11 de December de 2015 in Help Desk, How to, ITIL, Productivity, Satisfaction, Software
Managing a call center requires skill and a good knowledge of the area metrics. But after all, which even are the key performance indicators (KPIs) that any manager must know, even?
In a quick list, we can say that these are six basic indicators (at the least).
And we’re not talking about complex metrics, but simple actions you can take to make sure you have a real-time view of the success of your team:
Know your customer satisfaction score: For each customer satisfaction score, there is always a key indicator of performance. Create a list of information per company, manager or process to obtain the most accurate picture of your customer satisfaction, noting the areas that are in need of improvement.
Think about your level of service: Next, you need to clearly define your ideal level of service. From this baseline, you can question any shift in customer satisfaction.
Note the problems of yesterday to spot trends: The key performance indicators here are dropout rates, average waiting times and adherence. By looking at your past issues you can see if there are trends in changes in the types of calls you are getting and how its agents are dealing with them.
Using these data can also allow you to make sure that the team is properly closing the incidents. If on the other hand changes occur in the types of the tickets, this data can help you focus on these areas and reprioritize.
Review the session support to better understand your customer’s needs: To analyze the patterns of records issued the day before, you will have to observe the changes in the types of incoming tickets and how well agents are operating these tickets.
To hear the first calls of the day you will have a few tips, say, fresh on customer needs. What are the most common problems and what is the approach of the agents?
Follow the team: Another tip is to track your team this will give you a moral sense of team and the qualitative state support.
Any comments and techniques that make your team the most successful members are the key performance indicators.
Know where your team has quality and where you can improve: Finally, your overall assessment should identify the level at which the team is successful or needs improvement.
In this case, the key performance indicator is a quality score of two parts, divided between the business impact and the impact on the customer.
Like all businesses operate in different ways, it is important that as service manager / help desk you set your KPI according to specific strengths and weaknesses, track your performance and set realistic benchmarks for the future.
To ensure that you understand what these metrics really mean and how they impact your center means that you are on track to achieve this goal.
08 de December de 2015 in Career, How to, Productivity, Satisfaction
The team concept originates from sports, however, the corporate world knew incorporate very well this concept in the mid-twentieth century, when different authors star to recognize the importance of teams in organizations, focusing on companies and particularly in projects.
So, in the current days we hear so much about Team Building, Team Work, and Team Leadership.
Teamwork is not just a sum of individual activities, but there is a collective energy that produces a different effect to the simple addition of tasks.
For those who lead teams and not only wishing to build teams, but mainly learn to obtain the full potential of the synergy between all its members, here are 10 keys that will be fundamental to achieve this purpose.
That isn’t just for Help Desk teams or IT projects, but for any other area where teamwork is vital…
- Formation of teams with a purpose and a task. For a team to be made there must be a purpose, a task. The common goal is the league. Sense of purpose is all!
- Scope of the purposes in a specified period. Teams have a specific time to do their work. And these time limits may be set by a higher level of organization, the team itself, by the driver or by a process of negotiation between the many stakeholders in the organization.
- Individual specialization and specialization of the team. While members have knowledge and skills in one or more specific subjects, they should also be prepared to exchange functions.
- The selection of team members. Organizations select their members focused on individual skills psychological conditions, etc.
- Evaluation by process. Evaluation by results. Some teams are measured only by results. Other also measure the shape and case in which the task was accomplished
- Team style. Each team has a style that characterizes and is formed by internal agreements, for resources, for personal style, knowledge and previous experience of the members and the team leader, for his stories, etc.
- Quality standards. Teams are required to meet quality standards. For example: an orchestra can’t tune.
- Reliability. It develops over time. In ephemeral teams confidence is often implicit in the professionalism of its members.
- The oath of the team. The agreements score the team’s limits, generate cohesion.
- Ethics, motivation and training. The satisfaction of certain ethical principles – of which the continuous training and competition are not excluded- is a motivator for team members.
And to you which factors unite and improve the performance of a team? Share with us!
03 de December de 2015 in Blog, Productivity
No company ca survive over the long term if doesn’t provide technical support first class. In fact customers and users increasingly expect a service available 24 hours per day.
A more economical alternative than ever have operators available at the help desk is the creation of a knowledge base. An efficient knowledge base allows you to offer your customers or users what they want most, solutions to problems that may arise.
Here are four simple tricks that will help you create a knowledge base that is truly useful and easy to use.
Either too large or too small.
One of the keys to creating a useful knowledge base is to provide the right amount of information. If it contains too much information, that is, the solution to all the problems that may arise, users will feel overwhelmed with all the choices and should get lost among many items and possibilities.
If, however, the knowledge base is very short, for example, only the five most common questions are answered, many users are frustrated by the fact that they do not find the solution to their problem.
The rule of thumb is that the knowledge base includes answers to the 20 most common problems you get in your help desk and in most cases, should not exceed 50.
Have the information to be easy to find.
If your knowledge base has the proper information, but it’s hard to find, then this information will be useless. So that your customers can find solutions to problems is a matter of drawing a fitting and appropriate terminology.
Your customers do not want to read a long list of titles that are not relevant to your problem and that take time and attention. Ideally, articles and resolutions should be presented in hierarchical groups, ranging from general classifications, to more specific topics. A hierarchical classification is especially important when you have an extensive knowledge base.
The documentation should be clear and complete.
There is nothing more frustrating for a customer that after spending several minutes trying to find a solution to a problem, this solution turns out to be much too generic or specific to it. The steps that are included in the knowledge base must be explicit and written for non-technical people. Should not be assumed any prior knowledge, even popular, start at the beginning and list every step of the process to be followed to solve that problem.
Besides, the resolutions and the following steps should be tested and must be proved that actually work or users show their dissatisfaction you have made them waste time.
Contact with the second-level support.
A good knowledge base should allow customers to solve problems that may arise, period. However, even the best knowledge base cannot solve every problem for every customer.
It is good practice, add phones and links that direct customers to the second-level support (eg, email, chat or online support) if you cannot resolve the issue. You can also allow guests to leave their ideas linked recommending or suggesting new solutions to the problems they had.
Try now: http://www.milldesk.com/trial/
24 de November de 2015 in Blog
Currently unprecedented volatility, uncertainty, complexity and ambiguity are the words that well define very well the IT industry.
But there is no need to fear the future of IT, since we begin to prepare for the changes as soon as possible. For this there are 4 essential steps scrutinized in the Computerworld article by Julia King (click here) and we share with you.
When exposed to a difficult situation, be ready to face it! Put in action the 5-year plan.
With the fast paced environment of today it is hard to know what will be part of the IT world six months from now, let alone in the next 5 or 10 years.
Search new opportunities
The companies that will thrive in the coming years are those that are not frustrated by the change, but recepcionam the same positively.
Enjoy the challenges and opportunities they present. The key word is daring.
Be a chameleon (adaptation).
If you can not control so do not try to manage. Focus on finding what you can control and do your best in it.
As the eyes of a chameleon can view in two different directions at once, just as your vision must be focused on the next revolution. Be tuned!
Pay attention (to your potential, that’s all).
While the change may seem risky, there are many rewards to be prepared for the future.
Take good care of your change management that surely will know the market respond in kind.
10 de November de 2015 in Blog, Satisfaction
Your best customer is the one who is always their weak points and its flaws and still trust you to solve his problems.
The importance of this kind of feedback is bigger than satisfaction survey that generally provides valuable information, but not the ones you need – the least satisfied and more disappointed. These people won’t have time to fill out a form or sit still for a survey to help you fix your business. They changed.
In order to find out where they moved, and so it is probably that you have to recall some data about yourself. Start with these steps:
Identify: Found your most disenchanted customers is usually not that difficult, just ask your support team. They know who they are and can even describe them (off the record) as “distressed” or “crazy”.
Contact: To get in touch with them remember that these angry customers did not start that way. In the past each one decided in a positive way to buy your product or service, they believed in your company and in the offer. Only later they found out a problem.
Act: Fail with your customer almost always falls into one of three categories: The product was actually defective, the documentation was wrong, or the customer’s expectations have not been properly managed.
Most of the service departments really only know how to deal with the first two. Unfortunately, if the customer with whom you fail probably be in the third category what you can do is identify where its marketing or sales presentation is failing, your client may be among the closest that may help you fix problems and avoid similar situations in the future.
05 de November de 2015 in Blog
1) The computer starts normally, but nothing appears on the screen.
2) The computer doesn’t seems to work, neither the monitor or the CPU.
3) When connected to the screen appears unreadable.
4) Error messages when starting.
5) The Apps don’t install, do not run or freezes your computer when they are accessed.
6) Printers, monitors, scanners, graphic cards, sound cards or additional are not working properly.
7) The computer freeze suddenly.
8) Equipment are not being recognized by your computer, before, during or after installation.
9 ) Error of password
10) Doesn’t connect on the internet.
How the tools of service desk can help you?
1) Centralized help desk console: Allows you to easily see all the problems and categorize them.
2) Management of Tickets: Automatic monitoring, categorization, prioritization and grouping of common problems quick and easy.
3) History Workflow: establishes multiple queues and processes to manage the flow of incidents and best practices to solve them.
4) Notifications: for your costumer has the visibility of the progress of the problem resolution
27 de October de 2015 in Blog
Pretty much standard in Help and Service desk service, the formal language is used both by analysts that meet internal and external customers. Is to show the professionalism, education or distance it contributes for the seriousness and the objectivity that the service needs to operate.,
For the attendants who act as support of internal customers the language question cause several controversies. The majority know the importance of a appropriate language, using phrases in good English, without slang, jargon and regional terms, but coexist on the company’s day with the team are in an uncomfortable situation. How to meet people with whom you live for the day to day care with standard phrases such as “how can I help you” or “Help Desk appreciates the contact and good morning”?
The importance of formal language is to pace and speed up the service to be objectively understood without personal conversations – that reduce productivity and can extend the conversation for longer than necessary. So, the ideal is to use the formal language with naturalness, using expressions lightweight and personal with caution to avoid that the answer becomes artificial and uncomfortable with people you coexists daily. It has to find the middle ground in the conversation to ensure the professional image of the Help Desk without causing discomfort to the team.
Less strict standards of formality can (and should) be established in attendance, but without forgetting the goals of the Help Desk are to meet with professionalism, agility and efficiency. Besides, this is a service that has costs for the business and needs to show their efficiency and productivity as well as others departments.
08 de October de 2015 in Blog, How to, Productivity
For the professionals of all sectors is important to know what habits will give you what you need to have a day more productive, this state is almost magic that leads us to complete the task in time and without distractions.
Let’s look at some of the most recurrent myths about productivity that can be responsible for the opposite effect.
Separate complex projects into smaller tasks don’t work out.
Program each pending from beginning to end can cause wear, and productive people are more comfortable with the certainty in the short term than with the long-term uncertainty when it comes to managing tasks.
Try to separate the big projects in two or three jobs at once.
Is a matter to get used to, but more realistic approach to complex projects will provide a broader range of ideas, the ability to overcome obstacles and have better point of view from which to make good decisions.
The fact is you don’t know which challenges or opportunities will come across at some point and needs to be flexible enough to handle them.
Do not leave for tomorrow what you can do today.
Use a time line for organize your work, doesn’t matter how many you have on your list.
Productive people are always reviewing what they have to do in the next few weeks, because they know it is a marathon that takes time.
Trying to do everything in the same day can be frustrating and you may be disappointed with the result rushed, so it’s important to be realistic about what you can achieve.
Look for your list and try to put the same number of pending issues every day. The key words on this case are: essentiality and priority.
Reprogram again and again until it’s over.
Do you think that reschedule pendency will not prejudice you?
Think again, there is a big emotional cost that comes with reprogramming.
Productive people know how to eliminate things that are not so important to remain focused and not have the worry of having to do something.
Do commit yourself only what you know you can finish and what you can spend your time during the day. It’s not just about finishing things, but about finishing them well.
After all, the productivity is a personal quest.
What works for some may not work as well for others as not all have the same success settings.
About it, pay attention to your habits and ask yourself what works for you.
Perhaps the most important rule is that professionals more productive create their own “truths” on the road.
06 de October de 2015 in Blog, Productivity
Problem management is the only process that provides specific tools for continuous improvement. But if any organization wants to improve why it’s so difficult implement it?
The Problem Management process is themost specific to the continuous improvement of ITIL processes proposed. It is a resource that is associated with many others, such as Incident Management, Capacity Management and Change Management. It is a key step that formalizes the system of identifying actual or potential failures and materializes them into opportunities for improvement.
The reason why is difficult to implement, is that relates to the range of procedures that must interact. For example:
- The analysis of reactive history of incidents can identify repeating patterns that suggest the creation of a problem record to undo this repetition.
- Proactive analysis of the evolution of the resources needed to provide a service from the data, it is possible to identify trends which, if not corrected or taken into account will end causing incidents, which also suggests the creation of a registry problem.
- The revisions after implementation of changes are also another entry point for the process. What could have been done better in managing change to be more effective?
This large number of interfaces with other processes is one reason for the difficulty in implementing the management problems, since there are usually many participants in all these processes and, therefore, the responsibility ultimately becomes diluted.
For this reason, it is essential to establish specific capabilities for problem management to assume responsibility and leadership in search of quality and continuous improvement.
The second big problem is that the resources allocated to the management of problems usually are shared with others processes. For example: technicians investigating the root cause of a problem usually second or third technique line incident management.
However, when the short term is pressing, as other example, for the high load of existing incidents, the medium term seems postponed indefinitely. The urgent (resolving incidents) leaves no room for what matters: the resolution of the problems.
The only way possible at this point is try to attribute properly resources to the management of problem that are not shared, at least in the majority with other processes.
While you can’t rely on this resources devoted to management of problems without especially answer tasks for the Management of incidents the deployment will fail and not achieve its goals. Think about it!
30 de September de 2015 in Blog, Productivity
- You must know your offer of services, your catalog, written in business language
- You have to have clear about limitations and capabilities that the services of your catalog can provide.
- Must know who your customers are and who are the users; they are not the same in all cases.
- Do not assume anything. You’re always identifying continuously the quality requirements of your customers.
- All the requirements of quality must be unambiguously defined, implementable, achievable, measurable and possibly upgradeable.
- As far as possible, you will me making service agreements, SLA, with yours customers. When you are unable to do, make sure you always perceive and understand what they want
- Your internal drive/IT sector should be aware of any agreement of service and quality that you do, and be ready to meet.
- You will have control over their external provides, especially when depends of them some parameter of quality you provide to your users.
- Meet in a periodically way with your customers to build a long-term business relationship. They will appreciate your approximation/feedback more than all the statistics of fulfillment that they delivered.
- If you archive the SLA in your office as a secret document, not updating constantly or let it without divulgation to the users, technical support… you’ll face days of confusion between your team and the users.
Above all, you must understand that quality of service is a process to improve relations and not a static document.