Source: HDI Practices Customer Satisfaction Survey

Customers will always let you know when they are completely dissatisfied with your service. However, daily customer satisfaction surveys provides valuable information from a broad sampling of employees/customers. A continuous customer satisfaction survey process and improvement philosophy will drive customer satisfaction and loyalty and build a self-perpetuating virtuous cycle.

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An industry "best practice" is to get feedback on every incident. Perhaps send a survey for every Y incidents but no more than X times in the previous Z time increment so you do not over survey. If necessary, exclude big honchos/senior people/touchy customers who don't want surveys.

We sometimes hear, "We don't want to waste our people's time filling out surveys…they should be doing "real work." A 1 question survey takes 10 seconds to fill out and it will make people feel like an important service provider is listening and that is part of building a self-perpetuating virtuous cycle for outstanding customer service.

The winner of the best law firm IT help desk in NYC from 2006 to 2010 surveys every incident. The very act of asking attorneys if the help desk has delivered great service makes the attorneys feel like the IT dept is willing to listen and improve. The willingness to listen and act is critical to improving customer satisfaction. Schulte Roth & Zabel is among the top 100 law firms in the world. The firm was awarded #1 Law Firm Help Desk in the USA in 2009 and 2008 from an independent survey performed by AmLaw Tech. From 2006 through 2010, SR&Z was ranked the #1 Law Firm Help Desk in New York City.

Whitepaper: "Learn How to Build a Virtuous Cycle for IT Technical Support"

https://www.givainc.com/resources/wp/how-build-virtuous-cycle-it-technical-support/

Case Study:  https://www.givainc.com/customers/case-studies/best-law-firm-help-desk-technical-support-cloud-software-schulte-roth-zabel/

We recommend that an external customer service organization perform surveys using the "Net Promoter" concept which is used by companies such as General Electric. This approach is to ask 1 or 2 questions with the theme, "Would you recommend our product or service to a close friend?"

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Do a search on the Internet on "Help Desk metrics"…..4.4 million results. 2.2 million results for customer service metrics. Giva has assimilated the expertise of many industry experts and overlaid that on top of a decade of experience helping customers improve their help desk and customer service operations. We are a thought leader in this area.

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These are the 5 core KPIs/metrics. If you measure and monitor with the "zeal of a zealot", it will transform your company and reputation. Even if you've never been measuring anything except how many or what kind of calls you receive, these are excellent metrics to start measuring to establish a base line for your organization.

Metric "discipline" is needed. Initially you or your organization may look "bad". It is often that way at the beginning. Sooner or later someone will ask for metrics. Some smart senior leader will ask for these KPIs/metrics. You are better off to identified these KPIs/metrics now so you can begin making progress and improve your numbers and trend lines.

If you do not have service level agreements today, there is a great whitepaper on the Giva web site about how to develop them and slowly introduce service level management to your organization. See https://www.givainc.com/resources/wp/implementing-service-level-agreements-it-service-desk/

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Getting the right metrics/KPIs via reports easily and quickly is the #1 challenge of almost all IT help desk and external customer service organization.

We will discuss the important metrics to focus on, but you may never been able to generate these metrics with your current call tracking system and you will walk away saying…"Great, I now know what I need, but I just can't get it or it takes me too long to get".

When discussing the important metrics, I am going to show you samples of Giva Reports.

Giva is an award winning provider of SaaS (Software-as-a-Service) Web-based ITIL Help Desk, Customer Service/Call Center and Service Desk cloud based computing services.

Visual reporting, management dashboards and an intuitive design, make the Giva Service Management™ Suite very powerful and at the same time very easy to use. Customizations are all point and click (i.e no programming necessary) so the result is a dramatically lower total cost of ownership when compared to other products that require programmers and trained consultants.

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You have a very busy day. You don't have the time to figure out all the right metrics/KPIs for your organization and then specify and code reports in your call tracking system or wade through the 100's of canned reports searching for the right metrics/KPIs. You also do not have time to "kick" your call tracking system to get this information on a hourly, daily, weekly, monthly or quarterly basis. You need to have the right metrics/KPIs sent to you and your term at the scheduled intervals that you deem appropriate for each leader, supervisor or agent. You need real-time information sent to you at exactly the time that you need it.

You will always need the ability to quickly generate ad hoc reports with little effort.

It is easy to measure the performance of a Wall Street stock trader with profit/loss as measured in dollars. Revenue is the most "pure" metric possible. But, for those of us not trading stocks all day, it is harder to tie performance to revenue generation/impact, but a close as link as possible.

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"Rock Stars"…we all love these producers. The company gets great value from these people. They are the work horses. They're smart, competent and confident and your customers love them. You want to keep them. In a poor economy, you want to keep your rock starts and attract more rock stars from your competition.

"Stars in Training"….offer them training and mentoring to get them to realize their potential. They are typically younger and have a desire to grow and excel.

"Solid Citizens"…dependable, competent, maybe don't have all the skills or don't push themselves like the "Rock Stars"…ok with being a "Solid Citizen"…nothing wrong with that.

"Problem Children"…all leader have experience with these folks. It's some times difficult to terminate poor performers… Giva worked with a customer that was a major international law firm that would not terminate poor performing IT support people. They did not have any objective data. Only anecdotes of information. They feared an age discrimination lawsuit. They had no hard data to support the poor performance. After 6 months of using Giva reports, they terminated three people in IT. The IT management provided the Human Resources dept. with objective data from Giva reports. The conservative firm felt confident they had objective data to support the terminations. This significantly lifted morale in the IT groups. Terminating poor performers always lifts morale. On an emotional level, people never like to see terminations, but when others are unfairly carrying the workload of a poor performer, etc., morale is always lifted and motivation is increased. Moreover, team morale is killed when competent people are terminated because of politics, personality, favoritism, and other subjective measures.

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Metrics For IT Help Desk & Customer Service Organizations

Outstanding leaders focus on "high leverage points" where they can make changes and exert influence. High leverage points provide a disproportionately higher payback for every unit of effort/time invested vs. low leverage or no leverage points. Said another way..they want a big bang for buck for effort/attention so they look for high leverage activities where they can have a big impact.

High Leverage Points: A law firm or hospital internal IT help desk will have significant influence on the productivity of attorneys and health care professionals which are revenue producers for their respective entities.…it's a high leverage point. Another example is a customer service organization since it has significant influence on customer decisions to purchase more products/services. Customer facing personnel are in a very influential/critical position. Sales people generate revenue, but excellent customer service people keep customers coming back with their checkbooks…or not coming back.

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Metrics For IT Help Desk & Customer Service Organizations

Why are metrics important?

-Performance- what to be able to draw distinctions between people and groups for incentive programs. Linking incentive programs to subjective criteria will kill morale of any organization. Without objective measures, favoritism and personality "rule" instead of performance. Circulate the name(s) of winners along with a copy of the report(s)/metric(s) documenting why the they won and how everybody else performed. Can't improve if can't measure! Increase individual and group morale with metrics.

-Benchmarking - Industry and competitors for continuous improvement. Easy to get industry data, but need to collect data about your company with your call tracking system to compare with industry data.

-Financial…for resource allocation plans, workload balance, add/subtract headcount, business cases for capital and operating expenses. Tie your team's performance to revenue as much as possible. How many revenue producers did the support organization kept productive? How happy are out customers so they keep on buying?

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Metrics For IT Help Desk & Customer Service Organizations