFF: tRaining, CeRtiFiCation, and satisFaCtion summaRy ...........................................................................................................................................................................................................................65 number of support center staff by total customer count ...............................................................................................................................66 percentage of support centers with staff working from home ......................................................................................................................66 percentage of support centers with a dedicated support center manager .............................................................................................66 Staffing expectations for the next twelve months ..............................................................................................................................................66 tRaining Support staffs receive formal training in the following areas .............................................................................................................. 67 Days per year spent on formal training for each member of the support staff (excluding new-hire training) ................ 67 amount of time it takes for a new frontline hire to work efficiently on his/her own .................................................................. 67 Methods used to train new hires to the front line .....................................................................................................................................68 primary training focus for new frontline hires ............................................................................................................................................68 ceRtification the industrys position on frontline staff certification ............................................................................................................................69 percentage of support centers that require frontline staff to have the following certifications ............................................69 percentage of support centers that pay frontline staff more for having the following certifications ..................................70 employee satisfaction frequency of formal measurement of support staff satisfaction .......................................................................................................70 average support staff satisfaction level ........................................................................................................................................................ 71 Support staff attrition rates ................................................................................................................................................................................ 71 average tenure for each position in the support center ......................................................................................................................... 71 a closeR look at suppoRt centeR staff percentage of support centers that have staff working from home at least part-time ............................................................. 72 time spent annually on formal training for each level 1 support staff member ............................................................................ 72 Staffing ratios .......................................................................................................................................................................................................... 72 employee satisfaction .......................................................................................................................................................................................... 72 level 1 support turnover rates .......................................................................................................................................................................... 73 Staffing expectations for the next twelve months ................................................................................................................................... 73

the 2012 hdi suppoRt CenteR salaRy RepoRt summaRy ........................................................................................................................................................................................................................... 74 top five factors that influence salary increases for each position ................................................................................................................ 76 Bonuses are issued to .................................................................................................................................................................................................... 77 of those organizations that offer them, bonuses are based on .................................................................................................................... 77 percentage of support centers that provide monetary compensation for work performed outside of an employees normally scheduled working hours (e.g., on-call coverage, holiday coverage, etc.) ................................................ 78 Support centers compensation plans for the next twelve months .............................................................................................................. 79 average annual salaries (uS data only) ..................................................................................................................................................................80 average current salary by region (uS data only) ................................................................................................................................................80 current average salary by size of customer base (uS data only) ..................................................................................................................81 current average salary by type of support (uS data only) .............................................................................................................................81

Though every technical support center is unique, the challenges they face are not. By examining the practices of organizations in their industries, support center managers can open the door to knowledge, step out of their silos, and walk into the light of learning. Industry research like this report provides support professionals with an opportunity to learn about current trends and benchmarks, which they can then discuss with colleagues and share with executives and other stakeholders.

The goal of the HDI Practices & Salary Reports is to provide support organizations with a better understanding of the industry as a whole, as well as the knowledge needed to make research-based decisions that will ultimately improve the support their organizations provide. This report illustrates current and past practices in a variety of areas, such as performance metrics, incident management, technologies, adopted frameworks, outsourcing, compensation, training, and satisfaction.

The 2012 HDI Support Center Practices & Salary Report is based on responses to an online survey, collected between April and July 2012, from support center managers and professionals in similar positions from technical support centers around the world. Of the 875 surveys analyzed for this report, the United States makes up the majority of responses, with 87 percent (759); Canada supplied six percent (54), and India, two percent (13). The other countries included in the total survey count each contributed one percent or less. Overall, the 875 survey responses illustrate practices, processes, and salaries from support centers of all sizes in over thirty vertical industries, and from organizations that provide internal, external, and blended support ranging from on-site only to global.

In this report, the survey results are reported for the technical service and support industry as a whole, with the results for key areas of interest within specific segments of the industry included in the A Closer Look bonus sections. These bonus sections include the results from ten vertical industries that had thirty or more responses (see table below for the list of industries and their survey counts). Results are also analyzed by the type of support provided (internal only, external only, or a blend of the two) and the size of the support center, which is defined by the number of customers supported (both internally and externally): small support centers serve fewer than 2,000 customers, medium support centers serve 2,00010,000 customers, and large support centers serve more than 10,000 customers.

welcoMe

IndustryNumber of responses

included in resultsComputers Software 64

Higher Education 110Financial Services Banking 40

Government Federal 45Government State, Local, Other 51

Healthcare 93Insurance 45

Manufacturing (noncomputer) 43Outsourced Services Providers 36

Retail (includes Food and Beverage) 48Type of Support

Internal only 323External only 57

Blended 424Number of Customers

Small (fewer than 2,000 customers) 241Medium (2,00010,000 customers) 286Large (more than 10,000 customers) 250

Jenny Rains

Senior Research Analyst

Support center

coMpany

Support organizationa Quick guide to this RepoRt

in concluSionEach year, HDI strives, through the creation of this report, to provide the technical service and support industry leaders with a valuable and convenient resource that not only looks at the state of the industry but also offers an inside look at support center practices used throughout the industry. In turn, it gives managers and directors the information they need to validate existing practices, discover new ideas for improving the methods and procedures used by their support centers, and trigger discussions within their organizations and with their peers. We want to extend a big thank-you to all of the organizations that participated in this years survey. Without the amazing response we receive each year, this valuable industry resource would not be possible. Your time and commitment to HDIs research program are truly appreciated. Now, please, be our guest and open the door to new industry knowledge.

The report begins with a look at the most requested industry metrics, organized into the easy-to-read table located on the following page. This is followed by definitions for the job titles referenced in this report. The Demographics section, which profiles the support centers participating in this years survey, comes next. The main body of the report begins after the Demographics section and is divided into sections on Incident Management, Technology, Processes, Procedures, and Strategies, Performance Metrics, and Support Staff. Throughout the report, the full set of data has been depicted graphically. Each section in the body of the report concludes with A Closer Look, a deeper analysis of key areas according to industry, type of support, and support center size (based on the number of customers).

The final component of the report is the 2012 HDI Support Center Salary Report. The salary section provides compensation information, including bonus and overtime practices, for the industry as a whole. In addition, average salaries and salary ranges are available for the United States and are reported in US dollars. The US salary data is further broken down by region, size of support center, and type of support.

The diagram at right should help to clarify some of the terminology used for the purposes of this report. A few of the survey questions refer to the company and support organization; however, most of the information in this report refers to the individual support center.

Incidents*(Median)

Service requests**(Median)

Combined***(Median)

Handle times (includes wrap-up time)Phone 810 minutes 58 minutes 810 minutes

Email 810 minutes 1015 minutes 1015 minutes

Time to resolveAll channels 824 hours 12 days 48 hours

Fully-burdened cost per ticket 2012(Median US data)

2011(Median US data)

2010(Median US data)

Chat $10 $10 $15

Email $13 $14 $15

Phone $17 $17 $20

Walk-up $16 $20 $21

Response times (Median)Average speed to answer the phone 1120 seconds

Average time to respond via chat 6090 seconds

Average time to respond to email 14 hours

Average time to respond to web requests 14 hours

Tickets converted to another channel (Median)From email 2130%

From chat Less than 10%

From web request 1020%

MoSt reQueSteDMetRiCs

* IncIdents: Results for tickets that require unplanned work to fix something.

** servIce requests: Results for tickets where nothing is broken, but a service is needed.

*** combIned: Results for all tickets from support centers that do not measure incidents and service requests independently.

Incidents* Service requests** Combined***Resolution rates

First call resolution (phone only) 68.9% 66.2% 66.0%

First level resolution (all channels) 68.6% 65.8% 66.9%

First contact resolution (all channels) 64.3% 61.9% 65.8%

call scReeneR/dispatch: This position collects information from the customer, including contact information and details about the incident or service request, and then routes the ticket to level 1 support or another appropriate contact. Call screeners/dispatchers differ from level 1 support in that they are not expected to resolve problems or answer questions.

customeR seRvice RepResentative: The customer support professionals who receive and handle customer inquiries, most often for nontechnical issues. They are expected to provide answers to common questions, perform routine procedures to resolve a high percentage of inquiries, and route more-complex issues to a higher level of support.

level 1 suppoRt/suppoRt centeR analyst: The frontline technical support professionals who receive and handle tickets. These professionals are responsible for providing customers with information, restoring service, providing specific services, and escalating tickets to a higher level of support. These individuals are typically technical generalists.

level 2 suppoRt: The technical support professionals who handle tickets that are escalated from level 1. These professionals require greater technical skills and/or access rights than level 1 support personnel. They are typically technical specialists and may also be responsible for participating in root cause analysis of problems. (Does not include desktop support technicians, who are reported on separately in this survey.)

desktop suppoRt technician: The technical support professionals who respond to tickets escalated by the support center that are related to customer equipment; additional skills, knowledge, tools, or authority are required. They may resolve incidents remotely, at the users location, or via equipment returns. Responsibilities may include hardware and software deployments, moves, adds, and changes.

level 3 suppoRt: The technical support professionals who build, maintain, and/or enhance technical products and services. These professionals are typically engineer-level staff. They are involved when the ticket cannot be resolved by either level 1 or level 2, and when there is high business impact or urgency. Level 3 support is commonly either an internal engineering/development team or an external vendor.

suppoRt centeR team lead: The technical support professionals who oversee the day-to-day activities of a team of support staff. These professionals serve as the communication link between the team and the manager, as a coach or mentor to support staff, and are often the first point of internal escalation within the support center. Other possible titles include coordinator, supervisor, or senior analyst. (Previously referred to as support supervisor.)

suppoRt centeR manageR: The management professionals who manage a team of support center analysts and/or team leads while executing the operational and tactical plans of the support center and satisfying customer and business needs. Their responsibilities may include recruiting and hiring, monitoring and managing performance, monitoring and reporting metrics, and ensuring that process are followed and service levels are met. Other possible titles include help desk manager or service desk manager. This position typically reports to the support center director (defined below).

diRectoR of desktop suppoRt: The management professionals who manage a team of desktop support technicians and/or team leads while executing the operational and tactical plans of desktop support and satisfying customer and business needs. Responsibilities may include recruiting and hiring, monitoring and managing performance, monitoring and reporting metrics, auditing, and approving purchases.

suppoRt centeR diRectoR: The management professionals who are responsible for leading the support organization as a whole, rather than a specific support center. Their responsibilities may include overall service delivery, strategic direction, business alignment, financial accountability, and performance reporting. In addition to the support center(s), this person may also oversee other departments involved in technical support, such as desktop support. Other possible titles for this position include senior director, senior manager, or vice president. Support center managers report directly to this individual. (Previously referred to as director of support.)

suppoRt CenteRJoB titleS anD DefinitionS

deMogRaphiCs: who the Data repreSent

The results of the 2012 HDI Support Center Practices & Salary Report were compiled from responses collected via an online survey from April to July 2012. The findings are based on responses submitted by support center managers and professionals in similar positions from support centers around the world. Of the 875 surveys analyzed for this report, the United States makes up the majority of responses, with 87 percent (759); Canada supplied six percent (54), and India, two percent (13). The other countries included in the total survey count each contributed one percent or less.

The 2012 HDI Support Center Practices & Salary Report comprises current practices and salaries from support centers of all sizes, in over thirty vertical industries, and from organizations that provide support to internal end users, external end users, or a blend of both. The location of the support provided varies, ranging from on-site to global. These and other details can be viewed in the following section.

about the CoMpanies

industRy

Advertising/Marketing

Aerospace

Automotive

Chemical/Biotechnical

Computers Hardware

Computers Software

Construction/Development

Consulting

Consumer Products

Education K-12

Education Higher Education

Education Other

Entertainment

Financial Services Banking

Financial Services Securities

Food and Beverage

Government Local

Government State

Government Federal

Government Other

Healthcare

Insurance

Legal

Manufacturing (noncomputer)

Media/Publishing

Nonprofit or Association

Oil/Gas (nonretail)

Outsourced Services Provider

Pharmaceutical

Retail

Telecommunications

Travel

Utilities/Energy

Other

1.1

0.2

0.6

0.3

1.0

7.3

1.0

2.2

0.9

1.5

12.6

1.7

1.5

4.6

1.1

1.6

3.3

2.1

5.1

0.5

10.6

5.1

1.7

4.9

0.3

2.3

0.9

4.1

1.1

3.9

2.4

0.5

3.3

8.5

percentage of support centers

12 2012 hDi Support center practiceS & Salary report

about the suppoRt oRganizations

1 2 3

4 5 610

More than 10

Fewer than 100

100499

500999

1,0001,499

1,5001,999

2,0005,000

5,00110,000

10,00150,000

More than 50,000

Single site/single country

Multiple sites/single country

Multiple countries

Single site/single country (on-site)

Single site/single country (not on-site)

Multiple sites/single country

Multiple countries

Internal only (i.e., support employees/contractors within your company or organization)

External only (i.e., support customers, consumers)

Blended

about the suppoRt CenteRs

numbeR of suppoRt centeRs Within the suppoRt oRganization:

numbeR of end useRs suppoRted by the suppoRt centeR: (includes both internal and external end users.)

location of the suppoRt centeRs customeR base:

location of suppoRt centeRs Within the suppoRt oRganization:

type of suppoRt pRovided by the suppoRt centeR:

27.5%29.7%

42.7%

40.2%52.7%

7.1%

20.2%

22.4%

9.9%

7.8%

7.2%

8.1%

16.8%

2.2%

5.4%

12.1%

8.5%

13.4%

8.1%3.5%

4.9% 49.5%

19.9%

48.7%

3.7%

27.8%

13DeMographicS: who the Data repreSent

One language Two languages

Three languages More than three languages

numbeR of languages in Which the suppoRt centeR pRovides suppoRt:

74.7%

15.1%

5.5%4.7%

English

Spanish

French

Chinese

German

Portuguese

Japanese

Italian

Korean

Russian

Hindu/Urdu

Arabic

Other

98.4

19.1

8.5

4.8

3.8

3.7

2.6

1.9

1.6

1.3

1.3

1.0

3.2

languages in Which the suppoRt centeR pRovides suppoRt:


Fewer than 5

610

1115

1620

2130

3140

4150

51100

More than 100

size of the suppoRt centeRs staff:

19.5%8.1%

23.1%

11.6%

11.2%

7.3%

10.4%

4.0%

4.7%


Yes No

the suppoRt centeR pRovides desktop suppoRt in addition to fRontline suppoRt:

69.5%69.7%

30.5%30.3%

2012 2011


Service desk

Help desk

IT/IS support

Technical support

Support center

Customer support center

Customer service center

Call center

Contact center

the suppoRt centeR is RefeRRed to as:

31.0

32.3

26.1

27.5

26.6

27.5

10.1

8.9

13.3

9.8

9.5

10.0

8.9

11.3

9.4

5.1

4.7

6.8

4.0

3.8

3.7

2.5

2.3

2.5

1.0

0.6

0.7

2012

2011

2010

15DeMographicS: who the Data repreSent

inciDentManageMent

The cost of support appears to be down in 2012. While phone support is still at $17 USD per ticket, autologging is down two dollars, from $10 in 2011 to $8 in 2012. Email is down one dollar, to $13 per ticket in 2012, and most surprisingly, walk-ups are down four dollars, to $16 in 2012. Chat is stable at $10 per ticket, and has seen an increase in adoption. Chat use increased a few years ago, but quickly dropped as the channel, and organizations use of the channel, matured. The percentage of organizations using chat to create tickets increased from 21 percent in 2011 to 25 percent in 2012. This channel is most frequently used in the banking (33%), software (31%), and manufacturing (30%) industries.

The percentage of support organizations using web requests (where end users submit their tickets though a web-based application) has increased five percent since 2011, to 63 percent, and costs about $10 per resolved ticket. This option is popular with out-sourced services providers (81%) and institutions of higher education (72%). Organizations that offer web request as an option have found that one out of every five tickets comes through that self-service channel. Support centers are utilizing these less traditional channels of support more often, specifically channels that allow tickets to be created without directly contacting the support staff, such as web requests and autologging (where an application logs the ticket automatically when an event is detected), partly to address the ever-increasing ticket volume being reported across the support industry.

Consistent with previous years, support centers continue to see an increase in ticket volume. In 2012, 66 percent of organizations reported an increase in ticket volume, while 12 percent reported a decrease. Those that have seen a decrease in ticket numbers most often attribute the decrease to changes in infrastructure, knowledge management, and customer competency. The number of customers, changes in infrastructure, and the number of applications supported are the three most frequently selected

reasons for increasing ticket loads. The majority of these tickets are incidents (58%), while 38 percent are service requests. About 63 percent of the industry distinguishes between the two types of tickets, but only 40 percent of the industry measures the two separately.

Whether ticket volume is increasing, decreasing, or remaining steady, 99 percent of support organizations use ticketing systems to manage their tickets. With one-third of the industry using its products, BMC, maker of the Remedy, ServiceDesk Express, Footprints, and Track-It! systems, is the major solution provider in this space. Homegrown solutions, developed in-house, come in a distant second (10%), followed closely by FrontRange, the maker of HEAT and ITSM (10%). The other 47 percent of support centers use a variety of other systems from a wide range of providers, including HP, CA, ServiceNow, and Symantec.

Level 1 support professionals spend the most time in these systems, with three-quarters of their day spent on ticket management. They also resolve an average of 57 percent of the total tickets. Desktop support technicians and level 2 support professionals spend about half of their day on ticket management and the other half on projects, research, meetings, training, etc. For level 3 support professionals, about 28 percent of the day is spent resolving tickets; management spends less than 20 percent of the day on ticket resolution. When the support center is not staffed, voicemail, answering machines, or answering services continue to be the most common methods for handling after-hours tickets (55%). The use of web requests for this purpose continues to increase (28%), while forwarding requests to off-site staff (28%) has seen a steady decline over the last few years.

Review the charts in the Incident Management section for more details about incident management in support centers throughout the technical service and support industry. The section concludes with a closer look at select results, broken out by vertical industry, type of support, and size of support center.

peRcentage of suppoRt centeRs using the folloWing channels to cReate tickets:



Autologging

Chat

Email

Fax

Phone

Social media

Walk-up

Web request

36.1 38.0 33.5 36.8 36.8

24.8 20.6 19.9 17.4 21.6

86.7 88.7 90.8 89.4 86.9

10.9 15.3 19.3 21.3 24.5

95.2 97.5 97.4 97.8 93.8

3.5 3.3 5.3

53.7 53.7 56.4 55.8 54.9

63.4 58.1 49.8 53.8 50.6

2012

2011

2010

2009

2008

peRcentage of suppoRt centeRs that measuRe tickets cReated thRough the folloWing channels:

19inciDent ManageMent


Autologging

Chat

Email

Fax

Phone

Social media

Walk-up

Web request

28.3 29.6 25.4 27.5 22.4

16.6 12.4 10.8 9.9 11.7

73.9 73.9 64.4 67.4 63.4

5.9 8.0 11.6 13.4 12.8

88.9 90.8 78.4 83.9 74.1

1.9 1.9 3.1

37.0 34.8 33.1 34.5 32.0

56.0 50.1 40.0 43.3 38.5

2012

2011

2010

2009

2008

2012 2011Autologging 14% 16%

Chat 9% 7%

Email 28% 24%

Fax 5% 4%

Phone 55% 57%

Social media 4% 7%

Walk-up 8% 8%

Web request 20% 18%

peRcentage of tickets cReated thRough each channel: (includes only those support centers that receive tickets through each channel.)

Autologging

Chat

Email

Phone

Walk-up

Web request

$8

$10

$10

$10

$10

$10

$15

$10

$13

$14

$15

$15

$17

$17

$20

$18

$16

$20

$21

$20

$10

$10

$13

$12

median fully-buRdened cost foR the suppoRt centeR, peR ticket Resolved foR each channel (us data only):

2012

2011

2010

2009


suppoRt centeRs aRe using the folloWing incident management systems:(survey respondents were asked to select all options

that applied to their support centers.)

* survey respondents who selected other were asked to specify. the most common responses were

peregrine (6), helpstar (5), Maximo (4), dell (4), issuetrak (4), and connectwise (3).

BMC Remedy, ServiceDesk Express, Footprints, Track-It!

Homegrown (developed in-house)

FrontRange HEAT, ITSM

HP Service Manager, Service Desk

CA - Service Desk Manager

ServiceNow

Symantec Service Desk (formerly Altiris)

Salesforce.com

Oracle Functional Service Desk, Oracle Siebel CRM, PeopleSoft, RightNow

IBM Tivoli Service Request Manager

Microsoft Dynamics, System Center, Service Manager

LANDesk Service Desk

Cherwell Service Management

ManageEngine ServiceDesk Plus

Axios assyst

TechExcel ServiceWise

VMWare Service Manager (formerly Infra)

EasyVista

iSupport Service Desk Edition

iET ITSM

InteQ InfraDesk (formerly GWI Software)

Serena Service Manager

Hornbill SupportWorks ITSM, SupportWorks Essentials

Other*

None

33.5

10.1

9.6

7.7

6.3

5.4

3.9

3.2

2.9

2.5

2.2

1.9

1.6

1.5

1.4

1.1

1.1

1.0

0.9

0.8

0.3

0.3

0.2

15.2

0.9



of those Who RepoRted an incRease in ticket volume, they attRibuted it to:(survey respondents were asked to select all options


percentage that selected each factor

Number of customers

Change in infrastructure

Number of applications

Scope of services offered

Number of equipment/devices

Supporting a mobile workforce

Acquisitions/mergers

Increase in personal equipment/devices

Customer competency

Outdated equipment

Security requirements

Compliance expectations

Remote tools for support

Cloud computing

Knowledge management

Virtual desktop

Self-help

Outsourcing desktop support functions

Outsourcing service desk functions

Software as a Service (SaaS)

52.8

45.8

44.7

35.2

32.3

31.1

28.0

24.5

20.9

19.9

16.2

14.7

9.0

7.3

7.3

6.0

4.7

3.5

3.3

1.7

66% of support centers have seen an increase in ticket volume over the past year.


of those Who RepoRted a decRease, they attRibuted it to:(survey respondents were asked to select all options


percentage that selected each factor

Change in infrastructure


Customer competency

Self-help

Number of customers

Remote tools for support

Outdated equipment

Number of applications

Acquisitions/mergers

Scope of services offered

Virtual desktop

Cloud computing

Number of equipment/devices

Increase in personally-owned equipment/devices

Software as a Service (SaaS)

Compliance expectations

Supporting a mobile workforce

Outsourcing desktop support functions

Security requirements

Outsourcing service desk functions

45.5

35.6

34.7

31.7

23.8

20.8

9.9

8.9

7.9

7.9

7.9

5.9

5.9

5.0

5.0

3.0

3.0

2.0

2.0

0.0

12% of support centers reported a decrease in ticket volume over the past year.


Tickets Other activities (projects, research, meetings, training, etc.)

peRcentage of the day the suppoRt staff spends on customeR tickets:

level 1 suppoRt

suppoRt centeR manageR

desktop suppoRt technicians

level 2 suppoRt

desktop suppoRt manageR

level 3 suppoRt

25%

51%

49%

72%

81% 83%

75%

51%

19% 17%

28%

49%


peRcentage of tickets that aRe Resolved at the folloWing points:

Level 1 Support

Level 2 Support

Desktop Support

Level 3 Support

Management

Other

14%

8%

57%

17%

3% 1%

We measure incidents and service requests separately.

We distinguish between them but do not measure them separately.

We do not distinguish between incidents and service requests.

hoW suppoRt oRganizations measuReincidents and seRvice Requests:

23%

37% 40%


tickets Received by the suppoRt centeR aRe:

(includes those that distinguish between

these types of tickets.)

4%

58%38%

Incidents

Service requests

Other


When suppoRt centeRs aRe not staffed, tickets aRe handled by:(sixty-four percent of support centers [558] are not staffed 247.)

2012

2011

2010

2009

2008


Voicemail, answering machine, or answering service

Email

Web requests

Forward requests to support staff via mobile device, pagers, etc.

Forward to another department

Operator fields calls

Outsourcing provider

Other

No procedure specified

54.5 56.0 53.0 49.4 47.7

47.7 47.5 48.4 38.9 41.7

28.0 25.3 23.4 18.8 15.3

27.6 34.2 34.4 37.8 39.4

9.7 9.7 9.6 11.3 12.7

6.1 5.8

5.7 5.6 5.0 3.8 4.5

8.4 5.6 6.2 5.7 5.2

5.9 6.1 7.6 18.8 9.8


peRcentage of suppoRt centeRs that Receive tickets thRough the folloWing channels:

Industry Auto-logging Chat Email Fax PhoneSocial media Walk-up

Web request

Computers Software 34 31 92 16 98 9 22 64

Higher Education 26 25 94 9 96 8 78 72

Financial Services Banking 45 33 85 0 100 0 45 63

Government Federal 24 20 82 11 96 2 33 62

Government State, Local, Other 22 20 78 6 92 0 61 59

Healthcare 44 14 79 16 94 0 46 66

Insurance 42 24 78 4 100 2 64 60

Manufacturing (noncomputer) 40 30 93 12 95 2 67 67

Outsourced Services Providers 56 28 92 14 97 0 33 81

Retail (includes Food and Beverage) 38 25 81 2 98 0 48 44Type of Support

Internal only 32 21 85 6 95 2 60 59

External only 28 21 86 14 97 4 18 54

Blended 38 27 89 14 95 5 57 67Number of Customers

Small (fewer than 2,000 customers) 27 18 90 8 92 3 64 52

Medium (2,00010,000 customers) 38 26 90 10 96 3 58 62

Large (more than 10,000 customers) 39 27 82 14 96 4 42 74

a CloseR look at inCident ManageMent


Industry %

Computers Software 78

Higher Education 66

Financial Services Banking 73

Government Federal 71

Government State, Local, Other 53

Healthcare 75

Insurance 62

Manufacturing (noncomputer) 72

Outsourced Services Providers 56


Internal only 66

External only 65


Small (fewer than 2,000 customers) 65

Medium (2,00010,000 customers) 63

Large (more than 10,000 customers) 68

Industry %


Higher Education 76




Healthcare 78

Insurance 81




Internal only 79

External only 81





Industry %


Higher Education 8




Healthcare 58

Insurance 40




Internal only 30

External only 35





Industry %


Higher Education 26




Healthcare 37

Insurance 53




Internal only 38

External only 25





peRcentage of suppoRt centeRs that have seen an incRease in ticket volume:

peRcentage of the day level 1 suppoRt spends on customeR tickets:

peRcentage of suppoRt centeRs pRoviding 24-houR suppoRt:

peRcentage of suppoRt centeRs measuRing incidents and seRvice

Requests independently:


most commonly used ticket tRacking systems:

Industry #1 #2

Computers Software Salesforce.com BMC Remedy, ServiceDesk Express, Footprints, Track-It!

Higher Education BMC Remedy, ServiceDesk Express, Footprints, Track-It! FrontRange HEAT, SaaS2, ITSM

Financial Services Banking BMC Remedy, ServiceDesk Express, Footprints, Track-It!CA Service Desk Manager


Government Federal BMC Remedy, ServiceDesk Express, Footprints, Track-It!CA Service Desk Manager

Homegrown (developed in-house)

Government State, Local, Other BMC Remedy, ServiceDesk Express, Footprints, Track-It! CA Service Desk Manager

Healthcare BMC Remedy, ServiceDesk Express, Footprints, Track-It! FrontRange HEAT, SaaS2, ITSM

Insurance HP Service Manager, Service Desk BMC Remedy, ServiceDesk Express, Footprints, Track-It!

Manufacturing (noncomputer) BMC Remedy, ServiceDesk Express, Footprints, Track-It! Homegrown (developed in-house)

Outsourced Services Providers BMC Remedy, ServiceDesk Express, Footprints, Track-It! Homegrown (developed in-house)

Retail (includes Food and Beverage) BMC Remedy, ServiceDesk Express, Footprints, Track-It! FrontRange HEAT, SaaS2, ITSM

Type of Support

Internal only BMC Remedy, ServiceDesk Express, Footprints, Track-It! FrontRange HEAT, SaaS2, ITSM

External only BMC Remedy, ServiceDesk Express, Footprints, Track-It! Homegrown (developed in-house)

Blended BMC Remedy, ServiceDesk Express, Footprints, Track-It! Homegrown (developed in-house)

Number of Customers

Small (fewer than 2,000 customers) BMC Remedy, ServiceDesk Express, Footprints, Track-It! Homegrown (developed in-house)

Medium (2,00010,000 customers) BMC Remedy, ServiceDesk Express, Footprints, Track-It! FrontRange HEAT, SaaS2, ITSM

Large (more than 10,000 customers) BMC Remedy, ServiceDesk Express, Footprints, Track-It!CA Service Desk Manager



technologyTechnology makes life more efficient, and technical support centers are no exception, using, upgrading, and adding technologies to increase the efficiency of the support organization. Remote control tools, which can increase the speed and reduce the cost of ticket resolution, are used by 83 percent of organizations, with an additional five percent planning to add them in the next twelve months. (The federal government is the exception, with only 64 percent using or planning to add remote control technology.) Three-quarters of the industry uses knowledge management tools, with a large segment (42%) looking to upgrade or add new ones. And in an effort to move more incident resolution into the realm of tier 0 support, almost half of the industry (47%) plans to replace, update, or add self-help technologies this year.

As a continuation of trends we identified in 2011, the biggest technology initiatives in 2012 were self-help, service catalog/portfolio, and chat, with 22 percent, 26 percent, and 26 percent planning to add these technologies to their organizations, respectively.

Incident management tools remain the most important type of technology required to provide successful end-user support. Knowledge management technology comes in second, followed by remote control technology. Social media comes in at the bottom of the list, but it has seen an increase in use. About 10 percent of organizations use Facebook and Twitter to push information out to end users. Not surprisingly, due to customer base demographics and the nature of the support provided, the use of social media varies by industry. Higher education and the computer software industries, for example, are more likely to use Facebook and Twitter than other industries, and government is the segment most likely to utilize SharePoint.

The power of knowledge is evident in this years survey results. Not only are organizations shopping for knowledge management technologies, there was an eight-percent increase in the number of organizations that grant end users access to the knowledge they need to resolve issues without the involvement of the support center. As of 2012, more than half of the technical support industry provides its customers with access to knowledge. Forty-eight percent of organizations have extended password- reset capability to end users, up seven percent from 2011. Downloading documents, software, and patches as a method for tier 0 support has risen in popularity, also up seven percent from 2011.

Email management technology use continues to increase. In 2009, 51 percent of support centers were using email management technology; this has steadily increased over the past three years, to 73 percent in 2012a 22-percent increase! As for the most-stable technologies, this honor goes to remote control and VoIP. The ratio of those using each technology to those replacing or updating their current tools is low.

ITIL continues to impact decision making when organizations are shopping for technology. While down from 2011, one-third of the industry still says that ITIL alignment in necessary when selecting support technology. An additional 31 percent report that it is very important, but not necessary. The federal government, banking industry, and outsourced services providers have the most stringent requirements with regard to the role of ITIL in their technology purchases. And, consistent with previous years, larger organizations and internal support centers are more likely than their counterparts to align their tool selections with ITIL processes.

technology use:

Asset management

Automated call distributor

Change management Chat Collaboration

Configuration management

We use it and have no plans to replace or update it. 41 53 45 34 40 34

We use it but are planning to replace/update it. 17 14 21 9 11 13

We are planning to add it. 17 6 13 22 12 19

We do not use it. 21 22 16 32 23 25

I don't know. 5 5 5 4 13 9

Customer satisfaction surveying

E-mail management

Incident management


Problem management

Remote control




We do not use it. 10 15 5 7 18 8

I don't know. 3 5 3 3 5 4

Remote monitoring/

support

Reporting/analytics

Request management

Self-helpService catalog/portfolio

Service level management




We do not use it. 13 6 17 15 26 17

I don't know. 5 4 8 3 9 8

Social media VoIP Workforce management

We use it and have no plans to replace or update it. 18 60 27

We use it but are planning to replace/update it. 6 10 7

We are planning to add it. 15 10 12

We do not use it. 53 16 40

I don't know. 8 4 15



technologies RequiRed to pRovide successful end-useR suppoRt:(survey respondents were asked to select up to five options.)

percentage that selected each technology

Incident management


Remote control



Self-help

Change management

Problem management

Asset management

Reporting/analytics

Email management

Remote monitoring/support


Request management

Service catalog/portfolio


Collaboration

Chat

VoIP

Workforce management

Social media

67.5

49.8

43.2

41.8

33.0

29.6

25.8

25.0

23.8

22.7

19.8

17.1

16.8

12.8

11.4

9.9

8.6

7.9

5.9

5.8

2.1

33technology

the impoRtance of itil alignment When choosing suppoRt tools:

32.8

36.5

30.6

30.5

29.9

31.2

28.3

27.1

27.0

26.4

24.1

22.6

25.7

27.9

27.0

11.9

12.6

16.7

14.6

16.7

Necessary

Very important but not necessary

Somewhat important

Not important at all


2012

2011

2010

2009

2008

peRcentage of suppoRt centeRs that pRovide each of the folloWing self-help tools:

(survey respondents were asked to select all options that applied to their support centers.)

FAQs

Access to knowledge

Access to incident status or history

Password reset

Documentation library

Downloads (documents, software, patches, etc.)

Self-diagnostic

Self-healing

No self-help tools available

52.1

47.4

43.9

50.3

42.4

39.8

48.6

48.5

40.2

48.2

41.3

32.0

35.2

30.8

31.8

34.3

27.7

18.7

7.3

4.5

6.0

4.5

4.1

3.8

15.4

20.4

24.6


2012

2011

2010


Total percentage using it: 65.5 39.5 27.3 20.1 15.7 15.0 13.3 12.5 7.0 4.9

To push out information 21.4 9.7 10.9 8.6 10.6 3.8 10.2 5.1 3.1 1.7

To receive information 15.0 7.7 11.5 6.2 4.8 6.2 3.8 5.4 3.1 2.1

To share knowledge 58.1 31.4 18.3 11.7 6.4 7.5 3.7 5.7 4.9 3.0

use of social media applications:

How they are using it:

Sha

rePo

int

Wik

is

Foru

ms/

di

scus

sion

boa

rds

Blo

gs

Face

book

Goo

gle+

Twit

ter

Link

edIn

Yam

mer

Cha

tter

35technology

Industry Facebook SharePoint Twitter Computers Software 27 58 27

Higher Education 34 53 42Financial Services Banking 7 55 5

Government Federal 20 78 9Government State, Local, Other 18 76 14

Healthcare 9 62 0Insurance 0 71 4

Manufacturing (noncomputer) 9 65 5Outsourced Services Providers 6 69 3

Retail (includes Food and Beverage) 2 71 2Type of Support

Internal only 7 66 6External only 21 67 17

Blended 21 64 18Number of Customers

Small (fewer than 2,000 customers) 13 63 10Medium (2,00010,000 customers) 16 64 13Large (more than 10,000 customers) 17 67 16

peRcentage of suppoRt centeRs using the folloWing social media applications:

a CloseR look at teChnology

peRcentage of suppoRt centeRs that believe itil alignment is a necessity When selecting technology:

Industry %Computers Software 19

Higher Education 19Financial Services Banking 45

Government Federal 51Government State, Local, Other 35

Healthcare 38Insurance 36

Manufacturing (noncomputer) 35Outsourced Services Providers 58


Internal only 33External only 26





peRcentage of suppoRt centeRs cuRRently using oR planning to add the folloWing technologies:

Asset management


Change management Chat Collaboration


Industry

Computers Software 42 75 58 61 63 45

Higher Education 74 69 73 59 58 60

Financial Services Banking 70 78 93 70 65 68

Government Federal 71 82 87 62 73 76

Government State, Local, Other 82 73 75 49 57 71

Healthcare 76 76 83 60 58 71

Insurance 84 87 82 64 69 78

Manufacturing (noncomputer) 70 61 72 74 70 58

Outsourced Services Providers 75 81 97 72 67 72

Retail (includes Food and Beverage) 75 79 85 69 56 69Type of Support

Internal only 80 72 81 61 62 69

External only 53 77 56 60 58 47

Blended 74 72 80 68 67 68

Number of Customers

Small (fewer than 2,000 customers) 76 56 72 52 60 63

Medium (2,00010,000 customers) 75 77 81 69 65 68

Large (more than 10,000 customers) 73 81 82 70 68 70


Email management

Incident management


Problem management

Remote control

Remote monitoring/

support Industry

Computers Software 91 88 94 97 67 83 78Higher Education 85 77 93 86 66 87 76

Financial Services Banking 93 88 95 95 78 93 88Government Federal 93 87 98 93 91 64 67

Government State, Local, Other 80 67 86 84 73 88 82Healthcare 85 82 89 87 76 91 85Insurance 93 71 93 91 87 98 87

Manufacturing (noncomputer) 84 86 88 84 67 95 91Outsourced Services Providers 97 81 97 92 92 92 92

Retail (includes Food and Beverage) 94 71 94 96 85 85 88Type of Support

Internal only 84 77 91 86 78 95 87External only 93 83 93 97 61 84 81

Blended 88 82 93 90 78 84 81Number of Customers

Small (fewer than 2,000 customers) 77 77 85 82 66 87 81Medium (2,00010,000 customers) 88 80 94 90 77 89 86Large (more than 10,000 customers) 94 84 97 96 86 89 83


Reporting/analytics

Request management

Self-help

Service catalog/portfolio


Social media VoIP

Workforce management

Industry

Computers Software 92 72 92 55 72 55 75 47Higher Education 86 67 81 64 57 60 79 32

Financial Services Banking 95 83 73 63 88 25 75 48Government Federal 96 82 71 64 82 33 67 58

Government State, Local, Other 88 65 84 63 69 29 82 33Healthcare 88 74 81 70 81 23 80 45Insurance 91 76 89 71 89 33 82 44

Manufacturing (noncomputer) 88 72 81 58 58 33 91 35Outsourced Services Providers 94 86 83 78 92 39 81 67

Retail (includes Food and Beverage) 90 71 75 65 77 33 83 56Type of Support

Internal only 89 74 81 68 77 32 79 42

External only 95 65 81 44 63 40 72 51

Blended 89 78 83 66 74 44 80 46Number of Customers

Small (fewer than 2,000 customers) 84 73 74 58 66 32 76 32Medium (2,00010,000 customers) 89 73 83 68 77 41 79 45Large (more than 10,000 customers) 94 82 88 72 80 43 83 53

37technology

pRoCesses,proceDureS,

and stRategies

IIn 2011, for the first time in the history of the HDI Practices & Salary Reports, the term service desk became the most popular term used to describe support centers in the technical service and support industry. This year, the ITIL term again occupies the top spot (over its predecessor, help desk), even though ITILs hold on the industry seems to be loosening up a bit.

Past research has shown that ITILs popularity fluctuates slightly from year to year, usually timed with the release of new material. In 2012, the percentage of organizations using ITIL (49%) is down three percent from 2011, following an increase in 2010. Overall, ITIL is most common in large support centers (more than 10,000 customers) and those that support internal customers. Incident management (64%) and change management (53%) are the most commonly used ITIL processes, though knowledge management, the third most commonly used ITIL process at 47 percent, is one of the only ITIL processes that increased in use from 2011, up from 40 percent. This increase is especially noteworthy considering that most ITIL processes decreased in use from 2011 to 2012.

Knowledge-Centered Support (KCS) has gained in popularity since 2011; 19 percent of organizations are using KCS, up from 16 percent, with an additional 15 percent planning to implement it. HDI Support Center Certification also got a slight bump, with 26 percent of organizations using the standards to guide their practices.

Most technical support centers use service level agreements (SLA), operational level agreements (OLA), and underpinning contracts; almost 80 percent maintain at least one of these agreements. Thirty-five percent of organizations report that they are meeting their SLA/OLA targets for more than 90 percent of their tickets, while 31 percent are meeting their targets for 8190 percent of their tickets.

Support centers do not typically charge internal customers (i.e., employees/contractors within their company or organization) for support. Three-quarters of internal support centers consider technical support to be a corporate allocation. Those that do charge internal end users allocate a fixed amount to the business units or departments. The majority (59%) of support centers that provide support for external customers or consumers are not charging customers at all. Those that are most likely have fixed-fee service contracts (26%).

Because the cost of support is being absorbed at the corporate level, it is not surprising to find that supporting business growth is the most important factor influencing support center spending priorities (25%). This is followed by reducing costs (20%) and improving customer service (17%). However, for large support centers (more than 10,000 customers) and those in the higher education and healthcare industries, improving customer service is the number-one factor influencing spending. In the retail, insurance, and government sectors, cost reduction has the most influence on support center spending.

The amount of outsourcing has stayed fairly steady over the past year, and the results indicate that it will not change much in the next year. About 29 percent of support centers have in-house staff that are outsourced (16%) and/or outsourced staff at a third-party facility (21%). After-hours service is still the most outsourced support function, followed by hardware support and repair. Cost continues to be the biggest factor influencing support centers decision to outsource, though it is also the second most frequently selected reason for not outsourcing or outsourcing more, after control of service. Support centers in the banking and insurance industries are the most likely to outsource support center services, with 40 percent of support centers in each industry reporting that at least some of their staff is outsourced.

peRcentage of suppoRt oRganizations using the folloWing:

2012

2011

Capability Maturity Model (CMMI)

COBIT

HDI Support Center Certification

ISO 9000

ISO/IEC 20000

ITIL

Kaizen

Knowledge-Centered Support (KCS)

LEAN

Microsoft Operations Framework (MOF)

Process Maturity Framework (PMF)

Six Sigma

Total Quality Management (TQM)


COBIT


ISO 9000

ISO/IEC 20000

ITIL

Kaizen


LEAN



Six Sigma


Currently use

Planning to use

Have used in the past

Have not used and do not plan to use

Currently use

Planning to use



6.9 5.5 5.5 82.2

5.3 5.6 6.2 83.0

26.2 17.6 11.1 45.1

12.7 3.7 6.3 77.4

7.4 3.8 4.9 83.9

48.8 19.5 5.7 25.9

7.3 5.3 5.1 82.3

18.7 14.9 4.8 61.6

11.8 5.9 6.3 76.0

8.2 4.7 6.1 81.0

3.5 3.4 4.6 88.5

14.2 5.5 12.7 67.7

9.3 4.2 10.6 75.9

6.7 3.6 7.7 82.0

4.9 4.4 5.7 85.1

22.9 16.6 12.0 48.6

11.3 2.8 8.5 77.4

8.0 4.2 4.4 83.4

51.7 16.1 6.0 26.2

6.7 2.1 5.1 86.1

15.8 17.5 4.8 62.0

11.2 3.5 5.1 80.2

9.3 2.6 6.2 82.0

3.9 2.2 3.6 90.4

13.6 5.7 9.3 71.5

8.0 3.7 9.0 79.3


2010

2009


COBIT


ISO 9000

ISO/IEC 20000

ITIL

Kaizen


LEAN



Six Sigma



COBIT


ISO 9000

ISO/IEC 20000

ITIL

Kaizen


LEAN



Six Sigma


Currently use

Planning to use



Currently use

Planning to use



7.2 3.2 5.8 83.8

6.5 3.8 6.4 83.3

21.6 13.1 11.2 54.1

15.0 4.2 7.4 73.3

8.5 5.6 4.1 81.8

43.4 18.1 4.3 34.2

6.6 2.4 5.3 84.4

14.6 14.5 4.0 66.8

9.8 3.6 5.4 79.9

8.5 5.2 5.3 80.3

4.1 3.4

3.5 89.0

14.6 4.1 9.5 71.7

9.4 3.0 10.0 77.6

6.6 4.6 7.2 81.7

7.3 5.4 6.3 81.0

17.7 17.5 11.9 53.0

12.9 3.2 7.7 76.2

5.6 6.1 4.2 84.1

42.9 20.5 4.9 31.6

24.4 11.4 5.0 59.2

21.7 23.0 4.8 50.5

9.2 4.4 4.3 82.1

8.2 5.5 6.1 80.2

4.1 2.9 4.9 88.0

15.9 4.1 9.6 70.5

9.9 4.5 11.3 74.4

41proceSSeS, proceDureS, anD StrategieS

itil pRocesses adopted by suppoRt oRganizations:

percentage of support organizations

Access management

Asset management

Availability management

Business relationship management

Capacity management

Change management


Event management

Financial management

Incident management

Information security management

IT service continuity management


Problem management

Release and deployment management

Request fulfillment

Service catalog management


Service portfolio management

Strategy management

Supplier management

Transition planning and support

2012

2011

2010

2009

2008

42

17.8 36.8 39.4 21.8 20.0 21.8

10.2 9.9 16.2 15.6 17.5

7.3

9.6 11.2 14.5 15.1 18.2

53.1 56.4 39.0 40.9 34.6

24.2 28.6 25.2 24.3 23.9

16.6 13.8 20.3 17.9 19.6

4.3 6.4 11.3 9.9 15.4

63.5 68.7 48.1 50.2 41.9

16.5

14.5

46.5 40.0 27.9

43.5 46.2 36.0 33.9 33.5

20.3 20.6 23.9 23.4 21.5

16.8

18.6

32.6 32.7 27.1

8.0

4.9 3.9

5.7

2012 hDi Support center practiceS & Salary report

peRcentage of suppoRt centeRs that maintain seRvice level agReements:(survey respondents were asked to select all options that applied to their support centers.)

37.7

29.5

33.7

35.7

34.5

43.4

47.8

47.0

44.3

43.0

33.1

31.8

31.8

34.4

32.3

12.8

12.7

13.2

15.4

12.3

21.9

25.1

23.0

23.8

24.8


Single service level agreements

Multiple service level agreements

Operational level agreements

Underpinning contracts

None of these

2012

2011

2010

2009

2008

43proceSSeS, proceDureS, anD StrategieS

35.2%9.8%

14.2%

31.4%

4.2% 5.2%


tickets that meet sla/ola goals oR taRgets:

Less than 50%

5160%

6170%

7180%

8190%

91100%

tickets

17.8 36.8 39.4 21.8 20.0 21.8

10.2 9.9 16.2 15.6 17.5

7.3

9.6 11.2 14.5 15.1 18.2

53.1 56.4 39.0 40.9 34.6

24.2 28.6 25.2 24.3 23.9

16.6 13.8 20.3 17.9 19.6

4.3

HDI 2012 Practices Salary Report

Documents

Transcript of HDI 2012 Practices Salary Report