Free IT Support Training | Best Practices in Desktop Support

Best Practices in Desktop Support
The Road to World Class Performance!
MetricNet Best Practices Series

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on an annual basis, and those that achieve world-class performance.
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Visit MetricNet at FUSION 14 in Washington, D.C.!
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More info at metricnet.com/fusion14
Session 302
Optimizing the Tradeoff:
Cost vs. Quality in Service and Support
Jeff Rumburg, Managing Partner at MetricNet
Monday, October 20 at 3:00 PM

Schedule Time with MetricNet at Fusion!
http://www.metricnet.com/schedule
7

Today’s Agenda
A Historical Perspective:
Industry Megatrends!
A Model for Desktop Support Best Practices:
Strategy, Performance Metrics, Human
Resource Management, Marketing
A Call To Action:
Your Opportunity to Excel!
About MetricNet:
Your Benchmarking Partner

A Historical Perspective:
Industry Megatrends!
9

27 Years of IT Service and Support Benchmarking Data
Global Database
More than 3,000 IT Service and Support Benchmarks
70+ Key Performance Indicators
More than 120 Industry Best Practices

Then and Now: The Evolution of Desktop Support
Desktop Support
KPI’s
North American Averages
1988 Last Year
Monthly Desktop Tickets
per Seat 0.53 0.78
Cost per Ticket $29 $62
Average Incident
Work Time (min:sec) 17:40 32:15
Incidents Resolved on
First Contact 74% 68%
% Resolved
Level 1 Capable 54% 22%
Starting Technician
Salaries (current dollars) $37,050 $43,627
Desktop Cost per
Seat per Year $184 $580

Tickets, Incidents, and Service Requests
Tickets
Incidents Service Requests
 Unplanned work that
requires a physical
touch to a device
 Hardware break/fix
 Device failure
 Connectivity failure
 Planned work that
requires a physical touch
to one or more devices
 Move/Add/Change
 Hardware or software
upgrade
 Device refresh
 Device set-up
Incident Volume + Service Request Volume = Ticket Volume

Characteristics of World-Class Desktop Support
 Desktop Support consistently exceeds customer expectations
 Result is high levels of customer satisfaction (> 93%)
 MTTR is below average for Incidents and Service Requests
 < 0.7 days for Incidents
 < 3.8 days for Service Requests
 Costs are managed at or below industry average levels
 Cost per Ticket, per Incident, and per Service Request is below average
 Minimizes Total Cost of Ownership (TCO)
 Desktop Support follows industry best practices
 Industry best practices are defined and documented
 Desktop Support follows industry best practices
 Every transaction adds value
 A positive customer experience
 Drives a positive view of IT overall

World-Class Desktop Support Defined
Higher World-Class Desktop Support
BEST-IN-CLASS
PERFORMANCE CURVE
AVERAGE PERFORMANCE CURVE
“Average” Desktop Support
Cost per Ticket
Quality
Lower Higher

Polling Question

A Model for Desktop Support Best Practices:
Strategy, Metrics, Human Resources, Marketing!
16

A Model for Desktop Support Best Practices
4
3
2
1
Strategy
Customer
Enthusiasm
Human Resources
Metrics
Marketing
Metrics are used
holistically and
diagnostically
3. Metrics
Life-Cycle
management of
Human
Resources
2. HR
Actively manage
stakeholder
perceptions
4. Marketing
Focus on end-user
productivity
and TCO
1. Strategy
Description
Model
Component

The Strategic Desktop
Description
Focus on end-user
productivity
and TCO
Metrics are used
holistically and
diagnostically
Model
Component
1. Strategy
3. Metrics
Life-Cycle
management of
Human
Resources
2. HR
Actively manage
stakeholder
perceptions
4. Marketing
4
3
2
1
Strategy
Customer
Enthusiasm
Human Resources
Metrics
Marketing

The Paradox of IT Support
 Less than 5% of all IT spending is
allocated to end-user support
 Service desk, desktop support,
field support
 This leads many to erroneously
assume that there is little upside
opportunity in IT support
 The result is that most support
organizations are managed with the
goal of minimizing costs
 But the most effective support
strategies focus on maximizing
End-User Support
Corporate IT Spending Breakdown value
4%
96%: Non support functions
 Application
Development
 Application
Maintenance
 Network
Operations
 Mainframe and
midrange Computing
 Desktop Computing
 Contract Services
(e.g., disaster
recovery)
Strategy

Strategy
World-Class Desktop Support: Three Sources of Leverage
World-Class Desktop Support organizations
recognize and exploit three unique sources of
leverage:
1. Minimizing Total Cost of Ownership (TCO)
2. Improving End-User Productivity
3. Driving a Positive View of Corporate IT

A Primer on User Support TCO
Strategy
Support Level Cost per Ticket
Vendor
Field Support
Level 3 IT
(apps, networking, NOC, etc.)
Level 2: Desktop Support
Level 1: Service Desk
$471
$196
$85
$62
$22

Strategy
Cost of Resolution: North American Averages

The Tao of SPOC (Single Point of Contact)
User Community
Level 1
Service Desk
Desktop
Support
Field
Support
Level 2 IT
Support
Vendor
Support
Strategy

Strategy
The Tao of SPOC (Continued)
Key SPOC Principles
 Enterprise takes an end-to-end view of user
support
 User/Customer has a single point of contact
for all IT-related incidents, questions,
problems, and work requests
 The Level 1 Service Desk is the SPOC
 Level 1 is responsible for:
 Ticket triage
 Resolution at Level 1 if possible
 Effective handoffs to n level support
 Resolution coordination and facilitation
 Ticket closure
 Desktop “Drive-bys”, “Fly-bys”, and “Snags”
are strongly discouraged

Strategy
SPOC Support Reduces Total Cost of Ownership
Average = 22.8%
Average = 15.3%
40%
35%
30%
25%
20%
15%
10%
5%
0%
% Resolved Level 1 Capable
% Resolved Level 1 Capable with SPOC % Resolved Level 1 Capable without SPOC

Strategy
Productive Hours Lost per Employee per Year Recognize and Communicate the Value Being Created
Performance Quartile n = 60
Support Function Key Performance Indicator Performance Quartile
70
60
50
40
30
20
10
0
0 1 2 3 4 5
1 (top) 2 3 4 (bottom)
Customer Satisfaction 93.5% 84.5% 76.1% 69.3%
First Contact Resolution Rate 90.1% 83.0% 72.7% 66.4%
Mean Time to Resolve (hours) 0.8 1.2 3.6 5.0
Customer Satisfaction 94.4% 89.2% 79.0% 71.7%
First Contact Resolution Rate 89.3% 85.6% 80.9% 74.5%
Mean Time to Resolve (hours) 2.9 4.8 9.4 12.3
Service Desk
Desktop Support
Average Productive Hours Lost per Employee per Year 17.1 25.9 37.4 46.9

Strategy
Support Drives Customer Satisfaction for All of IT
84%
47%
31% 29%
22%
19%
8%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Service Desk Desktop
Support
Network
Outages
VPN Training Enterprise
Applications
Desktop
Software
Factors Contributing to IT Customer Satisfaction
% Saying Very Important
 n = 1,044
 Global large cap companies
 Survey type: multiple choice
 3 responses allowed per survey
 84% cited the service desk as a very important factor in their overall satisfaction with corporate IT
 47% cited desktop support as a very important factor in their overall satisfaction with corporate IT

Performance Measurement and Management
4
3
2
1
Strategy
Customer
Enthusiasm
Human Resources
Metrics
Marketing
Metrics are used
holistically and
diagnostically
3. Metrics
Life-Cycle
management of
Human
Resources
2. HR
Actively manage
stakeholder
perceptions
4. Marketing
Focus on end-user
productivity
and TCO
1. Strategy
Description
Model
Component

Metrics
Some Common Desktop Support KPI’s
Cost Productivity
 Average Incident Response Technician
Ticket (min) And there are hundreds more!!
 Cost per Ticket
 Cost per Incident
 Cost per Service Request
Service Level
Quality
Time (min)
 % of Incidents Resolved in
24 Hours
 Mean Time to Resolve
Incidents (hours)
 Mean Time to Complete
Service Requests (days)
Ticket Handling
 Technician Utilization
 Tickets per Technician-
Month
 Incidents per Technician-
Month
 Service Requests per
Technician-Month
 Ratio of Technicians to
Total Headcount
 Customer Satisfaction
 First Contact Resolution Rate
(Incidents)
 % Resolved Level 1 Capable
 % of Tickets Re-opened
 Technician Satisfaction
 New Technician Training
Hours
 Annual Technician Training
Hours
 Annual Technician Turnover
 Technician Absenteeism
 Technician Tenure (months)
 Technician Schedule
Adherence
 Average Incident Work
Time (min)
 Average Service Request
Work Time (min)
 Average Travel Time per
Workload
 Tickets per Seat per Month
 Incidents per Seat per
Month
 Service Requests per Seat
per Month
 Incidents as a % of Total
Ticket Volume

Metrics
Controllable vs. Non-Controllable KPI’s
 Productivity, Service Level, Technician, and Ticket
Handling are the underlying drivers of performance
 These are the metrics that drive your performance
 You can control these metrics directly
 It is through these metrics that you can influence the
Macro Measures, and improve your performance
Macro
Measures
Drivers
Causal
Factors
 Cost and Quality are the Macro Measures
 The Macro Measures tell the story of your
performance
 They are good for communicating the
performance of Desktop Support
 But you cannot control them directly
 Workload metrics are driven by Causal Factors
 The Causal Factors define the volume and mix
of work performed by Desktop Support
 Desktop Support has very little control over the
Causal Factors
 They are a function of your IT environment

Metrics
Causal Factors: The Workload Drivers
Macro
Measures
Drivers
Causal
Factors
 Causal Factors include:
 Device count and mix
 Mix of desktop vs. laptop
computers
 Number of mobile devices
 Average age of devices
 Standardization of desktop
environment
 User population density
 High rise vs. campus vs. field
 User work location
 Office vs. home vs. field
 And numerous other factors…

Metrics
The Premise Behind Desktop Support KPI’s
We’ve all heard the expression…
“If you’re not measuring it, you’re not
managing it!”
But there’s more to the story…Lots more!

Two Paradigms for Desktop Support KPI’s
The Historical Approach The Holistic Approach
Action
(45%)
Prescription
(30%)
Analysis
(20%)
Action
(2.5%)
Prescription
(7.5%)
Analysis
(15%)
Measurement
(75%)
Measurement
(5%)
Increasing Value!
Metrics

Metrics
Some Common Desktop Support KPI’s
Cost Productivity
 Average Incident Response Technician
Ticket (min) And there are hundreds more!!
 Cost per Ticket
 Cost per Incident
 Cost per Service Request
Service Level
Quality
Time (min)
 % of Incidents Resolved in
24 Hours
 Mean Time to Resolve
Incidents (hours)
 Mean Time to Complete
Service Requests (days)
Ticket Handling
 Tickets per Technician-
Month
 Incidents per Technician-
Month
 Service Requests per
Technician-Month
 Ratio of Technicians to
Total Headcount
(Incidents)
 % Resolved Level 1 Capable
 % of Tickets Re-opened
 Technician Satisfaction
 New Technician Training
Hours
 Annual Technician Training
Hours
 Annual Technician Turnover
 Technician Absenteeism
 Technician Tenure (months)
 Technician Schedule
Adherence
 Average Incident Work
Time (min)
 Average Service Request
Work Time (min)
 Average Travel Time per
Workload
 Tickets per Seat per Month
 Incidents per Seat per
Month
 Service Requests per Seat
per Month
 Incidents as a % of Total
Ticket Volume

Desktop KPI’s: Which Ones Really Matter?
Cost  Cost per Ticket
TCO  % Resolved Level 1 Capable
Quality
Productivity
Call Handling
Technician  Technician Satisfaction
Aggregate  Balanced Scorecard
Metrics
Service Level  Mean Time to Resolve

Metrics
Aggregate Metrics: The Balanced Scorecard
Balanced
Score
Your Actual
Performance
Metric
Score
Metric Performance Range
Performance Metric Weighting
Step 1
Eight critical
performance
metrics have been
selected for the
scorecard
Step 2
Each metric has been
weighted according to its
relative importance
Step 3
For each performance metric,
the highest and lowest
performance levels in the
benchmark are recorded
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for each
metric is then
calculated: (worst case
– actual performance) /
(worst case –best case)
X 100
Step 6
36
Your balanced score for each
metric is calculated: metric
score X weighting
Worst Case Best Case
Cost per Incident 15.0% $312.00 $19.00 $48.00 90.1% 13.5%
Cost per Service Request 15.0% $556.00 $41.00 $113.00 86.0% 12.9%
Customer Satisfaction 25.0% 67.0% 94.0% 83.0% 59.3% 14.8%
Technician Utilization 15.0% 36.0% 84.0% 59.0% 47.9% 7.2%
First Contact Resolution Rate (incidents) 15.0% 38.0% 84.0% 61.0% 50.0% 7.5%
% of Incidents Resolved in 24 Hours 5.0% 19.0% 71.0% 58.0% 75.0% 3.8%
Mean Time to Complete Service Requests (days) 5.0% 18.4 1.8 5.8 75.9% 3.8%
Technician Satisfaction 5.0% 59.0% 93.0% 84.0% 73.5% 3.7%
Total 100.0% N/A N/A N/A N/A 67.1%

Metrics
Desktop Support Balanced Scorecard Benchmark
Key Statistics
Desktop Support Balanced Scores
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Desktop Support Balanced Scores
High 86.2%
Average ----- 51.9%
Median 50.1%
Low 16.0%
Your Score 67.1%

Desktop Support Scorecard Trend
85%
80%
75%
70%
65%
60%
55%
50%
45%
40%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Desktop Support Balanced Score
12 Month Average Monthly Score
Metrics

39
Benchmarking
Case Study

The Benchmarking Methodology
Your Desktop
Support
Performance
Performance of
Benchmarking Peer
Group
Determine How
Best in Class
Achieve Superiority
Adopt Selected
Practices of
Best in Class
Build a Sustainable
Competitive
Advantage
The ultimate
objective of
benchmarking
COMPARE
Metrics
Read MetricNet’s whitepaper on Desktop Support Benchmarking. Go to www.metricnet.com to receive your copy!

The Goal of Benchmarking
Higher AFTER BENCHMARKING
BEST-IN-CLASS
PERFORMANCE CURVE
AVERAGE PERFORMANCE CURVE
STARTING POINT: BEFORE
Efficiency/Cost per Ticket
BENCHMARKING
Effectiveness/Quality/Customer Satisfaction
Lower Higher
Metrics

Polling Question

Benchmarking Data Summary
Metrics
Deskside Support KPI's Your Peer Group
Average Min Max
Performance
Cost per Ticket $81 $68 $55 $117
Cost per Incident $57 $45 $34 $85
Cost per Service Request $144 $128 $107 $196
Customer Satisfaction 71% 81% 71% 89%
First Contact Resolution Rate (Incidents) 49% 55% 44% 82%
% Resolved Level 1 Capable 9% 17% 4% 23%
% of Tickets Re-opened 2.0% 6.0% 1.0% 8.0%
Technician Utilization 46% 54% 36% 84%
Tickets per Technician per Month 65 81 58 93
Incidents per Technician per Month 81 100 72 131
Service Requests per Technician per Month 42 53 35 71
Ratio of Technicians to Total Headcount 73% 84% 69% 88%
Average Incident Response Time (hours) 9.1 6.3 4.2 12.1
% of Incidents Resolved in 24 Hours 33% 51% 33% 62%
Mean Time to Resolve Incidents (days) 2.6 1.9 0.7 4.3
Mean Time to Complete Service Requests (days) 12.7 7.4 4.6 12.7
Technician Satisfaction 71% 84% 66% 87%
New Technician Training Hours 10 46 10 80
Annual Technician Training Hours 0 21 0 28
Annual Technician Turnover 53% 24% 8% 53%
Technician Absenteeism 19% 14% 9% 22%
Technician Tenure (months) 11 47 11 64
Technician Schedule Adherence 64% 87% 64% 91%
Average Incident Work Time (min) 65 49 38 77
Average Service Request Work Time (min) 119 94 80 110
Average Travel Time per Ticket (min) 18 23 12 49
Tickets per Seat per Month 0.79 0.90 0.70 1.68
Incidents per Seat per Month 0.57 0.65 0.5 1.2
Service Requests per Seat per Month 0.22 0.25 0.2 0.48
Incidents as a % of Total Ticket Volume 72% 72% 71% 71%
Metric Type
Cost
Quality
Productivity
Service Level
Technician
Ticket Handling
Workload

Metrics
The Two Foundation Metrics: Cost and Customer Sat
Cost per Ticket Customer Satisfaction

Cost and Quality: Nothing Else Matters!
Lower Cost
Middle Quartiles
Effective but not Efficient
Cost per Ticket (Efficiency)
Higher
Quality
Quality (Effectiveness)
Top Quartile
Efficient and Effective
Lower Quartile
Middle Quartiles
Efficient but not Effective
Your Desktop
Support
Peer Group
Higher Cost
Lower
Quality
Metrics

The Drivers of Cost and Customer Sat
Technician
Utilization
Metrics

Metrics
$300
$250
$200
$150
$100
$50
$0
30% 40% 50% 60% 70% 80% 90%
Techncian Utilization
Cost per Ticket
Technician Utilization vs. Cost per Ticket

Desktop Support Technician Utilization Defined
Technician
Utilization
((Average number of Incidents handled by a technician in a month) X (Average Incident Work Time) +
(Average number of Service Requests handled by a technician in a month) X (Average Service Request Work Time) +
(Average number Tickets handled by a technician in a month) X (Average Travel Time per Ticket))
(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)
=
 Technician Utilization is a measure of technician work and travel time, divided by
total time at work during the month
 It takes into account both incidents and service requests handled by the
technicians
 But it does not make adjustments for sick days, holidays, training time, project
time, or idle time
Metrics

Metrics
Desktop Support Technician Utilization: Example
 Incidents per Technician per Month = 60
 Service Requests per Technician per Month = 24
 Average Tickets per Technician per Month = 84
 Average Incident Work Time = 32 minutes
 Average Service Request Work Time = 59 minutes
 Average Travel Time per Ticket = 41 minutes
Technician
Utilization
((Average number of Incidents handled by a technician in a month) X (Average Incident Work Time) +
(Average number of Service Requests handled by a technician in a month) X (Average Service Request Work Time) +
(Average number Tickets handled by a technician in a month) X (Average Travel Time per Ticket))
(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)
=
Technician
Utilization
((60 Incidents per Month) X (32 minutes) + (24 Service Requests per Month) X (59 minutes) +
(84 Tickets per Month) X (41 minutes))
(21.5 working days per month) X (7.5 work hours per day) X (60 minutes/hr) = = 70%
Technician
Utilization

Metrics
The Drivers of Cost and Customer Satisfaction
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
SL’s
MTTR

Metrics
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
30% 40% 50% 60% 70% 80% 90% 100%
Technician Satisfaction
Customer Satisfaction
Tech Satisfaction vs. Customer Satisfaction

Customer Satisfaction FCR vs. Customer Satisfaction
Metrics
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
30% 40% 50% 60% 70% 80% 90%
First Contact Resolution Rate (Incidents)

Incident MTTR vs. Customer Satisfaction
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0
Incident MTTR (days)
Customer Satisfaction
Metrics

The Drivers of Utilization and Tech Satisfaction
SL’s
MTTR
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
Training Hours
Service
Levels: MTTR
Metrics

New Technician Training Hours vs. Technician Satisfaction
100%
90%
80%
70%
60%
50%
40%
30%
20%
0.0 50.0 100.0 150.0 200.0 250.0
New Technician Training Hours
Metrics

Annual Training Hours vs. Technician Satisfaction
100%
90%
80%
70%
60%
50%
40%
0 20 40 60 80 100 120 140
Annual Technician Training Hours
Metrics

Technician Experience vs. Incident FCR
90%
80%
70%
60%
50%
40%
30%
20%
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0
Technician Time on Job (months)
Incident FCR
Metrics

A Summary of the Major KPI Correlations
SL’s
MTTR
Work/
Travel Time
Techs/
Total FTE’s
Absenteeism/
Turnover
First Level
Resolution
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
Coaching Career Path Training Hours
Service
Levels: MTTR
Scheduling
Efficiency
Metrics

Benchmarking Data Summary
Metrics
Deskside Support KPI's Your Peer Group
Average Min Max
Performance
Cost per Ticket $81 $68 $55 $117
Cost per Incident $57 $45 $34 $85
Cost per Service Request $144 $128 $107 $196
Customer Satisfaction 71% 81% 71% 89%
First Contact Resolution Rate (Incidents) 49% 55% 44% 82%
% Resolved Level 1 Capable 9% 17% 4% 23%
% of Tickets Re-opened 2.0% 6.0% 1.0% 8.0%
Technician Utilization 46% 54% 36% 84%
Tickets per Technician per Month 65 81 58 93
Incidents per Technician per Month 81 100 72 131
Service Requests per Technician per Month 42 53 35 71
Ratio of Technicians to Total Headcount 73% 84% 69% 88%
Average Incident Response Time (hours) 9.1 6.3 4.2 12.1
% of Incidents Resolved in 24 Hours 33% 51% 33% 62%
Mean Time to Resolve Incidents (days) 2.6 1.9 0.7 4.3
Mean Time to Complete Service Requests (days) 12.7 7.4 4.6 12.7
Technician Satisfaction 71% 84% 66% 87%
New Technician Training Hours 10 46 10 80
Annual Technician Training Hours 0 21 0 28
Annual Technician Turnover 53% 24% 8% 53%
Technician Absenteeism 19% 14% 9% 22%
Technician Tenure (months) 11 47 11 64
Technician Schedule Adherence 64% 87% 64% 91%
Average Incident Work Time (min) 65 49 38 77
Average Service Request Work Time (min) 119 94 80 110
Average Travel Time per Ticket (min) 18 23 12 49
Tickets per Seat per Month 0.79 0.90 0.70 1.68
Incidents per Seat per Month 0.57 0.65 0.5 1.2
Service Requests per Seat per Month 0.22 0.25 0.2 0.48
Incidents as a % of Total Ticket Volume 72% 72% 71% 71%
Metric Type
Cost
Quality
Productivity
Service Level
Technician
Ticket Handling
Workload

Question & Answer

Human Resource Management
Strategy
4
3
2
1
Customer
Enthusiasm
Human Resources
Metrics
Marketing
Metrics are used
holistically and
diagnostically
3. Metrics
Life-Cycle
management of
Human
Resources
2. HR
Actively manage
stakeholder
perceptions
4. Marketing
Focus on end-user
productivity
and TCO
1. Strategy
Description
Model
Component

Best Practices: Human Resources
Service desk management demonstrates commitment to continuous
improvement by conducting frequent, one-on-one coaching to each
agent, and by providing specific suggestions for improvement and
setting attainable goals.
Affected KPI’s
Coaching
and
Feedback
Service desk agents are held accountable for minimum performance
standards with incentives for surpassing, and disincentives for falling
short of the standard. Performance goals cover both quality and
productivity.
Perform-ance
Standards
Formal strategies are employed to maximize employee retention.
These strategies are designed to improve employee job satisfaction
and loyalty, thereby maximizing agent morale and minimizing
turnover.
Retention
Career paths have been formalized and documented, and often
include vertical as well as lateral promotion opportunities.
Performance levels required for advancement are clearly articulated.
Agents are encouraged to take charge of their own career and skills
development.
Career
Pathing
Rigorous and formalized training is available for both new and
seasoned agents. Training is customized to meet the needs of each
agent, and is designed to meet the strategic goals of the service desk.
Training
Recruiting is a rigorous and holistic process that measures specific
agent competencies, and matches those competencies to the needs
of the service desk.
Recruit-ment
Turnover
MTTR
Res Level 1
FCR
Utilization
Customer Sat
Cost/Ticket
Human Resources:
Best Demonstrated Practices
HR

HR
Driving Individual Accountability: The Technician Scorecard
Balanced
Score
Your Actual
Performance
Metric
Score
Metric Performance Range
Performance Metric Weighting
Step 1
Eight critical
performance
metrics have been
selected for the
scorecard
Step 2
Each metric has been
weighted according to its
relative importance
Step 3
For each performance metric,
the highest and lowest
performance levels in the
benchmark are recorded
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for each
metric is then
calculated: (worst case
– actual performance) /
(worst case –best case)
X 100
Step 6
64
Your balanced score for each
metric is calculated: metric
score X weighting
Worst Case Best Case
Customer Satisfaction 20.0% 67.0% 94.0% 83.0% 59.3% 11.9%
First Contact Resolution Rate (Incidents) 20.0% 38.0% 84.0% 61.0% 50.0% 10.0%
Incidents Closed this Month 15.0% 19.9 76.9 59.8 69.9% 10.5%
Service Requests Closed This Month 15.0% 15.6 42.2 28.5 48.6% 7.3%
Unplanned Absenteeism 7.5% 0.0% 22.0% 19.0% 86.4% 6.5%
Teamwork 7.5% 0.0 5.0 3.5 69.9% 5.2%
Initiative 7.5% 0.0 5.0 5.0 100.0% 7.5%
Mentoring 7.5% 0.0 5.0 4.5 90.0% 6.7%
Total 100.0% N/A N/A N/A N/A 43.7%

HR
Monthly Technician Performance Postings
Sep Aug Jul Jun May Apr
Technician
Number
11 1 95.8% 98.0% 97.1% 95.7% 98.3% 97.3% 97.0%
32 2 92.8% 92.1% 90.3% 89.3% 84.6% 92.2% 90.2%
21 3 91.5% 88.5% 83.2% 94.0% 93.7% 93.5% 90.7%
35 4 91.0% 86.8% 85.2% 78.5% 80.5% 68.2% 81.7%
14 5 89.5% 89.1% 90.0% 90.1% 92.3% 92.1% 90.5%
26 6 83.8% 84.4% 90.2% 86.5% 77.8% 63.9% 81.1%
25 7 83.0% 73.6% 81.9% 72.1% 84.8% 87.9% 80.5%
15 8 70.4% 66.6% 53.3% 56.3% 56.6% 39.0% 57.0%
20 9 64.9% 66.5% 70.1% 56.9% 40.9% 72.7% 62.0%
31 10 62.3% 47.4% 22.7% 38.4% 26.0% 93.0% 48.3%
16 11 61.0% 62.8% 54.5% 45.9% 41.7% 62.7% 54.8%
17 12 57.9% 42.1% 32.3% 71.6% 60.3% 60.3% 54.1%
33 13 56.8% 75.5% 64.8% 80.3% 79.7% 73.5% 71.8%
13 14 52.2% 34.9% 61.0% 52.8% 58.9% 48.7% 51.4%
24 15 48.9% 66.7% 86.9% 87.7% 83.6% 74.5% 74.7%
28 16 46.4% 45.5% 19.3% 40.3% 28.8% 32.4% 35.4%
27 17 43.7% 26.5% 31.5% 24.3% 22.2% 17.2% 27.6%
19 18 41.5% 28.4% 50.1% 48.1% 71.1% 81.0% 53.4%
23 19 39.1% 52.3% 57.1% 86.4% 87.7% 88.9% 68.6%
22 20 36.8% 18.7% 19.3% 52.9% 66.4% 64.3% 43.1%
12 21 36.6% 43.2% 33.1% 65.7% 69.0% 86.0% 55.6%
30 22 36.3% 22.6% 23.5% 85.8% 81.5% 70.3% 53.3%
29 23 34.1% 44.9% 50.2% 28.3% 48.9% 36.9% 40.5%
34 24 33.4% 37.9% 23.1% 21.7% 29.7% 22.6% 28.0%
18 25 32.6% 68.4% 80.4% 88.4% 83.8% 91.6% 74.2%
59.3% 58.5% 58.0% 65.5% 66.0% 68.4% 62.6%
Monthly
Ranking
Monthly Average
Monthly Scorecard Performance Six Month
Average

Job Satisfaction Can be Managed!
SL’s
MTTR
Work/
Travel Time
Techs/
Total FTE’s
Absenteeism/
Turnover
First Level
Resolution
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
Coaching Career Path Training Hours
Service
Levels: MTTR
Scheduling
Efficiency
HR

HR
Career Path Also Drives Agent Job Satisfaction
Average = 80.7%
Average = 72.3%
100%
90%
80%
70%
60%
50%
40%
Agent Job Satisfaction
Agent Satisfaction with Career Path Agent Satisfaction without Career Path

Market Your Desktop!
4
3
2
1
Strategy
Customer
Enthusiasm
Human Resources
Metrics
Marketing
Metrics are used
holistically and
diagnostically
3. Metrics
Life-Cycle
management of
Human
Resources
2. HR
Actively manage
stakeholder
perceptions
4. Marketing
Focus on end-user
productivity
and TCO
1. Strategy
Description
Model
Component

Perception vs. Reality
Perceived Value = Actual Value
Marketing
LOWER ACTUALC OVASLTUE HIGHER
HIGHER
PERCEIVED
VALUE
LOWER
Perceived Value > Actual Value
Perceived Value < Actual Value

70
Where Does Your Desktop Support Operate?
A Common (but
Dangerous) Operating
Position
HIGHER
PERCEIVED
VALUE
LOWER
Marketing

71
Marketing
Operational Effectiveness First!
#1 Operational
Effectiveness
HIGHER
PERCEIVED
VALUE
LOWER
#2 Brand
Management

Closing
the
Perception
Gap
72
Closing the Perception vs. Reality Gap
Where you Should Be
HIGHER
PERCEIVED
VALUE
LOWER
Where you Are
Marketing

Marketing
Image Management: The Five W’s
1. Who – Who are the Key Stakeholder Groups?
2. What – What are the Key Messages?
3. When – When are You Going to Communicate Them?
4. Where/How – Where/How do You Reach the Stakeholders?
5. Why – Why are We Doing This?

Key Success Factors in Desktop Image Management
Timing
Frequent Contact
• New employee orientation
• At log-in
• During training
• During the incident
• At scheduled sessions
Messages Timing
Channels
Messages
Multiple Messages
• Services
• Major initiatives
• Performance Levels
• FAQ’s
• Success Stories
Channels
Use All Available
• User liaisons
• Newsletters
• Reference Guides
• Surveys
• Log-in messages
Marketing

Why are We Doing This?
Marketing
We’ve all heard the expression…
“Expectations Not Set…
are Expectations Not Met!
So, let’s get serious about proactively
managing expectations!

Marketing

Marketing
Driving a Positive View of Corporate IT
84%
47%
31% 29%
22%
19%
8%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Service Desk Desktop
Support
Network
Outages
VPN Training Enterprise
Applications
Desktop
Software
Factors Contributing to IT Customer Satisfaction
% Saying Very Important
 n = 1,044
 Global large cap companies
 Survey type: multiple choice
 3 responses allowed per survey
 84% cited the service desk as a very important factor in their overall satisfaction with corporate IT
 47% cited desktop support as a very important factor in their overall satisfaction with corporate IT

Marketing Summary
Marketing
 Managing the gap between perception and reality is fairly
straightforward
 It doesn’t take a lot of time, or cost a lot of money
 But it is critically important
 The success of Level 1 and Desktop Support depends as much on your
image, as it does on your actual performance!
 The Benefits of effective Image Management Include:
 Customer loyalty and positive word-of-mouth referrals
 Credibility, which leverages your ability to Get Things Done!
 A Positive Image for IT overall
 High levels of Customer Satisfaction

A Call to Action:
Your Opportunity to Excel!
79

A Mandate for Action!
Four Key Components
1. Strategy
2. Metrics
3. Human Resources
4. Marketing
4
3
2
1
Strategy
Customer
Enthusiasm
Human Resources
Metrics
Marketing

1. Think Strategically
Focus on adding value
 Proactive/Preventive
 Part of an end-to-end
support process
 Understand TCO
 Emphasize First
Level Resolution
 Recognize how value
is created
4
3
2
1
Strategy
Customer
Enthusiasm
Human Resources
Metrics
Marketing
Strategy

2. Performance Measurement
Diagnostic use of
KPI’s
 Small number of KPI’s
 Balanced scorecard
 Benchmarking
 Understand the KPI
correlations
4
3
2
1
Strategy
Customer
Enthusiasm
Human Resources
Metrics
Marketing
Metrics

3. Human Resource Management
Holistic approach to
Human Resources
 Invest in technician
training and
development
 Career pathing
 Coaching and
feedback
 Individual
Accountability
4
3
2
1
Strategy
Customer
Enthusiasm
Human Resources
Metrics
Marketing
HR

4. Marketing
Actively manage
your brand
 Perception vs.
reality
 Desktop Support
as driver of IT
perceptions
 Communicate
value
4
3
2
1
Strategy
Customer
Enthusiasm
Human Resources
Metrics
Marketing
Marketing

The Bottom Line on Desktop Support Best Practices
 Desktop Support is now being managed as a strategic asset
within the enterprise
 One that can reduce the overall cost of IT
 Dramatically improve the productivity of end-users
 And drive a positive view of IT
 Strategic Desktop Support organizations have a number of
success factors in common
1. Part of an end-to-end support process
2. An understanding of the economics of TCO for user support
3. Active efforts to maximize First Contact, and First Level resolution
rates
4. Use performance metrics diagnostically
5. Invest in technician training, coaching, and career pathing
6. Have active internal marketing efforts
7. And aggressively promote and communicate the value delivered
by Desktop Support

Six Ideas to Get You Started!
Measure
Six Opportunities
to Get Started!
1. Visit MetricNet at Fusion
2014 next week
2. Visit Our Website and
Become a Free Member
3. Connect with MetricNet on
Social Media
Implement 4. Register for Future
4
3
2
1
Customer
Enthusiasm
Diagnose
Prescribe
MetricNet Webcasts
5. Browse MetricNet’s
Resource Library
6. Purchase a MetricNet IT
Support Benchmark

87
More info at metricnet.com/fusion14
Session 302
Optimizing the Tradeoff:
Cost vs. Quality in Service and Support
Jeff Rumburg, Managing Partner at MetricNet
Monday, October 20 at 3:00 PM

Schedule Time with MetricNet at Fusion!
http://www.metricnet.com/schedule
88

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89

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Desktop Support Best Practices

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About MetricNet:
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101
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