You know the scene... it is 9.15; the office staff are furtively munching toast and slurping tea (there is a no eating at the desk mandate in our office) and one of the staff is having a good old moan to his colleague...
"I just called the service desk for an update on that issue I raised yesterday and they can't even tell me when someone will have a look at it! Bloody service desk, they're all useless!"
His colleague replies...
"I know, you're better just sorting it yourself...or asking that engineer with the long hair, he'll just come and do it. I don't know where they get that lot from...dismal!"
Remarkable, isn't it? You would often think, when listening to this sort of feedback, that IT Managers have a knack of recruiting the most unhelpful people in the world and sitting them at the front line, on our service desks! I don't go along with this view. As someone who used to have direct responsibility for recruiting service desk staff, I believe we staff the desk with bright, enthusiastic and motivated people. So where does it all go wrong from there?
Firstly, front line support is largely a thankless task. It takes a special kind of person to really do it justice. Resilience is certainly imperative, and it's something most support people internalise and continue to build up lashings of as a consummation of the day-to-day perils of being in the front line.
However, being a good support person needs more than resilience. There are a number of very important factors that will help you in your pursuit of great staff and ultimately an acclaimed service desk.
Lets face it; the staff we recruit can't uniformly be 'useless.' I concede that we don't always get it right but why is it that we frequently hear such utterances about our staff? As IT managers, if we recruited them, we must surely have chosen them in preference to other hopefuls because they demonstrated an appropriate level of skill, common sense and probably because we quite liked them. What happened in the meantime? Does the very act of working on the service desk debilitate your skills?
I would suggest not! I was a service desk manager for many years and I am passionate about service desks. For me, there is a formula for creating a great team and it requires a lot more that making sound staffing choices and being a good manager.
The issue is habitual in many organisations. Let's face it - as either a stakeholder or user of a service desk, we tend to expect a lot and give very little. I know the old adage 'its better to give than to receive' but the poor old service desk would have to be wearing their underpants on the outside of their clothes to have any sort of chance of getting it right!
The key is senior management commitment and passionate line management. I know, I know...You've heard it all before, but let's face it if you don't choose the right people, pay them the right salary, train them, give them the correct tools for the job and most importantly provide them with the autonomy they need, how can they ever provide the kind of service your users expect?
Choose the right people!
Let's be honest, for a start, we sometimes pick the wrong people in the first place - fledgling graduates, people looking to get into IT or temporary staff. Does that ring any bells? For me it sets off the chimes of despair! Really good service desk staff need a whole range of skills, many of which cannot be internalised by 'just anyone!'
We want them to be good communicators, active listeners, have excellent troubleshooting skills and be able to manage our incidents and requests from start to end. That's a formidable set of requirements. Our expectations are high; we need to make sure we don't choose people who have only a small chance off satisfying those prerequisites.
So, why not just choose good people? Well, there are two reasons. Very often, a role on a service desk is not highly valued. It is often viewed as a 'necessary evil' - something to be endured, a first step into the more technically skilled and rewarding 2nd and 3rd line support roles. The result is that most people don't want to sit on a service desk for any great period of time. Why? Well, because they expect it will get boring and fundamentally that kind of role is never venerated. For most people that's not going to 'cut the mustard' when they are trying to establish a sound career path.
Pay them appropriately
The second reason that we sometimes get the wrong people is that many organisations don't pay their Service Desk staff well enough. Good service desk staff should be commanding the same salaries as you pay your desktop engineers or other 2nd line internal support teams. If you start to pay the right salaries, you get good people and also send a very clear message to your users and to other support staff; the service desk people are at least as important as they are!
Support tools and technologies
My third real annoyance about the way we treat our service desk staff is that frequently we don't give them the tools to do the job. A computer and telephone does not a service desk person make! You expect them to be able to answer the phone promptly and courteously, understand and translate your request, prioritise it appropriately, resolve it and if not send it to someone who can, and quickly. Throughout this process you want regular updates, an escalation source if it doesn't go to plan and before it's resolved (in a timely fashion) you want to be able to accede suitable closure. Furthermore, where the incident has been significant, you expect some assurance that someone is going to make sure it doesn't happen again.
Do you still think the telephone, the PC and a paper file of scribbled hints and tips will avow the service desk to manage that lot? Again, not without the underpants!
In reality a good service desk needs the correct level of investment. I mean tools, information, business knowledge, and the correct level of technology. Our service desk staff may not need to be technical gurus but we do expect a certain level of skill because, as well as being able to resolve some incidents, it gives the service desk a fighting chance of understanding a user request and elucidating it into something meaningful so that someone else can resolve it.
As users of the service desk we also expect them to know who we are and not ask us the same ten questions each time we call for a simple request. Give them a good customer database, preferably a configuration management database to refer to, so they will be able to obtain this information, understand who you are, what you do, what technologies you use and how quickly you need to get your issue resolved.
In addition, if you want a good first time fix rate, you need to provide knowledge of the requests and incidents your service desk receives as well as mechanisms that allow them all a consistent ability to affect a resolution. Diagnostic scripts, frequently asked questions (FAQ's), a 'known error' database and diagnostic tools are also excellent ways to help in elevating that first time fix rate.
Training
Make sure that as well as the technical skills that they may need that they know your business. I don't mean those limited snatches of information retained from their induction day; they spent most of that longing for the free buffet and wondering when the Chief Exec was going to stop extolling the virtues of the company. I mean get them involved in your initiatives and projects, let them test your new applications, train them to use the most critical systems, make sure they spend some time with your vital business functions and make this an ongoing activity.
Respect
Give them some! A great way to allow your desk staff to earn it is simple. Make sure that key people in each department and your senior mangers are obliged to spend at least one day a year on your desk. Thereafter they will hold your staff in high esteem. Believe me; nothing sharpens the mind to the plight of the service desk like the experience of taking a call from a user, or even listening in to one. It's a magical vivification of understanding to watch. Former critics suddenly see the reality and for a short time at least, a newfound admiration for the service desk is born.
Governance
Then there is remit to consider. All IT functions need to know their delivery expectations: what they should do; for whom; how quickly; and when. The best way of consolidating this information is through Service and Operational Level Agreements (SLAs and OLAs). These define the expectations and requirements of the users and customers that IT staff and the service desk can reasonably achieve (with their resources and ability) and can be measured against.
Many organisations claim to be following 'best practice' and have agreements in place to govern the expectation of IT providers, but they tend to be documents that have been formalised by people who don't use the service and don't know what their users actually need to allow them to carry out their business process. Furthermore they define expectations that are neither achievable, nor measurable: SLAs that are wholly deficient. The final indignation is that these documents are often locked in a senior manager's briefcase or cupboard and once signed, never see the light of day, get reviewed or become available to the users for whom they have been designed!
How can anyone feel anything other than annoyance for a service desk whose remit and objectives are shrouded in mysticism?
The key is to define efficient, 'living' SLA and OLAs that are continually reviewed; affirming that they meet business needs and are achievable and measurable. Making them available to everyone (including users and service desk staff) is also necessary.
Management commitment
Finally, Management Commitment: I know I have already mentioned this, but it is crucial in making sure that the service desk is venerated appropriately. By management commitment I mean more than funding the desk. After the initial investment it is imperative that senior managers 'walk the walk' not just 'talk the talk 'on behalf of the service desk function. Support the service desk, understand and respect their remit. Back their decisions, extol their virtues and conform to due process like all other users.
The service desk will fail to be successful if senior managers (and their PAs!) don't respect its position. The service desk should have a defined remit, critical and non-critical services to support, agreements to conform to, priorities to commit to and a host of activities to complete to keep the wheels in motion. Senior managers should not be allowed to 'jump the queue' for non-critical requests. It is essential in developing and maintaining a good desk that senior managers commit to and support the agreements that govern it. If the service desk is delivering service in accordance with the SLAs then they should be meeting the needs of all parties, even your senior management team, so there should be no need for nepotistic behaviours that will only serve to deliver the wrong messages to the rest of the organisation.
The great service desk
In summary, the most important factors supporting the creation of a great service desk are:
> Correct people
> Appropriate salary
> Tools
> Ongoing training
> Respect
> Provide governance
> Demonstrate management commitment!
So, next time you hear someone lamenting about the 'bloody service desk,' ask yourself...
Why is the service desk often perceived in this way? Are the staff really uniquely inane and deliberately obtuse or is it actually because we haven't chosen the right people or provided them with the skills, tools and support they need to allow them to deliver service that meets the needs of their users.
Never underestimate the importance of the service desk. The correct level of investment in this uniquely important function can provide your organisation with an excellent asset.
If you can get it right they can serve you well, and not just by answering you calls for IT assistance. They can actually provide a broad range of services, everything from training and coordinating issues to providing a communications portal, collating management information and gauging that all important user perception.
If the investment in the service desk is correct so much can be achieved, a valuable support function, the window to your IT services. Let's get rid of the 'bloody service desk' once and for all!
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