Presented by: Charlene Traynor of Traveling Coaches

Presented by: Charlene Traynor of Traveling Coaches
Help Desk Imperatives Presented by: Charlene Traynor of Traveling Coaches

Staffing the Help Desk LawNet 2001

Roles of the Help Desk Analyst
Partner/Shareholder Problem Eliminator Communicator Data gatherer Expert Customer Service Representative Roles Help Desk Analysts Play The roles a Help Desk analyst must play have expanded and are more demanding than ever. ·Partner/shareholder in the mission, services, and objectives of the Help Desk. ·Problem eliminator to solve, prevent, and eliminate problems ·Communicator ·Marketer ·Data gatherer ·Expert ·Customer Service Representative LawNet 2001

Partner/Shareholder Live the Help Desk Mission
Provide agreed-upon services Understand priorities and objectives Partner/Shareholder Taking on the role of partner/shareholder means the following: ·Living the Help Desk mission, being part of the team. ·Providing agreed-upon Help Desk services, staying within these services and not doing extras that may appease customers but take away from time that can be spent on activities that are more critical to the business. ·Understanding Help Desk priorities and objectives and taking an active role in accomplishing these objectives. LawNet 2001

Problem Eliminator Focus: Eliminate the reasons for the calls
Increase uptime of your customers Problem Eliminator Help Desk analysts need to focus on eliminating reasons for calls, on increasing the uptime of their customers. This means assuming such problem-solving responsibilities as: LawNet 2001

Problem Eliminator Identify the problem Investigate causes
Escalate when necessary Work to eliminate recurring problems Watch for trends Logging and updating problem profiles Investigating causes, testing solutions, and putting solutions in place Escalating when necessary Help Desk analysts much also do the following: Work to eliminate recurring problems Watch for trends that indicate potential problems and then eliminate the problems before they happen. LawNet 2001

Communicator Listen for the problem Get resolution to customer
Receive feedback Communicator The Help Desk analyst is the customer’s first point of contact. Listening for the problem Getting a resolution across to the customer Getting feedback from the customer. LawNet 2001

Communicator Liaison between customers and other IT areas and management Participate in groups to provide customer input and collection information Constantly communicate with peers They must also: ·Pass feedback from customers on to other IT areas or management. ·Participate in groups to provide input on customer impact and to collect information about upcoming changes. ·Constantly communicate with peers, exchanging information about problems and about anything new in the environment. LawNet 2001

Marketer Promote professional image
Advertise value of the Help Desk – successes and accomplishments Promote effective use of technology Marketer Every customer interaction is a marketing opportunity that a Help Desk analyst must take advantage of. The Help Desk analyst must do the following: ·Promote a professional image ·Set the value of the Help Desk, its successes and accomplishments ·Promote effective use of technology LawNet 2001

Data Gatherer Gather and track data from calls Update knowledge bases
Identify significant trends Survey customers Data Gatherer Running a Help Desk means gathering a lot of data for the purpose of resolving problems and evaluating and improving the Help Desk. Help Desk analysts take a role in these processes by: ·Tracking and gathering data from calls ·Updating knowledge bases ·Identifying significant trends ·Gathering feedback from customers via surveys LawNet 2001

Expert Remain current on technology supported
The right training at the right time (before it is rolled out) Attend seminars; join user groups; read trade magazines; visit websites to stay current Expert Help Desk analysts are expected to be experts in the products they support. Playing the role of expert means the Help Desk analyst must: ·Keep current on all the technology used in the environment supported ·Get the right training at the right time (hopefully before the technology is rolled out to the customer!) ·Take seminars, join user groups, read trade magazines and visit Web sites to keep up to date with technology . LawNet 2001

Customer Service Representative
Respond positively to complaints, problems, frustration, negative and emotional behavior Each customer is an opportunity – not an interruption Without customers, there would be no job! Customer Service Representative Being a customer service representative on a Help Desk is not an easy role to play. It involves: ·Dealing with and responding positively to complaints, problems, and sometimes negative and emotional behavior ·Thinking of each customer interaction as an opportunity to help that customer, not as an interruption. ·Remembering that without customers, there would be no job. LawNet 2001

Skills Required Focus Problem Solving Proactive Attitude
Communication Skills Technical Skills Customer Skills Skills Required In order for Help Desk analysts to take on these roles, they must possess the following skills: Focus: The ability to remain focused on the mission, on what is important to the business despite the distractions of the day-to-day Help Desk life. Problem solving: The ability to identify and resolve problems quickly and effectively. Proaction: The ability to take initiative to make improvements. Communication: The ability to listen to customers and staff and convey ideas effectively. Technical skills: The ability to learn technical product information quickly and accurately. Customer skills: The ability to interact with customers in a polite and professional manner. LawNet 2001

Hiring the Skills You Need
Skills Requirement Grid (Handout/Exercise) Hiring the Skills You Need Skills Requirement Grid (Handout/Exercise) LawNet 2001

Where Do You Find Them? Don’t limit yourself to areas of technology
Look for ability to learn technical skills Where Do You Find Them? You do not need to limit yourself to looking in technical areas. If potential employees have the ability to learn technical skills, they do not need to have a technical background if you are willing to take on the training investment required. LawNet 2001

Where Do You Find Them? People who work with people
People who work with technology Students The following kinds of people make good Help Desk employees: ·People who work with people ·People who work with technology ·Students LawNet 2001

Training Help Desk Staff
DON’T depend on “on the job training.” Encourages learning of other people’s mistakes Only teaches one person’s way of using an application tool – not the full capabilities of the tool Training Help Desk Staff One of the biggest mistakes Help Desk managers make in trying to stay within their budget is letting people learn on the job. Learning on the job: ·encourages the bad practice of learning other people’s mistakes and inefficiencies. ·teaches how a certain person or application uses a tool, not what the tool is capable of and what it might be used for in the future The kind of training your Help Desk staff will need might include: LawNet 2001

Effective Training Technical training Help Desk tools
Foundation products (LANs and operating systems) Products supported by the Help Desk Technical training ·Help Desk tools ·Foundation products (such as LANs and operating systems) ·Products being supported by the Help Desk LawNet 2001

Effective Training Procedural training
Your organization’s help desk procedures General procedures and skills for setting up, running or improving a help desk Procedural training ·Procedures used in your Help Desk organization ·General procedures and skills for setting up, running or improving a help desk LawNet 2001

Effective Training Personal Training
Delivering quality service to customers Communication skills Problem solving Personal training ·Delivering quality service to customers ·Communication skills ·Problem solving LawNet 2001

But what about quality service?
Good Customer Service Provide service as well as solutions Answer questions Solve problems Provide information Good Customer Service Provide Service as Well as Solutions We’re good at providing solutions: We answer questions, solve problems, and provide information. But we sometimes miss the opportunity to provide quality service. But what about quality service? LawNet 2001

Keys to Quality Service
Understand and meet your customer’s two basic needs Their need for assistance Their psychological needs Key to providing services is understanding the meeting customers’ two basic needs: ·Their need for assistance ·Their psychological needs ·Meting customers’ psychological needs comes from the heart, and resolving problems comes from the head. LawNet 2001

Good Customer Service If you fail to meet these basic needs, you end up with dissatisfied customers If you do not meet customers’ basic needs, you end up with dissatisfied customers ·96% of dissatisfied customers will not complain – they will quit using your service. ·Dissatisfied customers typically tell 10 to 20 people about their negative experiences. ·If you solve dissatisfied customers’ problems quickly, 95% will return, and they will become positive supporters of your organization. LawNet 2001

The Call Flow Process Greet the Customer Answer by third ring
Speak clearly Undivided attention Identify yourself and your department Smile Offer help Use their name The Call Flow Process Greet the customer ·Answer by the third ring ·Speak clearly ·Give them your undivided attention ·Identify yourself and your department ·Smile ·Offer help ·Note their name LawNet 2001

The Call Flow Process Listen Listen for central idea
Listen between the lines Control emotions Ignore disruptions Don’t latch onto key words Listen ·Listen for the central idea ·Listen between the lines ·Control your emotions ·Ignore disruptions or uncomfortable surroundings ·Don’t latch on to key words LawNet 2001

The Call Flow Process Listen Ask questions Repeat or paraphrase
Respond with short messages Visualize the problem or situation Don’t tune out ·Ask questions ·Repeat or paraphrase the message ·Respond with short messages ·Visualize the problem or situation ·Don’t tune out LawNet 2001

The Call Flow Process Determine their needs Ask questions
Open ended questions, i.e., how, why, when, who, etc. Close-ended questions, i.e., yes/no Determine their needs ·Ask Questions ·Open-ended questions (how, why, when, who, what and where; provides an opportunity for customers to expound.) ·Close-ended questions – yes/no questions – limit the information you will receive. LawNet 2001

The Call Flow Process Respond to their needs Provide empathy statement
Develop action plan Inform customer of your plans Explain the steps they are to take Respond to their needs ·Provide an empathy statement ·Develop an action plan to resolve the problem ·Inform customers of the steps you plan to take ·Explain the steps they should take LawNet 2001

The Call Flow Process Respond to their needs
Tell them the benefits of your actions Indicate a timeframe for results Make sure customer understands proposed solution ·Tell them the benefits of your actions ·Indicate a time frame of the results ·Check to make sure your customer understands the proposed solution. LawNet 2001

The Call Flow Process Get agreement Why don’t we try this remedy?
Agreement encourages customer to take ownership of solution Get agreement ·Why don’t’ we try this remedy? ·Getting agreement is the step that invites your customers to take ownership of the solution. LawNet 2001

The Call Flow Process Conclude the call Smile with positive attitude
Use their name Review plan of action Offer further assistance Thank you! Be sure they are finished Conclude the call ·Smile and have a positive, friendly attitude ·Use their name ·Review the plans of action ·Offer further assistance ·Thank them for calling ·Be sure they are finished LawNet 2001

The Call Flow Process Follow up as necessary With angry callers
When uneasiness is detected When service request is high priority When a specific deadline is involved When several users are involved When service request is assigned to a different group Follow up as necessary ·With angry callers ·When you detect uneasiness on the part of the customer ·When the service request is a high priority ·When the service request carries a specific deadline ·When it impacts a high number of users ·When the service request is assigned to a different group LawNet 2001

Handling Angry Customers
Prepare yourself Sit up straight Put a smile on your face Take a deep breath How to Handle Angry and Irate Customers Prepare yourself ·Sit up straight ·Put a smile on your face ·Take a deep breath LawNet 2001

Let them vent their anger Don’t interrupt Let them vent their anger ·Don’t interrupt LawNet 2001

Listen Take notes. It forces you to actively listen Refer back to your notes later in your conversation Listen ·Take notes – forces you to actively listen ·Refer back to your notes later in your conversation LawNet 2001

Verify for understanding Repeat their central message – word for word Do not paraphrase Help to correctly identify the problem Repeat description of problem using their words (they have to agree with you – right?) Verify for understanding ·Repeat their central message – word for word ·Do not paraphrase ·Helps correctly identify the problem ·Repeating the problem in their own words will force them to agree with you. LawNet 2001

Empathize with them! Empathize with them LawNet 2001

Ask what they would like to have done to solve the problem Get agreement Apologize Conclude the call Follow-up Take care of yourself! Ask what they would like done to solve the problem ·Determine what the customer needs ·Respond to their needs ·Get their input on an action plan (ownership) Get agreement ·You and your customer jointly finalize the action plan ·“Does this direction sound like the way to go?” Apologize Be sincere Conclude the call Be sure they are completely finished before you hang up Follow up You want the customer to remember the positive contacts with the Help Desk Take care of yourself ·Take a few minutes away from your desk. ·Adjust and prepare for your next call LawNet 2001

Customers’ Unrealistic Expectations
Type I - The customer prepared to negotiate to get what he or she wants Type II – The customer who doesn’t know what to ask for. How to Handle Customers with Unrealistic Expectations Unrealistic customers can create problems for Customer Support professionals because they’re demanding, forceful, and want something you may or may not be able to provide. The first type of unrealistic customer is the one that knows what her or she wants and is prepared to negotiate to get it. “I need my hard drive replaced now. Send someone immediately.” The second type of unrealistic customer is the person who doesn’t know what to ask for. These customers tell you how displeased they are, but they don’t actually ask you a question or provide any useful information that you can use to help them. LawNet 2001

Greet the customer Listen Determine if the request is realistic Greet the customer Listen Be sure to repeat or paraphrase the message and ask questions to fully understand your customers’ predicaments. Determine if the request is unrealistic After listening to your customers and determining their key points, you must determine if their requests are truly unrealistic. If they aren’t, go ahead and fulfill the request – if it’s within your power and your authority to do so. The request may be a task or a responsibility you usually don’t perform. However, by taking care of their request, you can ensure these customers don’t transform into angry customers. If the request is completely unrealistic, go to the next step in the call flow process. LawNet 2001

Acknowledge their dissatisfaction Empathize with them Explain the consequences and risks Offer alternatives Acknowledge their dissatisfaction They want you to do something you are unable to do. Repeat their request and acknowledge their dissatisfaction. You might say, “I know you’re frustrated” or “I understand you are angry.” You cannot allow your emotions to get involved. Keep in mind that they are not frustrated with you, they are frustrated because of a situation. Acknowledge their emotions while you listen for content Empathize with them Providing an empathy statement is simply telling customer you understand how they feel in their situation. You might say “I understand that you can’t get your document converted and might miss your deadline.” Explain the consequences and risks Customer with unrealistic expectations often realize they are being unrealistic. In this step, you explain the consequences or risks of what they want you to do. This easy step can radically change the customer’s perspective, their behavior and their demand. Offer alternatives This step helps them buy into the solution to the problem and helps you maneuver the discussion to a positive note. LawNet 2001

Get agreement Conclude the call Follow up as necessary Take care of yourself Get agreement Conclude the call Follow up as necessary Take care of yourself LawNet 2001

“Magic” Phrases Please . . . . Thank You I was glad to help
Thank you for calling Just call the Help Desk anytime and we will be glad to assist you SMILE! Using phrases that work “magic” with end users The real secret to customer satisfaction is caring – really caring – about the customer and the customer’s needs. People who care enjoy their jobs and customers more than ever. When help desk staff re-focus on the customer, they make some discoveries of their own, such as phrases and actions that seem to work magic. ·Please……Thank You ·I was glad to help. ·Thank you for calling. ·If you need help in the future, anyone at the Help Desk would be glad to help you. ·SMILE! LawNet 2001

Motivating Help Desk Staff
Recognize their needs Achievement Learn new things Challenge Meaningful work Motivating Help Desk Staff A study by the Help Desk Institute found that good Help Desk people have a high need for achievement, a need to constantly learn new things, and to be challenged. They will only be motivated when they are learning. When the learning is over, they will either leave the job, or stay on and not produce to their potential because they become bored. The Help Desk Institute also found that all information systems people rank meaningful work as either number one, two or three as a motivation factor. The largest single motivator is meaningful work. LawNet 2001

Five Ways to Motivate Help Desk Staff
Assign projects that require learning new tasks, working under time pressures, dealing with new groups of people Interesting, Challenging Work Remember how you felt when you first started in your job – the excitement and anticipation, and occasional nervousness about starting something new? You can help your Help Desk staff retain or recapture that feeling by allowing them to take on interesting new challenges. New challenges can reenergize them and restore their enthusiasm. There are five ways to create new challenges for your employees without assigning them to entirely new jobs: 1)Assign small projects and start-ups which require learning new tasks, working under time pressure, and dealing with new groups of people. Assignments might include: ·Install and learn a new software program ·Presenting a proposal to management ·Going off-site to deal with a dissatisfied customer ·Supervising a study team ·Organizing a staff outing ·Going on a business trip ·Serving on a new project/product review committee ·Working short periods with other IT groups LawNet 2001

Assign small-scope jumps and fix-its which emphasize team building, individual responsibility, dealing with the boss, encouraging subordinates, managing time pressure 2)Assign small-scope jumps and fix-its which emphasize team building, individual responsibility, dealing with the boss, encouraging subordinates, and managing time pressure. Examples include: ·Creating a symbol or rallying cry for change and implementation. ·Managing an ad hoc group of inexperienced people. ·Dealing with a business crisis. ·Working on an “undoable” project, one where the last person who tried it failed. ·Supervising outplacement. ·Supervising cost cutting. ·Designing new, simpler effectiveness measures. ·Resolving conflict among warring subordinates. LawNet 2001

Make small strategic assignments which emphasize presentation and analysis skills 3)Make small strategic assignments which emphasize presentation and analysis skills. The following assignments will fulfill this need: ·Summarizing a new trend or technique and presenting it to others. ·Writing a proposal for a new system or product. ·Doing a competitive analysis. ·Writing up a procedure. ·Studying customer needs. ·Holding a postmortem on a project that failed. ·Writing up a contingency scenario. ·Interviewing outsiders on their view of the organization. ·Doing a problem-prevention analysis ·Evaluating the impact of training. LawNet 2001

Have your team do coursework and/or take on coaching assignments that require learning something new and are intellectually challenging, both of which lead to heightened self-awareness 4)Have your team do coursework and/or take on coaching assignments that require learning something new and are intellectually challenging, both of which can lead to heightened self-awareness. ·Teaching a course or workshop. ·Teaching someone how to do something new. ·Designing a training course. ·Doing a self-study project. ·Attending a self-awareness course. ·Studying a new technical area. LawNet 2001

Have your staff undertake activities away from work that emphasize individual leadership skills, working with new people, and learning how to influence and persuade 5)Have your staff undertake activities away from work that emphasize individual leadership skills, working with new people, and learning how to influence and persuade. The following activities are good for starters: ·Becoming active in a professional organization. ·Joining a community board. ·Becoming active in a volunteer organization. ·Acting as a consultant on a problem or issue outside of the job. ·Coaching children’s sports. LawNet 2001

Writing Policies and Procedures
The Purpose of Rules and Guidelines Writing policies and procedures Why Provide Clear and Concise Directions? We live in a rule-based society. there are rules and guidelines for just about everything we encounter. Take driving for example. There are rules of the road and a certain etiquette associated with driving. Most of the rules are laws, making them non-negotiable. This means that if they are not obeyed, there are some resulting consequences. Imagine what life would be without rules – chaos and anarchy. LawNet 2001

So What Does That Mean to the Help Desk?
Consistency Correctness of service Customers make better use of Help Desk So What Does That Mean to the Help Desk? Business policies and guidelines are created to achieve consistency. Consistency is the ultimate goal of the Support Manager or Help Desk Manager. To become fully productive, the computer support professional needs time to learn their assignments, the work flow process, and the rules of the game. This is not easy if there are no written directions or orientation. It is the objective of the Help Desk Manager to provide consistent standards, procedures and objectives. Procedures are necessary to ensure Help Desk success, especially in the following areas: 1) Consistency and Correctness of Service Help desk staff aren’t making up the rules as they go. 2) Procedures help customer make better use of the Help Desk If the Support Analyst always asks for specific information each time a customer calls, customers will start having that information ready when they call. LawNet 2001

The Cost of Not Having Documentation
Impractical learning processes Word of mouth Testing the waters Trial by fire Being thrown to the wolves The Cost of Not Having Written Documentation Whether or not a person has experience in the support field, they all go through a learning process to get up to speed. There are may ways in which they can learn: ·Word of Mouth ·Testing the Waters ·Trial by Fire ·Being Thrown to the Wolves Although these may all be methods of separating the wheat from the chaff, they are hardly practical. Even though most people learn by trial and error, it still means starting off with a disadvantage that can sometimes be quite painful. Without written directions, one is left vulnerable to all types of distortions generated by the old gossip game or the ever-present rumor mill. LawNet 2001

Where to Begin Know your work environment
Distinguish between Policy, Procedure, and Task Formula for clear and concise instruction Where to Begin When it comes to exchanging information on help desk practices; clear, concise and consistent information most be provided or the message will be lost. There are three things you must know in order to make your documentation useful: 1. Know your work environment. Understand how work flows through your system. Determine the actions to be taken and who should take them. Establish rules and policies for your environment. 2. Learn how to distinguish between a Policy, a Procedure, and a Task. Separate your instructions into these three categories and select the best format for each. 3. Learn the formula for writing clear and concise directions and instructions. LawNet 2001

What Is Your Work Environment Like?
Support environments include internal, external, consumer, technical, etc. Product of support environment is problem solving Measured by customer satisfaction What is Your Work Environment Like? There are many types of support environments. They may be internal, external, consumer support or technical support. The product or output of any support environment is problem solving tied to consumer satisfaction. LawNet 2001

What Is Your Work Environment Like?
How does work flow through the support system? Establishing and documenting policies, procedures and tasks standardizes mechanisms What happens in a trouble call? What are the rules of engagement? Is there an established etiquette for handling difficult customers? How work flows through the system, what actions are taken, who should perform those actions, and the rules to be followed are the mechanics of the support system, and they define the workflow. Establishing and documenting policies, procedures, and tasks formalizes or standardizes these mechanisms. The procedures of the support center usually begin with collecting specific information about the problem or request from the client or end user. The task assigned to the support analyst include identifying and confirming client information (phone number, location, etc.), asking leading questions to help determine the problem the client has encountered, performing limited troubleshooting steps in order to determine the cause of the problem, and recording everything into the trouble call tracking system – even if the problem cannot be resolved. If the initial support analyst cannot resolved the problem, they may have to forward it to another support team. The tasks of a second level support person may be to perform advanced troubleshooting and identify solutions. In addition, they need to document their solutions in the trouble call tracking system. Completion of the trouble call ticket occurs when the support analyst solves the problem, documents and trouble call ticket, and closes it. A client survey, used to evaluate the effectiveness of the support team usually follows. A statistician measures the survey data, and then evaluates and reports on the support process using service levels as a benchmark. A service level agreement (SLA) is a form of policy. LawNet 2001

How to Make Writing Work
If you cannot say what you mean, then you can never mean what you say. How to Make Writing Work If you cannot say what you mean, then you can never mean what you say. LawNet 2001

Writing Style Effective communication LawNet 2001 Writing Style
Effective communication is vital in writing a policy, procedure or task. Making your documentation readable depends largely on your writing style. Remember the KISS method: Keep It Super Simple. There are six pointers to remember when writing a policy, procedure or task: ·Write a Clear and Concise Message ·Construct Effective Sentences ·Avoid Passive Verbs and Lifeless Actions ·Do Not Use Vague Modifiers ·Use Definite Headings ·Test the 6 W’s LawNet 2001

Writing Style Clear and concise message Effective sentences
Avoid passive verbs and lifeless actions Write a Clear and Concise Message Choose short, familiar conversational words. Omit trite expressions. Include only relevant facts. Avoid unnecessary repetition and wordy statements. Limit big words to 12% of the total word count. Construct Effective Sentences A sentence that runs on will obstruct the topic. It is the verbal equivalent to babbling. Obtain clarity by organizing effectively. Keep sentences and paragraphs short and to the point. Improve clarity by shortening sentences to 17 to 20 words. Avoid Passive Verbs and Lifeless Actions Use active verbs to keep the reader’s attention. Make your message forceful and specific. Passive voice requires more words and slows the reading. Passive verbs dull and conceal the subject. Do not weaken the action or conceal the subject. Make your subject do the action. LawNet 2001

Writing Style Avoid vague modifiers Use definite headings
Test the 6 W’s Do Not Use Vague Modifiers Choose vivid image building words. Use concrete nouns instead of abstract nouns. Stick to one main idea in your sentences. Unify your sentences and paragraphs in such a way that the intended meaning is clear. Use Definite Headings Use headings that give readers a preview of what they are about to read. Try the old game of defining the section in five words or less. Test the 6 W’s To test your writing, answer these questions: who, what, where, when, why and how. LawNet 2001

Writing Style Page layout Write like you speak
Standardized format of documentation Page Layout Page layout and formatting add to the readability of your documentation. They can help ease friction and tension for the reader. Presenting the topics in an orderly fashion improves understanding. There are six page format pointers to remember when writing a policy, procedure or task. ·Use White Space Effectively ·Map Layout to Achieve Reader Direction ·Do Not Cover Too Many Subject on a Page ·Avoid Long Lines and Paragraphs ·Keep Topics in Sync ·Don’t Combine Policies, Procedures and Tasks Write Like You Are Speaking Use your everyday speaking voice when writing helps give your documentation a very natural tone and makes it easy to read. However, don’t ignore the six points above. Otherwise your natural tone will give way to rambling, confusing, and vague content. Keep it natural, but keep it clear. Standardized Documents It is important to standardize your documentation so that information always appears in the same general format. This will increase its use as a reference tool. Creating a well-defined look and feel for a specific document helps one to distinguish it from other types of documents. LawNet 2001

Policies*Procedures*Tasks
Policy illustrates a management decision Procedure lists the consecutive steps a team takes to complete an action Task lists consecutive steps a person takes to complete a procedure step or a series of related actions Policies, Procedures and Tasks Understanding the differences between policies, procedures and tasks is essential when writing directions. Since each serves a difference purpose, each has a separate meaning. POLICY: Illustrates a management decision. PROCEDURE: Lists, in order, the steps a team takes to complete an action. TASK: Lists, in order, the steps a person takes to complete a procedure step or a series of related actions. LawNet 2001

Keep Policies, Procedures and Tasks Simple
Policy - What should be done Procedure - Who does what and when Task - How to do it Policy A policy describes a company or management decision. A decision that dictates what people must or must not do. A policy describes the rules that an employee must follow. A written policy saves time and assures consistency. It saves management from re-deciding issues that have already been negotiated and resolved. Procedure A procedure lists in chronological order, the scope of the teams’ responsibilities. A procedure always involves two or more people. A procedure also includes the steps they must take to complete an action. The procedure includes how they must work together to finish the action. Every action has a beginning point something that tells the first team member to “Go!” An action must also have an ending point; a definite final step that tells the person to “Stop.” Task Listing, in order, the steps one person takes to complete a procedure step or a series of related actions is a task. If the work remains in the hands of a single person for more than five to seven steps, it’s a task, not a procedure. Tasks come in two categories: 1)A detailed breakdown of one procedure step. 2)A series of steps unrelated to any procedure. LawNet 2001

Getting People to Use Procedures
Keep procedures as short and simple as possible Keep procedures in central location Regularly review and revise procedures Have Help Desk create procedures Make sure Help Desk staff understand their role in each procedure Getting People to Use Procedures ·Keep procedures as short and simple as possible. ·Keep procedures in a central location and accessible to all Help Desk staff. ·Have regular reviews and revisions of your procedures – keep them current and alive. ·Have Help Desk staff create procedures. Give them ownership. ·Make sure Help Desk staff understand the role they play in each procedure. LawNet 2001

Common Procedures Handling a call Resolving a problem Common Procedures Handling a call - Greeting to be used - Call logging (what to log, how to log) - Assigning priority - Routing a call (when to route; how to route; where to route Resolving a problem - Picking up a problem - How to take ownership of a problem - Checking for trends - Getting help - Closing a problem LawNet 2001

Common Procedures Answering a question Servicing a request Common Procedures Answering a question - Checking for trends (see whether this customer had called previously with questions and perhaps requires some training) - Making recommendations (Recommend training to customers - may include referencing courses available - Getting help (Describe where to go for further information on a specific subject - Closing a question (Determine whether the question should be added to an existing frequently asked question list Servicing a request - What the Help Desk must do and provide - What is required from the customer (request for new computer; request for software install) LawNet 2001

Common Procedures Handling an emergency Informing customers of system problems Reporting Internal processes Handling an Emergency ·Information on how to set escalation procedures into motion. ·Who to keep informed at what stages of the emergency. Informing Customers of System Problems ·Information on whose responsibility this communication is. ·What media to use to broadcast information ·To whom to broadcast it. Reporting ·What to report ·How frequently ·To whom? Internal Processes ·Activities that need to be performed at the beginning of the shift ·Activities that need to be performed at the end of the shift ·Work status reporting ·Getting fill-in help for staff that call in sick LawNet 2001

Marketing the Help Desk (to Management and Customers)
Increases appreciation and support to deserved level First step is to determine how Help Desk is perceived by management and customer Unfortunately, being the best is not always good enough to guarantee recognition! Help Desks must learn to advertise and market their success so that they can gain the levels of appreciation and support that they deserve. Without advertising their success, the Help Desk is simply a distant voice at the end of a telephone. Before it can raise its profile to the desired level, the Help Desk must understand how it is perceived by management, customers, and technicians. Failure to understand the current level of appreciation will jeopardize any attempts to lift the Help Desk’s profile and image. Remember that successful marketing and selling depends upon knowing what the customer wants. LawNet 2001

Building a Marketing Plan
Create realistic objectives Customer oriented Building a Marketing Plan Create realistic objectives · Customer oriented LawNet 2001

Identify customer needs Customer base analysis Surveys Customer visits Customer focusing Problem solvers Customer needs report Identify customer needs · Customer base analysis · Surveys · Customer visits · Customer focusing · Problem solvers · Customer needs report LawNet 2001

Establish image and profile harmony Determine the Help Desk’s image Get it right Management information Strategic positioning Establish image and profile harmony · Determine the Help Desk’s image · Get it right · Management information · Strategic positioning Help Desk Survey LawNet 2001

Evaluate marketing tactics Advertising Posters Marketing gifts Presentations Seminars Newsletter User Guides Help Desk tours Open Houses Performance reports Management information Information packs Evaluate marketing tactics · Advertising · Posters · Marketing gifts · Presentations · Seminars · Newsletter · User Guides · Help Desk tours · Open Houses · Performance reports · Management information · Information packs LawNet 2001

Implement the strategy Review the situation Select marketing tactics Structure the approach Prepare the plan Implement the plan Implement the strategy · Review the situation · Select marketing tactics · Structure the approach · Prepare the plan · Implement the plan LawNet 2001

Maintain the strategy Customer care Customer account management Management briefings Management information Aiming for perfection Maintain the strategy · Customer care · Customer account management · Management briefings · Management information · Aiming for perfection LawNet 2001

Presented by: Charlene Traynor of Traveling Coaches

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