ITIL Service Desk Management
The Service Desk is the single point of contact between service providers and Users, on a day-to-day basis. It is also a focal point for reporting Incidents and making service requests. As such, the Service Desk has an obligation to keep Users informed of service events, actions and opportunities that are likely to impact their ability to pursue their day-to-day activities. For example, the Service Desk might act as the focal point for Change Requests from Users, issuing Change Schedules on behalf of Change Management, and keeping Users informed of progress on Changes. Change Management should therefore ensure that the Service Desk is kept constantly aware of Change activities.
The Service Desk is in the direct firing line of any impact on the SLAs and as such needs rapid information flows.
The Service Desk may be given delegation to implement Changes to circumvent Incidents within its sphere of authority. The scope of such Changes should be predefined and the Change Management function should be informed about all such Changes. Prior approval of Change Management is essential before Changes of specification of any CI are implemented.
Goals
The primary aim of the Service Desk is to restore the 'normal service' to the users as quickly as possible. In this context 'restoration of service' is meant in the widest possible sense. While this could involve fixing a technical fault, it could equally involve fulfilling a service request or answering a query - anything that is needed to allow the users to return to working satisfactorily. Specific responsibilities will include:
- Logging all relevant incident/service request details, allocating categorization and prioritization codes
- Providing first-line investigation and diagnosis
- Resolving those incidents/service requests they are able
- Escalating incidents/service requests that they cannot resolve within agreed timescales
- Keeping users informed of progress
- Closing all resolved incidents, requests and other calls
- Conducting customer/user satisfaction call-backs/surveys as agreed
- Communication with users - keeping them informed of incident progress, notifying them of impending changes or agreed outages, etc.
- Updating the CMS under the direction and approval of Configuration Management if so agreed.
More on Service Desk Management
Read more on Service Desk Management here:
Service Desk Management - Justification and role of the Service Desk
Very little justification is needed today for a Service Desk, as many organizations have become convinced that this is by far the best approach for dealing with firstline IT support issues. One only needs ask the question 'What is the alternative?' to make a compelling case for the Service Desk concept. Where further justification is needed, the following benefits should be considered:
- Improved customer service, perception and satisfaction
- Increased accessibility through a single point of contact, communication and information
- Better-quality and faster turnaround of customer or user requests
- Improved teamwork and communication
- Enhanced focus and a proactive approach to service provision
- A reduced negative business impact
- Better-managed infrastructure and control
- Improved usage of IT Support resources and increased productivity of business personnel
- More meaningful management information for decision support
- It is common practice that the Service Desk provides 'entry-level' positions for ITSM staff. Working on the Service Desk is an excellent 'grounding' for anyone who wishes to pursue a career in Service Management. However, this could also present challenges with people who do not understand the business or technology. Users calling the Service Desk should be able to speak to someone who is able to address their needs, and Service Desk Analysts should not be burned out in less than a year because of undue stress. Care should be taken to select appropriately skilled individuals with a good understanding of the business and to provide adequate training - thus preventing reduction in levels of support due to a lack of knowledge at the first line.
Service Desk Management - Staff
The issues involved in, and criteria for, establishing the appropriate staffing model and levels are discussed in this section. They include the Service Desk Manager, Supervisor, Analysts and, in some organizations, these roles are complemented by business users ('Super Users') who provide first-line support.
The following factors should be considered when deciding staffing levels:
- Customer service expectations
- Business requirements, such as budget, call response times, etc.
- Size, relative age, design and complexity of the IT Infrastructure and Service Catalogue - for example, the number and type of incidents, the extent of customized versus standard off-the-shelf software deployed, etc.
- The number of customers and users to support, and associated factors such as:
- Number of customers and users speaking a different language
- Skill level
- Incident and Service Request types (and types of RFC if appropriate):
- Duration of time required for call types (e.g. simple queries, specialist application queries, hardware, etc.)
- Local or external expertise required
- The volume and types of incidents and Service Requests
- The period of support cover required, based on:
- Hours covered
- Outitilfoundations.comf-hours support requirements
- Time zones to be covered
- Locations to be supported (particularly if Service Desk staff also conduct desk-side support)
- Travel time between locations
- Workload pattern of requests (e.g. daily, month end, etc.)
- The service level targets in place (response levels etc.)
- The type of response required:
- Telephone
- E-mail/fax/voice mail/video
- Physical attendance
- Online access/control
- The level of training required
- The support technologies available (e.g. phone systems, remote support tools, etc.)
- The existing skill levels of staff
- The processes and procedures in use.
All these items should be carefully considered before making any decision on staffing levels. This should also be reflected in the levels of documentation required. Remember that the better the service, the more the business will use it. A number of tools are available to help determine the appropriate number of staff for the Service Desk. These workload modelling tools are dependent on detailed 'local knowledge' of the organization such as call volumes and patterns, service and user profiles, etc.
Service Desk Management - Skill
An organization must decide on the level and range of skills it requires of its Service Desk staff - and then ensure that these skills are available at the appropriate times.
A range of skill options are possible, starting from a 'call-logging' service only - where staff need only very basic technical skills - right through to a 'technical' Service Desk where the organization's most technically skilled staff are used. In the case of the former, there will be a high handling but low resolution rate, while in the latter case this will be reversed.
The decision on the required skills level will often be driven by target resolution times (agreed with the business and captured in service level targets), the complexity of the systems supported and 'what the business is prepared to pay'. There is a strong correlation between response and resolution targets and costs - generally speaking, the shorter the target times, the higher the cost because more resources are required.
While there may be instances when business dependency or criticality make a highly technically skilled desk an imperative, the optimum and most cost-effective approach is generally to have a 'call-logging' first line of support via the Service Desk, with quick and effective escalations to more skilled second-line and thirdline resolution groups where skilled staff can be concentrated and more effectively utilized. However, this basic starting point can be improved over time by providing the first-line staff with an effective knowledge-base, diagnostic scripts and integrated support tools (including a CMS), as well as ongoing training and awareness, so that first-line resolution rates can gradually be increased.
This can also be achieved by locating second-level staff on the Service Desk, effectively creating a two-tier structure. This has advantages of making secondlevel staff available to help deal with peak call periods and to train more junior personnel, and it will often increase the first-call resolution rate. However, second-line staff often have duties outside of the Service Desk - resulting in rosters having to be managed or second-line staff positions being duplicated. In addition, having to deal with routine calls may be demotivating for more experienced staff. A further potential drawback is that the Service Desk becomes really good at resolving calls, whereas second-line staff should be focused on removing the root cause instead.
Another factor to consider when deciding on the skills requirements for Service Desk staff is the level of customization or specialization of the supported services. Standardized services require less specific knowledge to provide quality customer support. The more specialized the service, the more likely specialist knowledge will be required on the first call.
Note that first-line resolution rates can be reduced by effective Problem Management, which will reduce a number of the simpler, repetitive incidents. In such cases, although the resolution rates appear to be going down, the overall service quality will have improved by the complete removal of many incidents. While this is good, if Service Desk staff are paid incentives or bonuses for firstcall resolution, it could prove disastrous for morale and process effectiveness, unless the bonus threshold is reviewed.
Improvements in resolution times/rates should not be left to chance, but should instead be part of an ongoing Service Improvement Programme (see the Continual Service Improvement publication for fuller details).
Once the required skill levels have been identified, there is an ongoing task to ensure that the Service Desk is operated in such a way that the necessary staff obtain and maintain the necessary skills - and that staff with the correct balance of skills are on duty at appropriate times so that consistency is maintained. This will involve an ongoing training and awareness programme which should cover:
- Interpersonal skills, such as telephony skills, communication skills, active listening and customer-care training.
- Business awareness: specific knowledge of the organization's business areas, drivers, structure, priorities, etc.
- Service awareness of all the organization's key IT services for which support is being provided
- Technical awareness (and deeper technical training to the appropriate level, depending upon the resolution rate sought)
- Depending on level of support provided, some diagnosis skills (e.g. Kepner and Tregoe)
- Support tools and techniques
- Awareness training and tutorials in new systems and technologies, prior to their introduction
- Processes and procedures (most particularly Incident, Change and Configuration Management - but an overview of all ITSM processes and procedures)
- Typing skills to ensure quick and accurate entry of incident or Service Request details.
For such a programme to be effective, skill requirements and levels should be evaluated periodically and training records maintained.
Careful formulation of staffing rotations or schedules should be maintained so that a consistent balance of staff experience and appropriate skill levels are present during all critical operational periods. It is not sufficient to have only the right number of staff on duty - the correct blend of skills should also be available.
Service Desk Management - Skill level
An organization must decide on the level and range of skills it requires of its Service Desk staff - and then ensure that these skills are available at the appropriate times.
A range of skill options are possible, starting from a 'call-logging' service only - where staff need only very basic technical skills - right through to a 'technical' Service Desk where the organization's most technically skilled staff are used. In the case of the former, there will be a high handling but low resolution rate, while in the latter case this will be reversed.
The decision on the required skills level will often be driven by target resolution times (agreed with the business and captured in service level targets), the complexity of the systems supported and 'what the business is prepared to pay'. There is a strong correlation between response and resolution targets and costs - generally speaking, the shorter the target times, the higher the cost because more resources are required.
While there may be instances when business dependency or criticality make a highly technically skilled desk an imperative, the optimum and most cost-effective approach is generally to have a 'call-logging' first line of support via the Service Desk, with quick and effective escalations to more skilled second-line and thirdline resolution groups where skilled staff can be concentrated and more
effectively utilized. However, this basic starting point can be improved over time by providing the first-line staff with an effective knowledge-base, diagnostic scripts and integrated support tools (including a CMS), as well as ongoing training and awareness, so that first-line resolution rates can gradually be increased.
This can also be achieved by locating second-level staff on the Service Desk, effectively creating a two-tier structure. This has advantages of making secondlevel staff available to help deal with peak call periods and to train more junior personnel, and it will often increase the first-call resolution rate. However, second-line staff often have duties outside of the Service Desk - resulting in rosters having to be managed or second-line staff positions being duplicated. In addition, having to deal with routine calls may be demotivating for more experienced staff. A further potential drawback is that the Service Desk becomes really good at resolving calls, whereas second-line staff should be focused on removing the root cause instead.
Another factor to consider when deciding on the skills requirements for Service Desk staff is the level of customization or specialization of the supported services. Standardized services require less specific knowledge to provide quality customer support. The more specialized the service, the more likely specialist knowledge will be required on the first call.
Note that first-line resolution rates can be reduced by effective Problem Management, which will reduce a number of the simpler, repetitive incidents. In such cases, although the resolution rates appear to be going down, the overall service quality will have improved by the complete removal of many incidents. While this is good, if Service Desk staff are paid incentives or bonuses for firstcall resolution, it could prove disastrous for morale and process effectiveness, unless the bonus threshold is reviewed.
Improvements in resolution times/rates should not be left to chance, but should instead be part of an ongoing Service Improvement Programme (see the Continual Service Improvement publication for fuller details). Once the required skill levels have been identified, there is an ongoing task to ensure that the Service Desk is operated in such a way that the necessary staff obtain and maintain the necessary skills - and that staff with the correct balance of skills are on duty at appropriate times so that consistency is maintained. This will involve an ongoing training and awareness programme which should cover:
- Interpersonal skills, such as telephony skills, communication skills, active listening and customer-care training.
- Business awareness: specific knowledge of the organization's business areas, drivers, structure, priorities, etc.
- Service awareness of all the organization's key IT services for which support is being provided
- Technical awareness (and deeper technical training to the appropriate level, depending upon the resolution rate sought)
- Depending on level of support provided, some diagnosis skills (e.g. Kepner and Tregoe)
- Support tools and techniques
- Awareness training and tutorials in new systems and technologies, prior to their introduction
- Processes and procedures (most particularly Incident, Change and Configuration Management - but an overview of all ITSM processes and procedures)
- Typing skills to ensure quick and accurate entry of incident or Service Request details.
For such a programme to be effective, skill requirements and levels should be evaluated periodically and training records maintained. Careful formulation of staffing rotations or schedules should be maintained so that a consistent balance of staff experience and appropriate skill levels are present during all critical operational periods. It is not sufficient to have only the right number of staff on duty - the correct blend of skills should also be available.
Service Desk Management - Training
It is vital that all Service Desk staff are adequately trained before they are called upon to staff the Service Desk. A formal induction programme should be undertaken by all new staff, the exact content of which will vary depending upon the existing skill levels and experience of the new recruit, but is likely to include many of the required skills as described above.
Where possible, a business awareness programme, including short periods of secondment into key business areas, should be provided for new staff who do not already have this level of business awareness.
When starting on the Service Desk, new staff should initially 'shadow' experienced staff - sit with them and listen in on calls - before starting to take calls themselves with a mentor listening in and able to intervene and provide support where necessary. The mentor should initially review each call with the trainee after it concludes to learn any lessons. The frequency of such reviews should be gradually reduced as experience and confidence grows but the mentor should still be available to provide ongoing support even when the trainee has reached the stage of going solo.
Mentors may need to be trained on how to mentor. Service Desk experience and technical skills are not the only requirements for mentoring. Effective knowledgetransfer skills and the ability to teach without being condescending or threatening are equally important.
A programme will be necessary to keep Service Desk staff's knowledge up to date - and to make them aware of new developments, services and technologies. The timing of such events is critical so as not to impact upon the normal duties. Many Service Desks find that it is best to organize short 'tutorials' during quiet periods when staff are less likely to be needed for call handling.
Note: Investment should also be made in the professional development of Service Desk staff. Internal mentoring and shadowing second- and third-level support staff is a good start, but bestitilfoundations.comf-breed Service Desks benefit from a formalized programme of staff development. Organizational commitment to professional development helps instil a sense of accomplishment and opportunity to staff. This often leads to innovation in Service Desk operation (such as specialized services) which in turn drive operational efficiencies at all tier levels of support. It helps to build skills that can be used in their current role as well as it jump-starts the training for a new role. While it is important to develop their core competencies in their current role, having a clear career path and recognising future requirement and development needs is also important.
Service Desk Management - Metrics
Metrics should be established so that performance of the Service Desk can be evaluated at regular intervals. This is important to assess the health, maturity, efficiency, effectiveness and any opportunities to improve Service Desk operations.
Metrics for Service Desk performance must be realistic and carefully chosen. It is common to select those metrics that are easily available and that may seem to be a possible indication of performance; however, this can be misleading. For example, the total number of calls received by the Service Desk is not in itself an indication of either good or bad performance and may in fact be caused by events completely outside the control of the Service Desk - for example a particularly busy period for the organization, or the release of a new version of a major corporate system.
An increase in the number of calls to the Service Desk can indicate less reliable services over that period of time - but may also indicate increased user confidence in a Service Desk that is maturing, resulting in a higher likelihood that users will seek assistance rather than try to cope alone. For this type of metric to be reliable for reaching either conclusion, further comparison of previous periods for any Service Desk improvements implemented since the last measurement baseline, or service reliability changes, problems, etc. to isolate the true cause for the increase is needed.
Further analysis and more detailed metrics are therefore needed and must be examined over a period of time. These will include the call-handling statistics previously mentioned under telephony, and additionally:
- The first-line resolution rate: the percentage of calls resolved at first line, without the need for escalation to other support groups. This is the figure often quoted by organizations as the primary measure of the Service Desks performance - and used for comparison purposes with the performance of other desks - but care is needed when making any comparisons. For greater accuracy and more valid comparisons this can be broken down further as follows:
- The percentage of calls resolved during the first contact with the Service Desk, i.e. while the user is still on the telephone to report the call
- The percentage of calls resolved by the Service Desk staff themselves without having to seek deeper support from other groups. Note: some desks will choose to co-locate or embed more technically skilled second-line staff with the Service Desk (see Incident Management for further details). In such cases it is important when making comparisons to also separate out (i) The percentage resolved by the Service Desk staff alone; and (ii) The percentage resolved by the first-line Service Desk staff and secondline support staff combined.
- Average time to resolve an incident (when resolved at first line)
- Average time to escalate an incident (where first-line resolution is not possible)
- Average Service Desk cost of handling an incident. Two metrics should be considered here:
- Total cost of the Service Desk divided by the number of calls. This will provide an average figure which is useful as an index and for planning purposes but does not accurately represent the relative costs of different types of calls
- By calculating the percentage of call duration time on the desk overall and working out a cost per minute (total costs for the period divided by total call duration minutes') this can be used to calculate the cost for individual calls and give a more accurate figure.
- Percentage of customer or user updates conducted within target times, as defined in SLA targets
- Average time to review and close a resolved call
- The number of calls broken down by time of day and day of week, combined with the average call-time metric, is critical in determining the number of staff required.
Further general details on metrics and how they should be used to drive forward service quality is included in the Continual Service Improvement publication.
Service Desk Management - Customer/user satisfaction surveys
As well as tracking the 'hard' measures of the Service Desk's performance (via the metrics described above), it is also important to assess 'soft' measures - such as how well the customers and users feel their calls have been answered, whether they feel the Service Desk operator was courteous and professional, whether they instilled confidence in the user.
This type of measure is best obtained from the users themselves. This can be done as part of a wider customer/user satisfaction survey covering all of IT or can be specifically targeted at the Service Desk issues alone.
One effective way of achieving the latter is through a call-back telephone survey, where an independent Service Desk Operator or Supervisor rings back a small percentage of users shortly after their incident has been resolved, to ask the specific questions needed.
Care should be taken to keep the number of questions to a minimum (five to six at the most) so that the users will have the time to cooperate. Also survey questions should be designed so that the user or customer knows what area or subject questions are about and which incident or service they are referring to. The Service Desk must act on low satisfaction levels and any feedback received.
To allow adequate comparisons, the same percentage of calls should be selected in each period and they should be rigorously carried out despite any other time pressures.
Surveys are a complex and specialized area, requiring a good understanding of statistics and survey techniques. This publication will not attempt to provide an overview of all of these, but a summary of some of the more widely used techniques and tools is listed:
| Technique/Tool | Advantages | Disadvantages |
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After-call survey Callers are asked to remain on the phone after the call and then asked to rate the service they were provided |
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Outbound telephone survey Customers and users who have previously used the Service Desk are contacted some time after their experience with the Service Desk |
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Personal interviews Customers and users are interviewed personally by the person doing the survey. This is especially effective for customers or users who use the Service Desk extensively or who have had a very negative experience |
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Group interviews Customers and users are interviewed in small groups. This is good for gathering general impressions and for determining whether there is a need to change certain aspects of the Service Desk, e.g. service hours or location |
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Postal/e-mail surveys Survey questionnaires are mailed to a target set of customers and users. They are asked to return their responses by e/mail |
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Online surveys Questionnaires are posted on a website and users and customers encouraged via e-mail or links from a popular site to participate in the survey |
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The percentage of respondents cannot be predicted |