Free Service Desk Training Series | Service Desk Image Management - How to Successfully Market Your Service Desk | MetricNet Certified

Image Management:
Successfully Marketing Your Help Desk

1© MetricNet, LLC, www.metricnet.com
20 Years of Help Desk Data
More than 1,300 Help Desk Benchmarks
Global Database
30 Key Performance Indicators
Nearly 80 Industry Best Practices

Then and Now: 20 Years of Benchmarking Metrics
Key Performance
Indicator
Industry Average Performance
1988 2008
Monthly Contacts per
End-User
0.79 1.81
Cost per Contact $9.57 $21.52
Average Handle Time 6:27 12:20
Resolved on First
Contact
35% 68%
Resolved at Level 1 39% 84%
Starting Agent Salaries
(2008 dollars)
$27,280 $36,340
Help Desk Cost per
End-User per Year
$97 $574

The 20 Year Trend in Help Desk Budgets
Help Desk budgets have grown from 0.7% to 4.3% of corporate IT spending over the last 20 years.
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
HelpDeskBudgetasa%ofTotalITSpend
1988 1996 2000 2004 20081992
0.7%
1.4%
1.8%
3.3%
4.0% 4.3%
A 6 Fold Increase in Help Desk Budgets!

 Newer help desks and
less evolved help desks
are in this category
 Help desks in this stage
are unable to anticipate
or prepare for problems
 A reactive “fire-fighting”
mentality prevails at this
stage
 Call volume continually
increases at this stage
 Customer satisfaction is
the goal
 The primary goal of a
strategic help desk is to make
end users more productive
 Help desk anticipates
problems and takes action to
prevent occurrence
 A proactive mentality prevails
 Users are given tools to solve
their own problems
 Call volume sometimes
declines at this stage
 Problem complexity increases
 Customer enthusiasm
and value creation is the
goal!
 Heavy investments in
training and technology
characterize this stage
 An expert network of
problem solvers is
established outside the
help desk
 Automation begins
 ACD, VRU, report
generation, etc.
 Knowledge base
established
 Call volume oftentimes
levels off
Support Stage Transitional Stage Strategic Stage
The Help Desk Evolution

61%
31%
8%
Traditional customer
support paradigm
The help desk makes a shift
from following the customer to
leading the customer
The help desk operates in a
non-traditional customer
support paradigm – every
transaction adds value!
How Far Has Your Help Desk Evolved?

Three of the Most Important Industry MegaTrends
1. The Holistic Use of KPI’s: The Hidden Value of
KPI Correlations
 Yesterday’s Session
2. Striking the Right Balance: Cost vs. Quality in IT
Support
 Earlier Today
3. Image Management: Successfully Marketing Your
Help Desk
 This Session!

Six-Part Model for Help Desk Best Practices
Customer
Enthusiasm
Strategy
Human
Resources
Process
Technology
Performance
Measurement
Stakeholder
Communication
Model
Component
Overview Letter
Grade
Strategy
Defining Your
Charter and Mission C+
Human
Resources
Proactive, Life-cycle
Management of
Personnel
C-
Process and
Procedure
Expeditious
Delivery of
Customer Service
B+
Technology
Leveraging People
and Processes
C
Performance
Measurement
A Holistic Approach
to Performance
Measurement
D+
Stakeholder
Communication
Proactively
Managing
Expectations
D-

The Fundamental Issue: Perception ≠ Reality
LOWER COST HIGHERACTUAL VALUE
PERCEIVED
VALUE
HIGHER
LOWER
Perceived Value > Actual Value
Perceived Value < Actual Value

Where Does Your Help Desk Operate?
PERCEIVED
VALUE
HIGHER
LOWER
A Common (but
Dangerous) Operating
Position

Operational Effectiveness First!
PERCEIVED
VALUE
HIGHER
LOWER
#1 Operational
Effectiveness
#2Brand
Management

Your Help Desk
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
Benchmarking Improves Operational Effectiveness
Request a copy of MetricNet’s whitepaper on Help Desk Benchmarking.

Operational Effectiveness: The Balanced Scorecard
Step 1
Six critical
performance
metrics have been
selected for the
scorecard
Step 2
Each metric has been
weighted according to its
relative importance
Step 3
For each performance metric,
the highest and lowest
performance levels in the
benchmark are recorded
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for each
metric is then
calculated: (worst case
– actual performance) /
(worst case –best case)
X 100
Step 6
Your balanced score for each
metric is calculated: metric
score X weighting
Worst Case Best Case
Cost/Contact 25.0% $35.00 $6.00 $18.44 57.1% 14.3%
Customer Satisfaction 25.0% 60.0% 97.0% 73.2% 35.7% 8.9%
Agent Utilization 10.0% 30.0% 85.0% 51.7% 39.5% 3.9%
First Contact Resolution Rate 15.0% 25.0% 95.0% 68.3% 61.9% 9.3%
Agent Satisfaction 20.0% 34.6% 88.3% 74.0% 73.4% 14.7%
Average Speed of Answer (sec) 5.0% 140.0 10.0 52.0 67.7% 3.4%
Total 100.0% N/A N/A N/A N/A 54.5%
Metric
Score
Balanced
ScorePerformance Metric
Metric
Weighting
Benchmark
Performance Range Your Actual
Performance
12

Balanced Scorecard Summary*
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
HelpDeskBalancedScore
*The scores shown in the chart are based upon the performance metrics,
weightings, and data ranges shown on the previous page.
High 87.9%
Average ----- 51.1%
Median 50.6%
Low 17.5%
Your Score 54.5%
Key Statistics
Help Desk Balanced Score

14© MetricNet, LLC, www.metricnet.com 14
But It’s Not Good Enough…To Be Good Enough!
Lower Cost
Cost (Efficiency)
Quality(Effectiveness)
Top Quartile
Efficient and Effective
Lower Quartile
Middle Quartiles
Effective but not Efficient
Middle Quartiles
Efficient but not Effective
Your Service
Desk
Peer Group
Higher Cost
Lower
Quality
Higher
Quality
© MetricNet, LLC, www.metricnet.com

Closing the Perception vs. Reality Gap
PERCEIVED
VALUE
HIGHER
LOWER
Closing
the
Perception
Gap
Where you Should Be
Where you Are

Image Management: The Five W’s
1. Who – Who are the Key Stakeholder Groups?
2. What – What are the Key Messages?
3. When – When are You Going to Communicate Them?
4. Where/How – Where/How do You Reach the Stakeholders?
5. Why – Why are We Doing This?

IT
Management
Key Stakeholder Groups
Help Desk
End Users/
Clients
Company
Management
Help Desk
Personnel
WHO?

Key Messages to Communicate
 Services Provided
 Hours of Operation
 How to Access Service
 Major Announcements
 Performance Levels
 Performance Improvement
 Key Initiatives
 Tips and Tricks
 Basic How To’s
 Success Stories!
WHAT?
No Information = Bad information

© MetricNet, LLC,
www.metricnet.com
20
Sample Help Desk Reference Guide
20

© MetricNet, LLC,
www.metricnet.com
21
Sample Help Desk Reference Guide
21

Communicate Your Performance Levels and Goals
80%
65%
$17.00
AGENT UTILIZATION
J F M A M J J A
FIRST CONTACT RESOLUTION
J F M A M J J A
COST PER CONTACT
J F M A M J J A
CUSTOMER SATISFACTION
J F M A M J J A
5%
80%
90%
CALL ABANDONMENT
J F M A M J J A
BALANCED SCORE
J F M A M J J A
COST PER CONTACT CUSTOMER SATISFACTION
FIRST CALL RESOLUTION RATEAGENT UTILIZATION
AGENT SATISFACTION CALL ABANDONMENT RATE

Communicate Your Successes!

Create a
balanced
scorecard
Document
agent career
path options
Define agent
performance
standards
Implement
call
monitoring
Communicate Your Plans for the Future
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Document
call handling
standards
Begin
customer sat
surveys
Establish root
cause anal-
ysis program
Rewrite IVR
menus

Don’t Be Shy About Communicating Value!
Help Desk value models
 Cost of Service
 Money saved
 End user productivity
Example: End User Productivity
 2,600 end users generating 5,000 contacts per month
 Help desk saves each end user an average of 1 hour 10 minutes
per contact
 The equivalent of 5,833 productive hours saved per month
 That’s 33.7 FTE’s per year…or more than 1% of payroll!

New
Employee
Orientation
Session
Log-In
During IT
Training
Courses
There are Many Opportunities to Manage Image
Brown Bag
Lunches
Help Desk
FAQ Site
Periodic
Newsletters
WHEN?

The Most Common Communication Vehicles
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
WHERE/HOW?
Newsletters
Brown Bag
Sessions
Leave Behinds
Business Unit
Liaisons
Surveys Log-in Screens Webcasts FAQ Site

The Help Desk “Chief Communications Officer”
 The role of communications in the help
desk should be clearly defined
 The person(s) responsible for help desk
communications should designated
 Drive the overall message
 Coordinate help desk communication
 Meet with key liaisons
 This ensures accountability for the
communications function
 And helps to drive a consistent message
across the organization

Summary: Success Factors in Help Desk Image Management
MessagesTiming
Timing
Frequent Contact
• New employee orientation
• At log-in
• During training
• During the incident
• At scheduled sessions
Messages
Multiple Messages
• Services
• Major initiatives
• Performance Levels
• FAQ’s
• Success Stories
Channels
Use All Available
• User liaisons
• Newsletters
• Reference Guides
• Surveys
• Log-in messages

Why are We Doing This?
We’ve all heard the expression…
“Expectations Not Set…
are Expectations Not Met!
So, let’s get serious about proactively
managing expectations!
WHY

What Drives End-User Perceptions of IT?
84%
47%
31% 29%
22%
8%
0%
20%
40%
60%
80%
100%
Help Desk Desktop
Support
Network
Outages
Quality of
Desktop
Tools
(Hardware
and Software)
Quality of
Enterprise
Applications
IT Training
%SayingVeryImportant
84% of end-users cite the help desk as a primary factor
in shaping their opinions of corporate IT
WHY

Some Final Thoughts
 Managing the gap between perception and reality is fairly
straightforward
 It doesn’t take a lot of time, or cost a lot of money
 But it is critically important
 The success of your help desk depends as much on your image, as it
does on your actual performance!
 The Benefits of effective Image Management Include:
 Customer loyalty and positive word-of-mouth referrals
 Credibility, which leverages your ability to Get Things Done!
 A Positive Image for IT overall
 High levels of Customer Satisfaction

Upcoming MetricNet Webcasts
Register at www.metricnet.com
Unleashing the Enormous Power of Service
Desk KPI’s
 Wednesday, April 15th, 2009 at 2:00 pm EDT
IT Customer Satisfaction Measurement
 Tuesday April 21st, 2009 at 2:00 pm - 3:30pm
EDT
For more information on Industry Best Practices, please register for
MetricNet’s free upcoming webcasts

Free Service Desk Training Series | Service Desk Image Management - How to Successfully Market Your Service Desk | MetricNet Certified

Recommandé

Recommandé

Contenu connexe

Plus de MetricNet

Plus de MetricNet (18)

Dernier

Dernier (20)

Free Service Desk Training Series | Service Desk Image Management - How to Successfully Market Your Service Desk | MetricNet Certified