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.
08 de June de 2015 in Blog
In the customer service it is important not only to thank you, but it is much more important to talk as a person. Albert Mehrabian published two theses in 1967 summarized in an equation where the whole problem of communication in the world. The equation is: 7% -38% -55%.
Communication consists of three parts:
– The words you use (7%),
– Voice tone (38%),
– Body language corresponding to words (55%).
A “thank you” robotic represents only 7% of the impact on communication with customers. Beyond the words, the ability to connect with customers depends on their ability to communicate in a real tone accompanied by his body language.
A professional well-trained in customer care is one who pays attention to his own tone of voice and body language, and knows how to make the right changes according to what you need to report.
Customer service Professionals are the real agents of marketing of the company. They are able to influence the perception that customers have of your company at any time. Therefore, no more robots, customers want to be served by humans!
You want customers to have the perception of your company is made by robots or humans?
The choice is up to you.
29 de May de 2015 in Blog
Make an analysis of performance process:
Think about the efficiency of the processes, find out if you are not wasting any time going back to fix a problem. For example: Scan the types of customer requests, identify the ticket reason and select the main cases to create a proactive plan to reduce or eliminate these causes.
Reduce or eliminate tickets providing self-service capabilities for customers. In Problem Management, do a root cause analysis to eliminate the cause of the applications. You can also make an assessment of the type of tools you are using to automate these processes. Get metrics and reports, they are important for the analysis of operational and financial performance tools. Also get reports of customer service, conducting a survey of satisfaction
Performance analysis and improvement of people:
Promote professional training aimed at supporting the first line, based on the 10 or 15 types of applications that require more work, creating a documentation and a knowledge base on your tool to allow the search for solutions in the most intuitive way possible.
The purpose is to achieve and deliver the final result by eliminating distractions in the operation and barriers to team work from the first line. To achieve this it is important that you introduce a culture of continuous improvement and control of the results and responsibilities.
22 de May de 2015 in Blog
Due to the rapid development and expansion of technology, the help desk is also evolving. Since external customer departments to internal drives IT help desk has gone through some big changes in recent years. Most people agree that this is something favorable for both technicians and for those seeking answers to their problems. Have you ever wondered how it will table Help on the future? Let’s take a look:
Currently, agents are exposed to:
1) Attendance by phone, with long waiting times.
2) Frustrating interactions with users without technology experience
3) Long time dedicated to solving small problems or minor.
4) Productive loss of time doing tedious and analyzing reports and reports.
5) Large number of employees needed for infrastructure support and maintain networks.
Agents in the future:
08 de May de 2015 in Blog
1) Intelligent learning algorithms and intelligent optimization incident tickets prioritize.
2) Wide range of devices assisting such as smartphones, tablets, etc.
3) Self-service facilities enabling people of not being dependent on the help desk support.
4) Centralized computing and simplified cloud allows more productity.
5) The internal computer communicates through various channels including social and mobile media, enabling a more agile and quick attention, reducing troubleshooting time and improving service quality.
Providing exceptional customer service involves a lot of factors. Beyond some are more important than others, you may find strong arguments to justify why none is more important than this. This one of the best features to look for when interviewing anyone. It is so important that can thrive or fail your help desk, including his department and to your organization.
“Attitude is a little thing that makes a big difference.”
– Winston S. Churchill
Without the right attitude, nothing else matters, beyond that many help desks continue hiring people based on their technical merits and work history. To hire someone for the right attitude, the interview should be focused precisely on the right attitudes. Ask about their strengths and weaknesses are issues that are a little outdated and can not help find the right candidate with the right attitude. These are some of the questions that can be made to a potential candidate:
1) How do you handle a situation where the workload is becoming too much for you and emotions begin to be involved in the situation?
2) When was the last time you participated in a project that really stimulated?
3) How do you react when you are asked to do something that is beyond their capabilities?
4) Tell me about when you caused a problem with your team, and how this situation was resolved
5) Have you ever had differences with previous managers? If so, how did you handle them?
6) Have you ever felt that your skills were being forgotten? What did you do to improve the situation?
The right attitude and customer service
While there are a variety of ways to provide exceptional customer service and have written thousands of books on the subject, the reality is that it starts with a simple concept: focus on the client that is in front of you. Next time you are helping a client, clear your mind of everything that does not involve him and watch what happens. Forget your next application or your next project. Forget what you’re going to have for lunch. Eliminate all distractions. If your head is busy and full of other things, you will not be there to help the client concentrate before him. You will not hear nor listen carefully, and if you are in the business of customer (including everything that deals with IT support), you should take the time to do it with a positive attitude. Clear your mind and forget about all the “noise” of others and put all your attention on the customer.
Then a sentence about having a positive attitude:
“Keep your thoughts positive because your thoughts become your words. Keep your words positive because your words become your behavior. Keep your behavior positive because your behavior becomes your habits. Keep your habits positive because your habits become your values. Keep your values positive because your values become your destiny. “- Mohandas Karamchand Gandhi
30 de April de 2015 in Blog
Map your processes
Before shopping, organizations must develop procedures for managing incidents, change requests, problems and create flowcharts. “In this way you what to do, who does everything and how the process flows,” says Steve Villalpando, director of IT governance Virginia Farm Bureau Federation. “Once you have defined the mapping process is repeated to everyone and you can choose a tool that supports it.”
Don’t go too fast
Before implementation, take the time to write yours expectations of a help desk tool and what you want to accomplish. “There are many little things that need to be configured and if you do something wrong at first, it can affect you in the future,” says Bob Kay, director of operations Vistex.
A balanced approach
Organizations must invest heavily in their people, processes and technology. “If I have on my help desk beginners , no matter what tool will they use, they will continue to work as novices” says Jeffrey M. Brooks, research director at Gartner. “Many organizations put much focus on software as an integral component of the help desk, when really it is not. Technology is just a tool, but not the solution to everything. “
10 de April de 2015 in Blog
What do you mean by effective care? What do you do to achieve this goal? First, it is important to take note and know how to do the necessary steps to solve the user’s problems, it is not enough for the them to feel satisfied. And when attention is done by phone, you need to pay attention to details to ensure their effectiveness. Listening and strive to speak clearly and kindness are basic questions that must be taken with certain care.
Good care begins even before the first greeting. The relationship with the user can start with the left foot, if for example you let the phone ring for several minutes before answering the call. By picking up the phone, worry with your voice. Do not speak too softly or shout into the phone. If the client has difficulty to hear what you say, speak louder, but without showing nervous or irritation. The user should not have the feeling of being annoying. Therefore the voice of the agent should be warm and cheerful. But beware: treat customers with privacy can also make you feel uncomfortable. This is not the user as a “friend”, “dear” or “companion”. At first the most appropriate terms are “sir” and “ma’am”. If the customer requests or permits, treat of “you” or by his first name. No one will complain to be treated politely. Think about it!
Respect is essential. Do not let the customer waiting in line. If it is necessary, explain the reason for the delay and call back later. Chewing gum, eating and maintain simultaneous conversations with colleagues during customer care are also disrespectful attitudes.
Introduce yourself to the start of the call and, at the end, ask the customer if you still have doubts. Remember: the user may not know and understand the technical terms. If it is necessary, be educational in the explanation. Be objective, clear and cordial. Proper posture of the agent, demonstrating their dedication to solve the customer’s problem is the key to ensure their satisfaction.
13 de November de 2014 in Blog
1. To analyze process performance:
Reflect on cercade efficiency of processes, find out if you are not wasting any time going back to fix a problem. For example, analyze the types of customer requests, identify the reason for the call and select major cases to create a proactive plan to reduce or eliminate these causes. Reduce or eliminate calls to provide self-service capabilities for customers. In Problem Management, do a root cause analysis to eliminate the cause of the requests. You can also make an assessment of the types of tools you are using to automatizarestos processes. Get metrics and reports, they are important tools for elanálisis operational and financial performance. Also get reports of customer service, conducting a satisfaction survey.
2. Analysis and improvement of the performance of people:
Promote professional training aimed at supporting the first line, based on 10 or 15 types of applications requierenmás work, creating a documentation and a knowledge base in the tool to allow the search for solutions in the most intuitive way possible .
3. Continuous Improvement
21 de October de 2014 in Blog
The purpose is to achieve and deliver the final result by eliminating distractions in the operation and barriers to the team from the front line. To achieve this it is very important that you enter a culture of continuous improvement and monitoring of outcomes and responsibilities.
Distribute handouts in advance, either online or offline, to all who attend the meeting to discuss the results.
The presentation does not expose online only what is written in the operative, the information displayed on the spreadsheets is complementary to analysis. The demonstration of such information must be based on the knowledge you share about the results.
3) Information and Knowledge
Place the details on the operation table service in a way that is easy to understand for the customer. Make sure the information makes sense not only because you understand the data, but because you have confirmed the problem and the results presented.