1. Chapter 3 Receiving the Incident

2. Incident Management Process of receiving, processing and resolving user problems or requests. Here we are going to look into the detail of receiving the call. The first few minutes of any encounter directly affects every event that follows, including problem diagnosis, problem solving, and user satisfaction. Why?

3. Steps in Receiving the Incident 1.Becoming aware of the problem 2.Contacting the helpdesk 3.Authenticating the problem and verifying the user 4.Logging the call 5.Screening the call 6.Prioritising the call

4. 1. Becoming aware of the problem Most will attempt to remedy the issue before contacting the helpdesk other always ring. Productivity

5. 2. Contacting the helpdesk Critical Events –Information is gathered –Relationship is established Single point of contact Contact made by e-mail, phone call, on- line, fax… Phone answering script for consistency - example

6. 3. Authenticating the problem and verifying the user Authentication = gather enough information to establish whether the issue falls within the helpdesk domain –Description of the problem –Hardware & software in use Verification = determine if the user is eligible for support –Caller/User/Organisation ID –Name & location

7. Call Categories Question – “How do I…” –Is it the responsibility of the HD? Request – “I want to get…” –For hardware and software Problem – “I cannot…” –The user is unable to perform a task because of a technology issue.

8. 4. Logging the Call Process of logging basic information of the call into the helpdesk management system – HELPSTAR Information and quantity varies between organisation Dependent on integration of information systems Unique ticket number identifies call from here on.

9. 5. Screening the Call Process of gathering further information about the problem so that problem solving can begin. At what level within the helpdesk structure will this step happen?

10. 6. Prioritising the Call Process of determining both the timing and the level of support that will be provided. Indication of the seriousness of the problem

11. A standard 5 point scale. PriorityDefinitionExample 1 A critical component is affected with direct business impact Sales registers are offline, online store is down, key people have no email access 2A component is degraded Slow response times on back office systems, intermittent errors 3 Non-critical component is down with some business impact Back office reports are non- functional, spam filtering is offline 4 Non-critical component is down with no direct business impact A user cannot print, A staffer needs a software update 5 Little or no impact or need for immediate attention, cosmetic issues Out of place icons, constructive user feedback

12. 3 Level scale based on severity and breadth of issue PriorityDefinition 1 SevereComponent is critical and multiple users are affected 2 ImportantComponent is important and multiple users are affected 3 LowComponent is not critical; few users are affected

13. Determining Factors Person Impact Number of people affected Possibility of a work around Projects – business initiatives Time Increasing number of call

14. Questions to consider What is the status of the caller? What is the problem’s effect? How many are affected? Is there a workaround? Does it affect a key business initiative? What is the timing of the problem? Are report of the problem increasing? Is the problem important or time-critical?

15. Soft Skills

16. The Listening Process Listening Steps 1.Receiving the message –Receive the communication, listen for the tone of voice and words spoken 2.Interpreting the message –Analyse the message to determine what the speaker is saying 3.Evaluating the message –Do you agree? Does your biases, attitude, or beliefs interfere with an accurate evaluation of the message. 4.Responding to the message –Indicate that you are paying attention, check understanding.

17. Challenges Handling Emotions Ignoring distractions Dealing with different levels of knowledge Communicating by telephone

18. Communication Style Complete the Communication Style Self- Assessment, page 73 What is your communication style?

19. Accent the Positive Page 75

20. Effective Communication Listen to the caller –Respond to the message –Empathise with the caller –Acknowledge what the caller is saying –Consider the caller’s feelings –Act as if you are in the same room as the caller –Mirror the caller –Be present –Listen between the lines

21. Effective Communication Communicating with the caller –Keep it simple –Allow the caller to speak –Suspend judgement –Clarify the caller’s statements –Use a positive tone of voice –Maintain a positive attitude

22. Responses to avoid Do not deny feelings Do not be defensive Do not minimise the problem Do not use jargon Do not finish the person's statement Do not assume Do not use abbreviations or acronyms Do not use negative language Do not argue

23. Practical Computer Practice – HelpSTAR Audio exercises