META Reps, and the Inevitable Convergence of Level 1 and...

SESSION 104 Wednesday, November 1, 10:15am - 11:15am

Track: The Specialist

META Reps and the Convergence of Level 1 and Desktop Support

Jeff Rumburg Managing Partner, MetricNet, LLC [email protected]

Session Description An increasing number of support organizations have merged Level 1 and desktop support into a single support entity. These organizations train and develop a class of META Reps with skills far beyond what;s typically seen in service and support. This includes the ability to resolve issues both remotely and at the deskside, a deep understanding of performance metrics, expertise in business case analysis, and a knack for generating positive ROI. In this session, you;ll learn from those who’ve successfully undertaken the transformation and find out how it leads to lower overall support costs, quicker resolution times, and much higher customer satisfaction levels.

Speaker Background Jeff Rumburg, winner of the 2014 Ron Muns Lifetime Achievement Award, is cofounder and managing partner of MetricNet, where he is responsible for global strategy, product development, and client fulfillment. Jeff authored a best-selling book on benchmarking, has been retained as an IT service and support expert by more than half of the Fortune 500 companies, including American Express, Hewlett-Packard, General Motors, and IBM. He was formerly CEO of the Verity Group, where he syndicated the industry’s first service desk benchmark. Jeff received his MBA from Harvard University and his MS from Stanford University.

mailto:[email protected]

META Reps, and the Convergence of Level 1 and Desktop Support

Jeff Rumburg

Managing Partner

MetricNet, LLC

28 Years of Service and Support Benchmarks

More than 3,700 IT Service and Support Benchmarks

Global Database

70+ Key Performance Indicators

More than 120 Industry Best Practices

Mega Trends in IT Service and Support The Rise of the Strategic Service and Support Organization

Holistic Use of Key Performance Indicators

Benchmarking to Improve and Optimize Performance

Maturing Chat and User Self-Help

Understanding of TCO and Shift Left Strategies

Process Rationalization and Maturity (ITIL, ITSM)

Improved Knowledge Management and Remote Diagnosis

Convergence of Level 1 and Desktop Support

The Emergence of META Reps in Service and Support

Service Desk vs. Desktop Support

Service Desk Provides Support

RemotelyRequires no physical touch to the device

Desktop Support Provides Support

DesksideRequires a physical touch to the device.

A New Industry Vernacular

Remote Desktop Support

Level 1.5 Support

Field Services

Shift Left Has Empowered Level 1 Reps

The Proliferation of Remote Diagnostic Tools

53.8%55.2%

59.6% 60.0%

64.1%

66.9% 67.4%

74.9%

78.6%

82.1%83.0%

50%

55%

60%

65%

70%

75%

80%

85%

90%

% W

ith

Rem

ote

Co

ntr

ol To

ol

Year

The Effect of Remote Tools on First Level Resolution

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Ne

t F

irs

t L

ev

el R

es

olu

tio

n

Remote Diagnostic Software No Remote Diagnostic Software

Average = 77.8% FLR

Average = 61.4% FLR

Knowledge Centered Support is Maturing

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

0 1 2 3 4 5 6

KBase Maturity

Ne

t F

irs

t L

ev

el R

es

olu

tio

n

50 FTE’s 25 FTE’s

10

Cross-

Trained

META

Reps

Remote

Service Desk

Deskside

Desktop Support

Hybrid Support is Increasingly Common










Newer and less evolved support

organizations are in this category

A reactive “fire-fighting”

mentality prevails at this stage

Focus tends to be almost

exclusively on service level

compliance

Support is continuously playing

catch-up with user needs and

expectations

The primary purpose of a strategic support organization is to make end users more productive, and to drive

a positive view of IT

A preventive, proactive culture

prevails

Support anticipates user needs and

expectations, and provides services accordingly

Customer enthusiasmand value creation is the goal!

Heavy investments in training, tools, and metrics characterize this stage

A knowledge base of problem solutions is typically established

An expert network of problem solvers is developed outside of support

User self-help begins: user-enabled password resets, user searchable knowledge base

Reactive Stage Growth Stage Strategic Stage

The Maturity Continuum in IT Support

Value Focused

Leverage Metrics

Process Maturity

Marketing

META Reps as Business People

Shift Left Has Empowered Level 1 Reps

Contact Deflection into Lower Cost Channels

80%

70%

60%

50%

40%

30%

20%

10%

0%

Year

% o

f Ti

cke

t V

olu

me

$24.50

$24.00

$23.50

$23.00

$22.50

$22.00

$21.50

$21.00

$20.50

Co

st

per

Tic

ket

Self Service

Average Cost

per Ticket

Email/Web

Chat

Voice

0

10

20

30

40

50

60

70

0 1 2 3 4 5

Pro

du

cti

ve H

ou

rs L

ost

per

Em

plo

yee p

er

Year

Quality of Support Drives End-User Productivity

1 (top) 2 3 4 (bottom)

Customer Satisfaction 93.5% 84.5% 76.1% 69.3%

First Contact Resolution Rate 90.1% 83.0% 72.7% 66.4%

Mean Time to Resolve (hours) 0.8 1.2 3.6 5.0

Customer Satisfaction 94.4% 89.2% 79.0% 71.7%

First Contact Resolution Rate 89.3% 85.6% 80.9% 74.5%

Mean Time to Resolve (hours) 2.9 4.8 9.4 12.3

Service Desk

Desktop Support

Performance QuartileSupport Function Key Performance Indicator

37.4 46.9Average Productive Hours Lost per Employee per Year 17.1 25.9

Performance Quartile n = 60

META Reps Leverage KPIs

Cost per Ticket

First Level Resolution Rate

Cost

Service Level

Quality

Call HandlingAgent

Average speed of answer

(ASA)

Call abandonment rate

% Answered within 30

Seconds

Average hold time

Average time to abandon

Percent of calls blocked

Contacts per Agent per Month

Agent Utilization

Agents as % of Total FTE’s

Customer Satisfaction

Call Quality

First Contact Resolution Rate

Agent Occupancy

Annual Agent Turnover

Daily Absenteeism

New Agent Training Hours

Annual Agent Training Hours

Schedule Adherence

Agent Tenure

Agent Job Satisfaction

Contact Handle Time

% Escalated Level 1

Resolvable

User Self-Service

Completion Rate

And there are hundreds more!!

Productivity

The 80/20 Rule for Service and Support KPIs

Cost per TicketCost

Productivity

Quality

Call Handling

Agent Utilization

Customer Satisfaction

First Contact Resolution Rate

Agent Agent Job Satisfaction

Aggregate Balanced scorecard

TCO First Level Resolution Rate

Cause-and-Effect for Service and Support KPIsCost per Ticket Customer Satisfaction

Agent

Utilization

First

Contact

Resolution

Agent

Satisfaction

Coaching Career Path Training Hours

Call

Quality

Handle

Time

Agents/

Total FTE’s

Absenteeism/

Turnover

First Level

ResolutionScheduling

Efficiency

Service Levels:

ASA and AR

META Reps are ProactiveSome Common Proactive Behaviors

Root Cause Analysis / Closed Ticket Analysis

Marketing / Brand Management

Business Case Analysis for New Investments

Benchmarking

Goal-based Training

Cause-and-Effect Decision-making

Manage Agent Morale / Agent Job Satisfaction

Agent Scorecards

Benchmarking and Continuous Improvement

Yet fewer than 20% of all IT support

groups engage in benchmarking.

Yet fewer than 20% of all IT support groups engage in benchmarking!

There is a 1:1 Correspondence Between Benchmarking and

World-Class Performance.

The Benchmarking Methodology

Your IT Support

Performance

Performance of

Benchmarking Peer

Group

Determine How Best in Class Achieve

Superiority

Adopt Selected Practices of

Best in Class

Build a Sustainable Competitive Advantage

The ultimate

objective of

benchmarking

COMPARE

The Goal of Benchmarking

Cost per Ticket HigherLower

HigherBEST-IN-CLASS

PERFORMANCE CURVE

AVERAGE PERFORMANCE CURVE

AFTER BENCHMARKING

STARTING POINT: BEFORE

BENCHMARKING

Process Maturity Model

Proactively Managing

Stakeholder

Expectations

Stakeholder Communication

A Holistic Approach to

Performance

Measurement

Performance Measurement

Leveraging People and

ProcessesTechnology

Expeditious Delivery of

Customer ServiceProcess

Proactive, Life-cycle

Management of

Personnel

Human

Resources

Defining Your Charter

and MissionStrategy

DefinitionModel

Component

Customer

Enthusiasm

Strategy

Human Resources

ProcessTechnology

PerformanceMeasurement

Stakeholder Communication

Process Maturity Drives Overall Performance!

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Bala

nce

d S

co

re

Process Assessment Score

Avera

ge

= 4

3.0

%

Wo

rld

-Cla

ss =

75.0

%

Average = 51.0%

Your Performance

Global Database

Process Assessment Score 66.0%

Balanced Score 68.7%

Medtronic PerformanceYour Performance

The Optimized Support Organization5 – Optimized Maturity

4

3

2

1

Pro

cess Matu

rity

Managing the Message of IT Support

We’ve all heard the expression…

“Expectations Not Set…are Expectations Not Met!

So, let’s get serious about proactively managing expectations!


LOWER COST HIGHERACTUAL VALUE

PE

RC

EIV

ED

VA

LU

E

HIGHER

LOWER

Perceived Value > Actual Value

Perceived Value < Actual Value


Where is IS failing to meet XXX needs?

Rank Fails Survey Question

1 - 22.1% 24. Availability of shared resources

2 - 16.2% 30. Your satisfaction with remote access services

3 - 14.7% 17. Continue using the IS Support Center

4 - 13.2% 28. Overall satisfaction with computing/network services

5 - 11.8% 21. The response to requested software changes

5 - 11.8% 29. Satisfaction with the current E-Mail services

7 - 10.3% 09. Current services provided by IS

8 - 8.8% 19. Developers understand your business requirements

9 - 8.8% 23. Reliability of business applications

10 - 7.4% 08. IS communication of products and services

10 - 7.4% 22. The response to requested enhancements

12 - 4.4% 07. IS value compared to the cost of services

12 - 4.4% 14. Value of IS Business Consultants

12 - 4.4% 20. Responsiveness to application maintenance requests

15 - 2.9% 12. Acquisition process for IT

15 - 2.9% 18. Applications provide the necessary functionality

12%

Avg.

2.9 % of XXX’s said issue18. failed to meet expectations.

Mean

for ALL

“fails”

Sort field

sequence

field

varriance

duplicate rank

Title of List

above

average

below

average

Selected Issues

NewslettersBrown Bag

SessionsLeave Behinds

Business Unit

Liaisons

Surveys Log-in Screens Webcasts FAQ Site










The Paradox of IT Support

Less than 5% of all IT spending is allocated

to end-user support

Service desk, desktop support, field support

This leads many to erroneously assume

that there is little upside opportunity in IT

support

The result is that most support

organizations are managed with the goal of

minimizing costs

But the most effective support strategies

focus on maximizing valueCorporate IT Spending Breakdown

4%

96%: Non support functions

End-User Support

Application

Development

Application

Maintenance

Network

Operations

Mainframe and

midrange Computing

Desktop Computing

Contract Services

(e.g., disaster

recovery)

n = 1,044

Global large cap companies

Survey type: multiple choice

3 responses allowed per survey

84% cited the service desk as a very important factor in their overall satisfaction with corporate IT

47% cited desktop support as a very important factor in their overall satisfaction with corporate IT

Service and Support Drives Customer Satisfaction for All of IT

META Reps, and the Inevitable Convergence of Level 1 and...

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