The helpdesk is the face of your company to your customer. You require a dedicated and talented staff to deliver critical services that will define your company to the customer. Typically, these folks are educated and have great problem solving skills. They want to break into the IT technical field and typically the helpdesk job is the entry level position for those new IT techs.

Thus, you end up with a number of folks, in your helpdesk, that are looking towards their next job and not the actual job they are doing now. How do you keep them motivated? How do you keep it fun? How do you keep helpdesk personnel happy to be helpdesk personnel?

The answer is to be a great leader that values the helpdesk position and truly makes it a job that is the entry level for the next great IT technicians you will have in your company.

You should be offering or cycling your helpdesk personnel through apprentice tech positions on a weekly basis. I.E. A helpdesk person would work every 3 weeks on the helpdesk and one week in an apprentice tech position. The tech position requires some thought and ideally should be part of bigger program that is structured and leading towards certification within the company as a technician.

Of course the problem comes in that you do not have an endless amount of technician positions. However, folks should understand that they are number 1 for the next position available or number 2, etc. In the meantime, as you become more and more certified within the companies program it should result in higher pay. Good, qualified, motivated helpdesk personnel are invaluable and the modestly higher wage will be extremely valuable to the company in the long run.

Another, great way to build team unity with the helpdesk is making it a fun place to work. Not an out of control place to work, but a fun place. Some easy to implement ways to make that happen is encouraging holiday themes for the workplace, recognizing birthdays with pizza and cake, develop a recognition program that rewards exceptional service to the customer, organize a Crazy Friday for the last day of month where employees dress up or down and party food is served, or, have one day a month that the manager servers lunch to everybody.

Whatever you decide to do, use the philosophy that the helpdesk are your frontline soldiers. Great generals visit their frontline troops a lot, they give them great accolades and they promote those frontline troops to higher positions because they understand the battle space. You expect great things from your frontline troops so treat them as your companies greatest asset. Your helpdesk and your company will be prosper and grow beyond your expectations.

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The service support chain to solve a particular customer’s problem usually flows from helpdesk to technician/engineer to field support representative (FSR), or some variation. What we want to focus on in this article is the support request that involves the FSR and requires good notes in the call history from both the helpdesk person and the technician or engineer.

Firstly, you need to make sure that accurate note taking and logging is enforced throughout the entire service support cycle. Encourage great work and discipline shoddy effort. All employees must take the note taking process seriously and the only way that will happen is if management takes it seriously. A huge frustration to customers is when they have to repeat their problem over and over again to different levels. Folks don’t mind confirming the problem, but they don’t like having to repeat it.

In order for the customer to have that experience, it is a must that at every level in the support chain they document and/or update the following:

• A detailed description of the problem.
• The error message, if any, or resulting negative output.
• How often it occurs.
• Step by step instruction on how to reproduce the problem, if reproducible.
• All information about the system and any recent changes to the environment.
• Customer information and product serial number.

These should be captured in a form that is clearly written (preferably type-written) and automated. The information should be part of a template that repeats the same information in the same manner each and every time. Again, an automated tool is highly recommended. Many tools now come with the ability to record the conversation. If you have such a tool that audio file should be available to the FSR so he can listen first-hand to the customer describe the problem.

However, no list can be complete. Many products differ widely and it is extremely useful to have the FSR’s review the forms and templates used for each product to evaluate if they are getting all the required information they need to do the job effectively. Moreover, you should have a periodic review with your FSR’s on a bi-yearly basis (or, as required) to ensure that the information gathered is meeting their needs.

Lastly, make sure the FSR reviews thoroughly the information he receives from the helpdesk, technicians and engineers before going to a call. It will mean more to your customer relations to have the FSR arrive a little late with all the information required then to arrive on time and have the customer have to explain the problem all over again. The latter makes the customer feel like the helpdesk was a waste of his time and has no value-added.

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Whether your helpdesk services external customers or internal employees you need to make sure that you have a clear Service Delivery policy that is plainly written and easily accessible to all who have a reason to use your helpdesk.

You may ask what a Service Delivery policy is? Well, it is a clearly defined document that outlines your helpdesk availability and your helpdesk service level priority description. That coupled with a great customer relationship management (CRM) tool will allow you to clearly calculate, define and re-calculate your helpdesk call response times and, more importantly, set clear customer expectations regarding response time.

Let’s first look at service availability. Service availability should clearly outline the hours of operation for your helpdesk and, if anything other then 24/7, the exact times for different regional locations. This should be large and clear, the customer should see this first and foremost and it should be available online, in product documentation, in workplace memorandum and/or via a recording in phone “welcome” message.

The service level priority description breaks down responsive actions by priority. These priorities can be: critical, high, medium, low, none or 1, 2 ,3 ,4 , 5. Then for each priority you would correlate a response time and a resolution time to each priority.

With this type of detailed matrix you can then give customers feedback that their problem is designated- “A level 1 priority and the expected resolution to their problem within 2-4 hrs.” Thus, the customer having seen this breakdown before contacting the help or service desk (because you have made this information available as per the instructions for the service availability information) now has a confirmation to what he expected would be a reasonable resolution time.

Now having outlined clear service response and resolution timeframes you can use the metrics that you capture with your CRM tool (many, many excellent tools are available) to track the following must-know metrics:

• Average time waiting for phone calls to when helpdesk answers
• Percentage of calls solved first time
• Percentage of incidents or service request breaching resolution time targets
• Customer satisfaction

With these metrics you can track whether you are meeting your response time goals and re-define those resolution time response and resolution times as required for your helpdesk, identify where you require more staff or identify choke points in your helpdesk.

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