HDI Corporate & Capital Area Updates, plus presentations on Five Roads Leading to Impactful Employee Engagement and Overcoming the Challenges of Implementing ITIL Through Help Desk Transformation

1. 10/29/14
Welcome!
Updates
from
HDI
Capital
Area
and
HDI
Corporate
October
15,
2014
©2013
HDI.
All
rights
reserved.

2. 10/29/14
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Happening
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year
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3. New
Content
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SHARE!
The
September/October
issue
of
SupportWorld
#HDISTAT
Today:
30%
of
support
centers
are
resolving
Bckets
previously
handled
by
escalated
levels.
#shillel
#techsupport
New
Blog:
"Misunderstood
Metrics,“
by
Roy
Atkinson
September
Webcast:
“HDI
Buyer's
Guide
Live:
Expanding
the
Influence
of
Service
and
Support
Management”
10/29/14
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Theme:
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New
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Paper:
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Business
Is
a
Mobile
Business”
#HDISTAT
Today:
#ServiceManagement
soluBons
are
used
by
68%
of
#techsupport
#ITSM
(full
report
coming
soon!)
New
HDI
Research
Brief:
Improving
Efficiency
and
Customer
Service
in
Higher
EducaBon

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5. 2014
HDI
Forum
Roundtables
• Across
support
center
leaders
face
the
same
challenges
• For
bringing
support
center
decision
makers
and
execuBves
together
to
network,
share
problems,
and
brainstorm
soluBons
• By
working
together
in
small,
verBcal-­‐oriented
groups,
many
HDI
Forum
members
have
not
only
reached
but
also
exceeded
their
organizaBons’
goals
and
expectaBons.
• You
10/29/14
the
industry,
regardless
of
business
size
or
type,
ten
years
now,
the
HDI
Forums
program
has
been
don’t
have
to
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it
alone.
The
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Forums
community
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19,
2014,
8:00
AM
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11:30
AM
EST
Chesapeake
AB
at
the
Gaylord
NaBonal
Resort

6. DON’T
MISS
THIS
OPPORTUNITY
to
recognize
your
key
analysts
and
10/29/14
Call
for
Help
Desk
Analyst
&
Desktop
Support
Technician
of
the
Year
Nominees
©2013
HDI.
All
2014
rriigghhttss
rreesseerrvveedd..
technicians.
The
only
investment
you
make
is
Bme
to
send
the
informaBon
below
and
complete
the
applicaBon.
Your
return
is
truly
a
heartwarming
event
that
has
become
a
yearend
celebraBon
for
our
teams.
I
encourage
members
to
nominate
your
outstanding
Analysts
and
Technicians
by
emailing
the
following
informaBon
to
Sandy
Seroskie,
by
Friday,
October
31,
2014
at
awards@hdicapitalarea.com:
• Help
Desk
Analyst
or
Desktop
Support
Technician's
Name
• Company
• A
paragraph
describing
the
individuals
achievements
(why
you
are
nominaBng
them)
• Manager's
name
and
contact
informaBon
**The
criteria
and
nominaBon
form
is
sent
to
the
Manager
to
complete.
We
encourage
you
to
send
the
informadon
above
early,
so
you
have
more
dme
to
complete
the
applicadon.**
All
nominees
and
managers
as
our
honored
guests,
at
our
Annual
Awards
Luncheon,
on
Friday,
December
5th,
at
Maggiano’s
Limle
Italy.
Thanks
to
the
success
of
this
event,
we
have
reserved
large
room.
We
will
recognize
each
nominee
and
their
manager.
Every
nominee
will
receive
a
plaque
and
the
winners
will
receive
the
Analyst
of
the
Year
or
Desktop
Support
Technician
award.
We
will
have
an
amazing
keynote
speaker
and
a
three
course
lunch.

7. Thank
You
2014
Sponsors!!

8. Upcoming
Events
Wednesday,
November
19
“IntroducBon
to
Cloud
CompuBng”,
featuring
Stephen
Simchak
NASA,
Washington
,
DC
Friday,
December
5
Annual
Awards
Luncheon
&
Team
CelebraBon
at
Maggiano’s,
Tysons
Corner
Don’t
miss
it!
• We
typically
meet
the
3rd
Wednesday
of
the
month
and
most
meeBngs
are
free
• Visit
www.hdicapitalarea.com
to
register

9. Today’s
Speakers
Chris
Bashinelli
Eddie
Vidal
Lee
Weekley

10. 5
Roads
Leading
to
Impacrul
Employee
Engagement
and
Success
Eddie
Vidal
University
of
Miami

11. Eddie
Vidal
• HDI
&
Fusion
Track
Chair
• HDI
&
Fusion
Conference
Speaker
• HDI
Strategic
Advisory
Board
• President
Emeritus
of
South
Florida
HDI
Local
Chapter
• Published
in
Support
World
Magazine
&
HDI
Connect
• HDI
Support
Center
Manager
CerBfied
• ITIL
V3
FoundaBon
&
OSA
CerBfied
• itSMF
monthly
podcast
producer
Manager, Medical IT Service Desk
evidal@miami.edu
eddie_vidal@yahoo.com
http://www.linkedin.com/in/eddievidal
305-439-9240 @eddievidal

12. @eddievidal
5
Roads
to
Success
1. MoBvaBon
2. Teamwork
3. RecogniBon
4. Engagement
5. AppreciaBon

13. Family
13

14. @eddievidal
1.
MoBvaBon
• Definidon
– is
the
driving
force
by
which
humans
achieve
their
goals.
– Intrinsic
modvadon
refers
to
moBvaBon
that
is
driven
by
an
interest
or
enjoyment
in
the
task
itself,
and
exists
within
the
individual
rather
than
relying
on
any
external
pressure
– Extrinsic
modvadon
comes
from
outside
of
the
individual.
Common
extrinsic
moBvaBons
are
rewards
like
money
and
grades,
coercion
and
threat
of
punishment

15. @eddievidal
MMooBBvvaaBBoonn

16. What
MoBvates
You?
• Career
Development/
Success
• Comfort/RelaxaBon
• Health/Balance/Energy
• Influence/Leadership
• Learning/Knowledge/
Discovery
• Materials/Possessions
• RecogniBon/Praise
• Security/Money/Home
• Social/AffiliaBon/
Popularity/Acceptance
• Status/PresBge/Stand
Out/
ReputaBon
• Task
Accomplishment/
Problem
Solving/
Achievement
• Teaching/Guiding
Others
• Vitality/Energy
• Others?

18. MoBvaBng
your
Team
• Thank
You
cards
• Tools/Toys
for
their
job
• Time
Off
• Rewards
and
RecogniBon
Program?
• No
Budget
,
now
what?
• Posters

19. @eddievidal

21. @eddievidal
2.
Teamwork
21

22. @eddievidal
Lencioni
Model
for
Team
EffecBveness
InamenBon
to
Results
Avoidance
of
Accountability
Lack
of
Commitment
Fear
of
Conflict
Absence
of
Trust
22

23. @eddievidal
3.
RecogniBon
• How
well
do
you
know
your
employees?
– Family,
kids,
names
– Hobbies
– Values
– Birthdays
– RecogniBon
Publicly
or
Privately
– Career
Goals,
cover
for
you
when
out?

24. @eddievidal
RecogniBon
Has
your
manager
ever
asked
you
how
he/she
can
show
his
appreciaBon
towards
you?

25. @eddievidal
Do
you
know
your
team?

26. @eddievidal
YOUR
NAME
HERE
Nickname:
Job
Title:
Hometown:
Where
I
went
to
School:
Birth
Day:
Kids:
Pets:
My
First
Job:
Favorite
Movie:
Favorite
Song
or
Band:
Favorite
thing
to
do
on
the
Weekends:
Favorite
place
to
visit:
Something
People
May
Not
Know
About
Me:

27. @eddievidal
What
are
you
doing
to
recognize
your
employees?

28. @eddievidal
Recognizing
Top
Performers
• CerBficates
• Movie
Tickets
• Employee
chooses
award
• Nominated
for
HDI
award
• Wall
of
Fame
• Monthly
$20
award
/
up
to
5
people
• RecogniBon
at
meeBngs
• Analyst/Technician
of
the
period
• Coffee
cards
or
other
gil
cards
• Service
super
stars
share
cake/dinner
• Hand
wrimen
“thank-­‐you”
note
from
manager
• Name
in
agency
newslemer
28

29. @eddievidal
Recognizing
Top
Performers

30. @eddievidal
4.
Engagement
Are
you
engaged
in
your
current
role
and
organizaBon?

31. @eddievidal
Engagement
• American
workers
are
“not
engaged”
(52%)
• AcBvely
disengaged
(18%)
• EmoBonally
disconnected
• Less
likely
to
be
producBve
• Cost
the
U.S.
between
$450
billion
to
$550
billion
each
year
in
lost
producBvity
• More
likely
to
steal
from
their
companies,
negaBvely
influence
their
coworkers,
miss
workdays,
and
drive
customers
away
Source:
Gallup

32. @eddievidal
Gallup’s
Q
1. I
know
what
is
expected
of
me
at
work.
2. I
have
the
materials
and
equipment
I
need
to
do
my
work
right.
3. At
work,
I
have
the
opportunity
to
do
what
I
do
best
every
day.
4. In
the
last
seven
days,
I
have
received
recogniBon
or
praise
for
doing
good
work.
5. My
supervisor,
or
someone
at
work
seems
to
care
about
me
as
a
person.
6. There
is
someone
at
work
who
encourages
my
development.
12

33. @eddievidal
Gallup’s
Q
7. At
work,
my
opinions
seem
to
count.
8. The
mission
or
purpose
of
my
company
makes
me
feel
my
job
is
important.
9. My
associates
or
fellow
employees
are
commimed
to
doing
quality
work.
10. I
have
a
best
friend
at
work.
11. In
the
last
six
months
someone
at
work
has
talked
to
me
about
my
progress.
12. This
last
year,
I
have
opportuniBes
at
work
to
learn
and
grow.
12

34. @eddievidal
Engagement
• More
effecBve
• Fewer
accidents
• Fewer
quality
defects
• Obtain
more
customers
• Call
in
sick
less
• Reduce
healthcare
costs
Source:
Gallup

35. @eddievidal
4.
Engagement
5
Tips
for
Keeping
Great
IT
Staffers
1. Pay
compeBBvely
2. Offer
new
responsibiliBes
3. Create
a
Learning
Culture
4. Provide
amracBve
benefits
5. Address
burnout
proacBvely
Source:
Robert
Half
Technology

36. @eddievidal
Engagement
Year
is
1996

37. @eddievidal
Engagement
High
Engagement
–
Low
Sadsfacdon
• Low
morale
and
pessimisBc
about
future
of
the
company
• Employees
that
are
giving
their
all,
but
are
not
happy
with
their
work
environment
• High
risk
of
turnover
High
Engagement
–
High
Sadsfacdon
• Employees
who
are
ambassadors
for
your
organizaBon
• Believe
in
goals
and
vision
of
organizaBon
• Commimed
to
personal
and
organizaBonal
success
• Low
risk
of
turnover
Low
Engagement
–
Low
Sadsfacdon
• Employees
who
are
vocal
in
the
criBques
of
the
organizaBon
• A
disBnct
threat
to
your
brand
• High
risk
of
turnover
• Requires
an
exhausBve
review
of
management
and
procedures
Low
Engagement
–
High
Sadsfacdon
• Employees
who
are
saBsfied
with
their
pay
and
posiBon,
but
do
no
believe
in
goals
ad
vision
of
organizaBon
• Low
risk
of
turnover
• Happy
to
“get
by”
and
drain
organizaBon
resources
14%
40%
26%
20%
Source:
The
Carrot
Principle
by
Adrian
GosBck
and
Chester
Elton

38. @eddievidal
Engagement
• $200
SBpend
for
training
or
reference
material
• Polo
shirts
• Picnic

39. @eddievidal
5.
AppreciaBon

40. @eddievidal
AppreciaBon
Do
you
feel
you
are
appreciated
for
your
work?

41. @eddievidal
AppreciaBon
DefiniBon
• ability
to
understand
the
worth,
quality,
or
importance
of
something
:
an
ability
to
appreciate
something
• A
Watson-­‐Wyam
Reward
Plan
Survey
of
614
employers
with
3.5
million
employees
showed
that
the
average
turnover
rate
of
employers
with
a
clear
reward
strategy
is
13%
lower
than
that
of
organizaBons
without
one.

42. @eddievidal
Key
selec9on
criteria:
• Customer
Service
• Team
commitment
and
value
• Knowledge
sharing
• Leadership
• Technical
apBtude
and
knowledge
• itSMF
Awards

43. @eddievidal
Quotes
• Leadership
through
her
acBons
• Compassionate
but
stern
• I
want
to
know
• Weekend
work
• Humility
–
she
never
portrays
she
is
bemer
than
anyone
else

44. @eddievidal
Quotes
• CLONE
HIM!
• His
aztude?
Contagiously
posiBve!
• Top
Dog
• Tough
calls,
Tough
customers
he
handles
like
a
new
born
• A
treasure
and
resource
for
success
• Legendary
• Not
a
single
unplanned
absence
in
3.5
years
• When
I
call
Service
Desk
I
hope______
answers
the
phone
• Johnny-­‐on-­‐the-­‐spot

45. @eddievidal
Wow
stuff
• Self-­‐improvement
– 80
hours
of
professional
development
– 30
hours
of
personal
development
– 40
hours
of
community
service

46. @eddievidal
5
Roads
–
Sports
Analogy
• Who
is
your
Closer?
• Bases
loaded
–
who
do
you
go
to?
• Up
to
bat
–
who
are
your
risk
takers?
Who
takes
the
iniBaBve?
• Extra
innings
–
who
stays
late,
works
weekends?
• All
Star,
clutch
performer
• MVP

47. @eddievidal
AppreciaBon

48. @eddievidal
Resources
• www.thanks.com
• www.iappreciate.com
• RSA
Animate
–
Drive:
The
surprising
truth
about
what
moBvates
us
• www.carrots.com

49. Eddie
Vidal
• HDI
&
Fusion
Track
Chair
• HDI
&
Fusion
Conference
Speaker
• HDI
Strategic
Advisory
Board
• President
Emeritus
of
South
Florida
HDI
Local
Chapter
• Published
in
Support
World
Magazine
&
HDI
Connect
• HDI
Support
Center
Manager
CerBfied
• ITIL
V3
FoundaBon
&
OSA
CerBfied
• itSMF
monthly
podcast
producer
Manager, Medical IT Service Desk
evidal@miami.edu
eddie_vidal@yahoo.com
http://www.linkedin.com/in/eddievidal
305-439-9240 @eddievidal

50. @eddievidal
Don’t
forget
to
complete
an
evaluaBon
form!
Eddie
Vidal
|
305-­‐439-­‐9240
|
eddie_vidal@yahoo.com
|
@eddievidal

51. Overcoming
the
Challenges
of
ImplemenBng
ITIL
Through
Helpdesk
TransformaBon
By
Lee
Weekley

52. Lee
Weekley
§ I
have
been
in
the
IT
industry
for
over
25years.
I
served
as
a
member
of
many
organizaBons
and
held
several
disBnguished
appointments
including:
• member
of
Governor’s
Homeland
Security
Task
Force
• Ambassador
to
Small
Business
• Military
Affairs
Advisory
Commimee
member
• NaBonal
Small
Business
Commimee
member
with
NaBonal
Defense
Industry
AssociaBon
• Past
President
of
HDI
Capital
Area
Local
Chapter
§ I
hold
several
cerBficaBons
at
mulBple
levels
in
ITIL.
I
have
been
working
with
ITIL
since
V1
§ I
am
a
cerBfied
HDI
Service
Center
Manager
and
a
cerBfied
HDI
Service
Center
Director.

53. Where
to
Start
your
ITIL
ImplementaBon
and
a
transformaBon
project
how
to
get
through
the
Challenges
§ One
of
the
major
challenges
of
implemenBng
ITIL
is
obtaining
and
maintaining
buy-­‐in
and
knowing
where
to
start
§ Key
is
to
start
simple,
where
you
can
demonstrate
high
impact
and
success
§ Start
with
transforming
the
help
desk
to
a
service
desk
§ Implement
incident
and
problem
management

54. Why
Transform?
Ø Help
desk
is
slow
to
respond
Ø Help
Desk
is
reacBve
and
in
fire
fighBng
mode
Ø Unable
to
anBcipate
issues
and
call
volume
out
of
control
Ø Help
desk
is
known
as
“helpless”
desk
Ø ResoluBons
and
troubleshooBng
are
inconsistent
Ø Customer
saBsfacBon
is
low
Ø Agent
morale
and
employee
saBsfacBon
are
low
Ø Everyone
not
pulling
their
weight
equally
Ø Inconsistent
support
Ø Inconsistent
measurement
and
reporBng
Ø Lack
of
conBnual
improvement
Ø Customer
SaBsfacBon
is
only
a
goal
and
not
a
fact

55. The
TransformaBon
Process
Review
&
Analyze
Detailed
Agent
Skills
Gap
Analysis
Service
Desk
Maturity
Assessment
Review
of
ExisBng
DocumentaBon
Validate
Staffing
Models
and
Schedules
Plan
&
Create
Develop
AcBon
Plan
for
Improvement
Develop
Scripts,
Procedures,
R&Rs
Document
Schedules
/
IncenBve
Plans
Develop
Skills
Gap
Training
Insdtute
&
Support
Training
for
Members
/
Leads
Begin
ReporBng
(Baseline
&
Ongoing)
Review
CapabiliBes
for
Call
Flow
/
IVR
ConBnue
DocumentaBon
of
KB
/
Procedures

56. Service
Desk
OpBmizaBon
The
TransformaBon
Ø The
formula
to
a
successful
service
desk
is
balancing
the
appropriate
people,
processes,
and
the
correct
enabling
technology
to
gain
control.
Ø Having
the
right
tools
can
greatly
improve
help
desk
and
support
operaBons
by
reducing
incident
handling
costs,
improving
agent
workflow,
enabling
shared
knowledge,
building
collaboraBon.

57. Stages
of
Growth
Support
Stage
• New
help
desks
• ReacBve
and
Fire
fighBng
mode
• Unable
to
anBcipate
or
prepare
for
problems
• Call
volume
always
out
of
control
• Customer
saBsfacBon
is
goal:
measurement
is
weak
or
avoided
Growth
Stage
• Heavy
investment
in
training
and
tools
• ConsolidaBon
and
centralizaBon
• Begin
addiBonal
automaBon
(IVR,
ACD,
ReporBng)
• Knowledge
Management
focused
• EscalaBon
rules
and
parameters
built
• SLA’s
established
• Driving
toward
customer
saBsfacBon
Strategic
Stage
• ProacBve
mentality
with
focus
on
customer
and
first
call
resoluBon
• ConBnuous
process
improvement
(example
Incident
Mgt)
• SLA’s
managed
and
reported
• Full
Suite
of
tools
deployed
• Formal,
repeatable
processes
documented
• Customer
saBsfacBon
and
enthusiasm
driven

58. Where
Do
You
Begin
the
TransformaBon?
Ø Assess
the
Situa9on-­‐Must
Understand
where
we
are
today.
Ø Evaluate
where
do
we
want
to
go
Ø Evaluate
how
can
we
get
there
Ø Plan
how
do
we
get
there
Ø Plan
how
we
can
con9nue
to
improve
once
we
get
where
were
going
Ø Areas
to
evaluate
Ø Business
Alignment
Ø Alignment
with
IT
Ø Resource
OpBmizaBon
Ø Team
Work
Ø Support
center
markeBng
Ø DistribuBon
of
informaBon
Ø Vision
and
Mission

59. Areas
of
EvaluaBon
Ø Goals
and
ObjecBves
Ø Stakeholders
Ø People
Management
Ø Training
Plans
Ø Career
Development
Ø Employee
and
Customer
SaBsfacBon
Ø CompensaBon
and
Rewards
Ø Physical
Environment
Ø Infrastructure
Ø Workforce
Management
Ø Tools
and
Technology
Ø Process
and
Procedures
Ø Service
Levels

60. Sample
Assessment
Tools
Ø HDI
Skills
Assessment
Ø HDI
IniBal
Self
Assessment
Ø HDI
Help
Desk
Assessment
Ø ITIL
Process
Maturity
Assessment
Ø ITSMF
Service
Delivery
and
Service
Support
Assessment
Ø Pink
Elephant
Help
Desk
Health
Check
Ø ISO
9001:2008
and
ISO
20000
standards
Ø Erlang
C
or
HDI
staffing
worksheet
Ø There
are
many
others
out
there
to
use
as
well.
(see
HDI
Manager’s
tool
box
on
ThinkHDI.com
for
assessment
tools)

61. Review
and
Analyze
Phase

62. HDI
Skills
Gap
Analysis
Ø Examine
customer
service
techniques
Ø Examine
the
technical
knowledge
of
the
IT
Infrastructure
Ø Knowledge
of
the
available
tools
and
resources
Ø Awareness
of
organizaBonal
structure
Ø Awareness
of
roles
and
responsibiliBes
Ø Awareness
of
Service
Level
Agreements

63. HDI
Service
Desk
Health
Check
Ø Leadership:
Examine
Management
ParBcipaBon/communicaBon
and
business
partnerships
Ø Review
established
policies
and
strategy
and
ensure
clear
policies/
mission
and
vision
are
established
and
published
Ø People
Mgt:
Examine
the
current
training
and
awareness
program
Ø Examine
communicaBon
methods
and
escalaBon
process
Ø Resources:
Examine
ergonomics
of
SD
and
staff
knowledge
Ø Process
Mgt:
examine
alignment
to
business
Ø People
Results:
examine
staff
saBsfacBon
and
career
opportuniBes
Ø Customer
Results:
examine
customer
saBsfacBon,
SLA,
Service
improvement

64. ITSMF
Process
Assessment
ASSESS
CURRENT
IN
PLACE
PROCESSES
Ø Incident
Ø Event
Ø Request
fulfillment
Ø Problem
management
Ø Change
Ø Service
level
and
Financial
Ø Release
Ø Availability
Ø Capacity
Ø ConBnuity
Ø Security

65. Review
ExisBng
DocumentaBon
Ø Examine
current
mission
and
vision
Ø Examine
exisBng
operaBonal
level
and
service
level
agreements
Ø Check
for
gaps
to
success
with
these
agreements
Ø Examine
support
acBviBes
for
all
groups
not
just
the
help
desk,
look
for
the
hand
offs
and
single
points
of
failure
Ø Examine
the
hours
of
operaBon
and
the
staff
uBlizaBon
rate
Ø Examine
current
coaching
and
mentoring
process
Ø Examine
current
rewards
system

66. Validate
Staffing
Model/Schedules
Ø Examine
staffing
levels
during
operaBonal
hours
and
look
for
spikes
Ø Examine
incident
and
request
acBviBes
across
the
support
hours
Ø Conduct
analysis
of
staffing
levels
based
on
business
cycles
and
best
pracBces
recommendaBons
using
HDI
staffing
model
worksheet

67. Plan
and
Execute

68. AcBon
Plan
for
Improvement
Ø Complete
the
HDI
acBon
plan
related
to
the
HDI
Health
Check
already
completed
in
review
phase
Ø Create
new
processes
and
procedures
to
close
gaps
idenBfied
in
review
phase
Ø Create
communicaBon
plan
Ø Create
group
and
individual
training
programs
Ø Management
training
program
to
include
training
on
vision
and
mission
and
management
alignment
with
strategic
goals
Ø Training
on
support
groups
and
escalaBon
Ø ITIL
training
Ø HDI
analyst
training
Ø Individual
plans
per
agent
based
on
skills
gaps

69. AcBon
Plan
for
Improvement
Ø Complete
RACI
Matrix
detailing
process
acBvity
and
accountability
/
Responsibility
Ø Create
new
job
descripBons
Ø Create
or
update
OLA’s
with
partner
support
organizaBons
Ø Redesign
the
work
schedules,
agent
uBlizaBon
rates
Ø Design
performance
incenBves
and
rewards
program
Ø Design
service
excellence
review
schedules
Ø Create
new
service
desk
operaBons
manual

70. TransformaBon
Next
Steps
Ø Provide
Management
and
coaching
training
to
the
Help
Desk
Management
Ø Plan
and
define
the
implementaBon
of
ITIL
in
phases-­‐
Incident,
Problem,
Change,
Service
Level
Management
Ø Assign
team
leads,
Incident,
Problem,
SLA
Managers
Ø Create
Training
delivery
schedule
Ø Brief
the
analysts
and
management
on
the
vision
and
goals
of
the
Service
Desk
and
the
business
as
a
whole;
Explain
how
these
are
aligned
to
the
business
Ø Develop
new
key
performance
indicators
and
redesign
reporBng
Ø Develop
and
deliver
communicaBons
strategy
on
communicaBons
between
support
groups
Ø Design
new
reports

71. Establish
the
Guiding
Principles
Ø Establish
Guiding
Principles
for
Service
Desk-­‐
Ø They
represent
the
standards
that
are
most
important
to
hold
in
making
decisions
in
any
situaBon,
and
they
affect
all
choices,
conscious
or
not
Ø Applying
guiding
principles
for
what
we
do
at
work
allows
us
to
have
a
common
values
and
understand
how
we
as
a
team
think
and
funcBon
Ø Help
us
to
achieve
our
goals
in
a
manner
that
is
effecBve,
efficient,
and
acceptable
Ø They
are
the
“rules
we
play
by”
Ø If
we
define
and
reinforce
these
standards
we
can
support
the
performance
excellence
we
strive
for

72. The
Service
Desk
FuncBons
Best
When:
Ø We
think
of
the
people
we
support
as
customers,
not
users
Ø We
answer
the
phone
with
a
smile
Ø We
solve
customer
problems
as
effecBvely
and
efficiently
as
we
can
Ø We
care
about
our
customers
and
treat
them
with
respect
Ø We
empathize
with
our
customers,
however,
we
let
go
when
appropriate
Ø We
do
not
view
our
customers
as
an
annoyance...our
job
is
to
support
them
Ø We
are
never
a
dead
end
for
informaBon
Ø We
provide
a
valuable
service
to
our
company
Ø We
are
proud
of
the
work
we
do

73. InsBtute
and
Support

74. ImplemenBng
the
Plan
Ø Deliver
HDI
Boot
Camp
to
Agents
Ø Cover
fundamentals
of
effecBve
customer
service
Ø Cover
what
does
it
mean
to
be
an
agent
Ø Cover
incident
management
Ø Cover
understanding
customer
saBsfacBon
as
a
core
metric
Ø Conduct
management
and
lead
training
Ø Implement
new
coaching
and
mentoring
program
Ø Implement
ongoing
training
and
awareness
program

75. Establishing
Standards
Ø Ensure
SOP’s
are
in
ISO
standard
format
and
are
centrally
stored
and
accessible
by
staff
Ø Complete
ISO
Standard
Work
InstrucBons
(e.g.,
open
Bcket,
modify,
resolve,
escalate,
Bcket
accuracy,
silent
monitoring,
service
request
fulfillment,
change
and
configuraBon
management)
Ø Implement
Rewards
and
IncenBves
Program
for
the
Service
Desk
Ø Deliver
the
previously
designed
High
Impact
Training
to
the
analyst
Ø Develop
a
knowledgebase
that
is
acBonable
and
searchable-­‐
ensure
it
is
kept
up
to
date

76. ImplementaBon
ConBnued
Ø Implement
new
call
flow
and
IVR-­‐
completely
redesign-­‐
good
Bme
to
do
skill
group
and
add
mulBple
language
support
Ø Implement
self
service
with
embedded
knowledge-­‐
go
for
it.
Don’t
be
shy
Ø Implement
new
knowledge
management
process
to
cover
updaBng,
creaBng
and
acBvaBng
knowledge
arBcles-­‐
ensure
you
have
a
knowledge
manager
Ø Implement
new
reporBng-­‐
don’t
just
report,
analyze,
improve
Ø Start
trends
analysis
Ø Begin
interacBon
with
problem
management-­‐
find
that
root
cause
and
ensure
that
root
cause
is
“ouma
here”

77. The
Blended
Approach
ITIL
Six
Sigma
CobIT
CMMI
ISO/
IEC
IT
Service
Management
Business
Process
Requirements
Business
Alignment
Don’t
limit
yourself
to
one
best
pracBce…take
elements
from
each
one
that
fit
into
your
environment

78. QuesBons
Thank
you
Contact
Lee
Weekley
Lweekley@comcast.net