You know the scene… it is 9.15; the office staff are furtively munching toast and slurping tea (there is a no eating at the desk mandate in our office) and one of the staff is having a good old moan to his colleague…
“I just called the service desk for an update on that issue I raised yesterday and they can’t even tell me when someone will have a look at it! Bloody service desk, they’re all useless!”
His colleague replies…
“I know, you’re better just sorting it yourself…or asking that engineer with the long hair, he’ll just come and do it. I don’t know where they get that lot from…dismal!”
Remarkable, isn’t it? You would often think, when listening to this sort of feedback, that IT Managers have a knack otems, make sure they spend some time with your vital business functions and make this an ongoing activity.
Respect
Give them some! A great way to allow your desk staff to earn it is simple. Make sure that key people in each department and your senior mangers are obliged to spend at least one day a year on your desk. Thereafter they will hold your staff in high esteem. Believe me; nothing sharpens the mind to the plight of the service desk like the experience of taking a call from a user, or even listening in to one. It’s a magical vivification of understanding to watch. Former critics suddenly see the reality and for a short time at least, a newfound admiration for the service desk is born.
Governance
Then there is remit to consider. All IT functions need to know their delivery expectations: what they should do; for whom; how quickly; and when. The best way of consolidating this information is through Service and Operational Level Agreements (SLAs and OLAs). These define the expectations and requirements of the users and customers that IT staff and the service desk can reasonably achieve (with their resources and ability) and can be measured against.
Many organisations claim to be following ‘best practice’ and have agreements in place to govern the expectation of IT providers, but they tend to be documents that have been formalised by people who don’t use the service and don’t know what their users actually need to allow them to carry out their business process. Furthermore they define expectations that are neither achievable, nor measurable: SLAs that are wholly deficient. The final indignation is that these documents are often locked in a senior manager’s briefcase or cupboard and once signed, never see the light of day, get reviewed or become available to the users for whom they have been designed!
How can anyone feel anything other than annoyance for a service desk whose remit and objectives are shrouded in mysticism?
The key is to define efficient, ‘living’ SLA and OLAs that are continually reviewed; affirming that they meet business needs and are achievable and measurable. Making them available to everyone (including users and service desk staff) is also necessary.
Management commitment
Finally, Management Commitment: I know I have already mentioned this, but it is crucial in making sure that the service desk is venerated appropriately. By management commitment I mean more than funding the desk. After the initial investment it is imperative that senior managers ‘walk the walk’ not just ‘talk the talk ’on behalf of the service desk function. Support the service desk, understand and respect their remit. Back their decisions, extol their virtues and conform to due process like all other users.
The service desk will fail to be successful if senior managers (and their PAs!) don’t respect its position. The service desk should have a defined remit, critical and non-critical services to support, agreements to conform to, priorities to commit to and a host of activities to complete to keep the wheels in motion. Senior managers should not be allowed to ‘jump the queue’ for non-critical requests. It is essential in developing and maintaining a good desk that senior managers commit to and support the agreements that govern it. If the service desk is delivering service in accordance with the SLAs then they should be meeting the needs of all parties, even your senior management team, so there should be no need for nepotistic behaviours that will only serve to deliver the wrong messages to the rest of the organisation.
The great service desk
In summary, the most important factors supporting the creation of a great service desk are:
> Correct people
> Appropriate salary
> Tools
> Ongoing training
> Respect
> Provide governance
> Demonstrate management commitment!
So, next time you hear someone lamenting about the ‘bloody service desk,’ ask yourself…
Why is the service desk often perceived in this way? Are the staff really uniquely inane and deliberately obtuse or is it actually because we haven’t chosen the right people or provided them with the skills, tools and support they need to allow them to deliver service that meets the needs of their users.
Never underestimate the importance of the service desk. The correct level of investment in this uniquely important function can provide your organisation with an excellent asset.
If you can get it right they can serve you well, and not just by answering you calls for IT assistance. They can actually provide a broad range of services, everything from training and coordinating issues to providing a communications portal, collating management information and gauging that all important user perception.
If the investment in the service desk is correct so much can be achieved, a valuable support function, the window to your IT services. Let’s get rid of the ‘bloody service desk’ once and for all!
www.nes.co.uk
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