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ROI-Knowledge Bases for IT Help Desks

Once you understand your current state, you must make reasonable forecasts regarding the impact Knowledge Management will have on your organization. The Knowledge Management vendors may offer to assist you with developing your ROI. Some vendors provide well-tuned and complex models. To simplify things, let’s examine how some of the benefits can actually be converted to dollars. Before we begin, we need to make some assumptions about the support center.

While these numbers may vary in your organization, the assumptions provide an example for this discussion.

Assumptions:

  1. Number of cases per month is 5000
  2. Average cost per case is $40.00.
  3. Average cost per escalated case is $150.00
  4. Average burdened cost for a support professional is $70,000.00
  5. Average talk time for first contact is 12 minutes
  6. Average talk time for escalated calls 18 minutes
  7. Time require for a new hire to be productive is 6 weeks
  8. Number of new hires per year 8
  9. First call resolution rate is 40%

Here are some great White Papers on this topic  https://www.givainc.com/white-papers/index.htm

Source: Joslin & Associates

Knowledgebase ROI for Customer Service

While most support center managers are able to forecast the costs, they struggle to forecast the savings. This is partially because a number of the benefits of Knowledge Management are defined as soft dollars. Companies struggle to put a value on customer satisfaction, job satisfaction, quality service, or even the intellectual capital that is captured into the knowledge base. Another reason companies struggle is because they lack a benchmark. Before you can forecast an improvement, you have to know where you are.

 

If you would like a white paper on this topic please download it at:

https://www.givainc.com/white-papers/index.htm

Source: Joslin & Associates

Is this interesting information? Please share your thoughts. Thank you!

What is the ROI of a Knowledgebase?

Knowledge Management is an ongoing process of capturing, optimizing, and delivering information. It is not a one-time purchase of a new support center tool. Therefore to calculate the Return On Investment, you need to evaluate the cost of implementation and the cost of management. The cost of implementation relates to the initial purchase of software, hardware, communications, training, and services required for the knowledge base to be placed into production for daily use. The cost of management relates to the ongoing costs of maintaining the knowledge base and the infrastructure that was implemented.

If you would like a white paper on this topic please download it at:

https://www.givainc.com/white-papers/index.htm

Source: Joslin & Associates

Is this interesting information? Please share your thoughts. Thank you!

Service Level Management- IT Help Desk/Customer Service

The effort to create a Service Level Management System is very significant. Organizations that have a system in place have higher customer and employee satisfaction ratings. After all, when every case is considered severity level one and every day is a fire drill, it is hard to enjoy your job for very long. That is why the turnover in support organizations where Service Management Systems are in place is lower than organizations where they are not. So, with higher customer and employee satisfaction, lower turnover, greater productivity and reduced cost, why would you not want to have a Service Management System guiding your organization?

 

Here is a great White Paper on Implementing Service Level Agreements. See https://www.givainc.com/white-papers/index.htm

Select Implementing Service Level Agreements: "The Critical Element in Service Delivery"

Customer Satisfaction Surveys-IT Help Desks

Incident Surveys

Incident surveys are surveys sent to the customer after each case is closed. The advantage to this is that you can capture perceptions immediately and you can link the feedback to both the Service Group and to the Assignee. This is extremely valuable information because both rewards and training can be tailor-made based on the results. The disadvantage is that customers will get usually one survey a week and they might not respond with as great regularity. However, the advantages outweigh the disadvantages. Incident surveys are preferable to periodic surveys.

 

Here is an example of an Incident Survey:

It is short and to the point. Always ask for feedback in a free form field to encourage customers to openly share their thoughts. Customers will tell you things that you will never hear from anybody else. This unfiltered feedback is extremely valuable to help you improve customer service. Also, always ask if you would like a manager to call you. When you get a survey like this, it tells you the perspective of the customer service organization. When the customer reads this they will think, "Wow, these guys actually would have a manager call me, if I ask them to." Many will not request a call.  Those that request a call will tell you much more then you will ever get from a written survey. Are you ready for these gold nuggets from customer who care enough to want to have a call?  Ask probing questions and "peel the onion". See through any emotion and find the "signal" in all the surrounding "noise" and you are on to becoming a master in learning how to get actionable feedback which can be used to effect change in your organization.

Incident_Customer_Survey

 

Here is a great White Paper on Implementing Service Level Agreements. See https://www.givainc.com/white-papers/index.htm

Select Implementing Service Level Agreements: "The Critical Element in Service Delivery"

How Frequently to Survey IT Users?

Periodic Surveys

Quarterly or annually a survey should be sent to all customers asking them their general opinions of the support they receive. You cannot ask for specific information when you do periodic surveys because customers only remember their last one or two incidents. Periodic surveys are not a good measurement of how your organization did for the year. Another limitation of periodic surveys is that survey responses will not be specific to each Support Group or person assigned the case. Customers do not really know, or care, what group handles their request.

Here is a great White Paper on Implementing Service Level Agreements. See https://www.givainc.com/white-papers/index.htm

Select Implementing Service Level Agreements: "The Critical Element in Service Delivery"

Service Level Manangement and Satisfaction Surveys

Checks and Balances

There is a tendency when first starting service level management to focus in on the response performance. It is easy to make the numbers look good. All you have to do is close a case within the time specified without doing anything. While this makes the numbers look good, in the end you will have customers upset. Customers do not really care about the numbers. They only want their issues taken care of to their satisfaction.

Customer Satisfaction Surveys are one way to provide checks and balances to the empirical numbers of SLA compliance reports. Another way to make sure customers are taken care of is to have a policy for re-opening a case if the customer calls in to say they are dissatisfied. You should then have a report that shows re-opened cases. Management should use this for continued training.

Here is an example of a good Customer Satisfaction Survey Report:

Full_Customer_satisfaction_Report

 

Here is a great White Paper on Implementing Service Level Agreements. See https://www.givainc.com/white-papers/index.htm

Select Implementing Service Level Agreements: "The Critical Element in Service Delivery"

Service Level Agreements-SLA Compliance Trends Reports

This report shows SLA compliance over a period of time. Managing trends toward a higher goal can dramatically increase customer satisfaction. This SLA Compliance Trends Report should be part of your standard reports that you study every week.

 

Example SLA Compliance Trends Report

 

SLACOMPLIANCETRENDS

Service Level Agreements-SLA Compliance Reports

Measuring Success

Success of service level management can only be measured by reporting on what percentages of cases by Severity Level were resolved within the goals of the SLA. The reason that you want to measure each Severity Level is that it is absolutely critical to resolve high severity level cases consistently within the SLA. However, sometimes lower severity level cases can fall outside the goals. In other words, we would like to say that we resolve 100% of all Severity Level 1 cases and 90% of Severity Level 4 cases within the times stated in the SLA. Customers will appreciate the process more when they know that if they are really in trouble, there will be resources there to help them.

 

Example Service Level Agreement Compliance Report

SLACOMPLIANCE

 

See Dashboard Reports at https://www.givainc.com/help-desk-dashboard-charts.htm 

Here is a great White Paper on Implementing Service Level Agreements. See https://www.givainc.com/white-papers/index.htm

Select Implementing Service Level Agreements: "The Critical Element in Service Delivery"

Example Service Level Agreements for IT Help Desk

Implementing Service Level Agreements takes time and effort. Bring people along with the process. The IT department should be the place to start first. Let your employees (customers) know how they are going to be affected by the new Service Level Agreements. There will be significant benefits. When they really need help, they will be able to get it because your team is going to differentiate between service requests. Is the firm's business halted due to this service request?

Examples of Service Level Agreement  

servicelevelagreement

Some Helpful approaches to implementing Service Level Agreements:

 

1) Implementing within IT first

a) Apply appropriate Severity Levels.

b) Escalate cases according to SLA rules.

c) Report on performance.

 

2) Send out the formal announcement to employees

a) Purpose of SLAs

b) How Severity Levels are applied

c) Responsibilities of support organization

d) Responsibilities of customers

e) Performance reporting

 

Here is a great White Paper on Implementing Service Level Agreements. See https://www.givainc.com/white-papers/index.htm

Select Implementing Service Level Agreements: "The Critical Element in Service Delivery"

 

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