AUTHOR: Rick Joslin
I had the pleasure of delivering the KCS Principles class at the HDI 2015 Conference in Las Vegas to forty-eight support professionals who were there to learn about knowledge management best practices. On the first morning we had an engaged discussion about knowledge as the asset of the support organization. The realization that knowledge was the product of support was an eye-opener and mind-shift for most of the students. When I first asked them what was the product of their support organization, many responded with things like IT support, customer service, and desktop support. A few answered based on what their organizations provided, such as health care, education, and accounting software.
AUTHOR: Dave Favelle - ValueFlowIT
… we all know we need to do something about it, but there are a few entrenched deniers, a lot of people looking the other way and those would like to do something but don’t know where to start!
This blog is for those wanting tips on where to start…
But first, a few thoughts on the how and why this came about!
(Can’t help myself it’s been too fascinating watching this emerge ;-])
AUTHOR: Mike Rabinowitz
I recently delivered the HDI Support Center Analyst course in Atlanta to 15 support professionals who were there to learn more about customer contact best practices. During our discussion on metrics, I asked them what they felt was the most important measurements in their environment. Almost all indicated that customer satisfaction was among the top 3 metrics.
AUTHOR: Buff Scott
A couple of weeks ago while teaching the HDI Problem Management Professional course, I had an interesting topic come up regarding service disruption reporting. The very first unit in the course sets the context for problem management as one of two IT service management processes we refer to as “service resolution and restoration” processes. The other process is incident management. The fact that problem management was presented as a service restoration process led to a discussion on whether and what kind of communication should go to the affected stakeholder(s) after the service is restored. If a communication is sent, who should draft and send it, when, and what should the content consist of? While there are varying opinions, guidance and examples on this topic on the web, I offered the following guidance to the students.
AUTHOR : Dave Favelle - ValueFlowIT
I’ve recently completed a series of Social and MultiChannel IT workshops for the Help Desk Association of Australia (HDAA). Aside from having a great time with the HDAA fraternity, we validated the use of Social in IT support and shared some stories about what’s happening out there already! I was pleased to hear that chat and live social feeds are already in use in some IT support organisations.
It is, however, apparent that it’s early days and there is not much guidance around. I thought I’d pen a few thoughts based on the workshops and see what you all think. Mature services businesses have been using multiple channels for many years. For example, the banks provide several channels to trade equities and move money around. Similarly, retailers have online, physical and mobile channels. So how might IT take advantage of these ideas?
You are the person responsible for developing the service management strategy for your organization. You know you cannot take a big risk by creating such an important strategy in a vacuum. While you are very wise, your experiences are not as valuable as the sum of experiences of your peers in the industry. You do not have time to interview all of your peers so you decide to leverage service management best practices.
AUTHOR: Robert Stroud
During an event in a London hotel recently, I found myself in the unfortunate position of needing to call for assistance with Internet access. As a self-proclaimed "geek," I would rather "self-resolve". In this case, I was constantly swapping one IP connection for another as I moved about the hotel, and I noticed that I needed to login again and again. I called the service desk operator who asked me how many connections I needed. I replied with the number "five", and I was quickly given an "unlimited" code, as according to their records I was already at five, yet I was only dealing with a single device that was still not connected!
AUTHOR : Jacqueline Haworth
If you want to improve what gets logged by the Service Desk, start with explaining - and double-checking - the why.
A recent and frequent topic of conversation is that of call-quality and the purpose of logging incidents. An astounding number of support analysts in my experience are never actually told WHY calls are logged. Although they can cite maybe 2 or 3 benefits in class, these generally include things like knowledge-base article creation, which analysts often subsequently admit to never using as part of the incident-workflow because ‘Google is quicker’.
People know they need it but are too busy with ‘other’ frameworks to consider it. Time to do some perception busting!
AUTHOR - Simone Moore
In the general business of being an ITSM leader and/or manager, we are not trained psychologists or HR specialists so it is difficult to move beyond behaviour and instead make assumptions of people from generalisations and our particular sphere of people experience. This is true for most line managers regardless of industry.
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