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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

jeff.brandt@randstadusa.com

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