1. ITIL® OSA - Operational Support and Analysis

The Service Desk: Staffing and Managing the Service Desk by IT Training Zone

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About the Lecture

The lecture The Service Desk: Staffing and Managing the Service Desk by IT Training Zone is from the course ITIL® OSA - Operational Support and Analysis . It contains the following chapters:

  • Lesson Contents
  • Staffing Levels
  • Exercise – Training
  • Super Users
  • Exercise – SD Measurement
  • Survey Methods
  • Outsourcing the SD

Included Quiz Questions

  1. How business critical the services supported are
  2. The complexity of the infrastructure
  3. The number of users supported
  4. The availability of self-help such as self-service password re-sets
  5. The capacity of the telephone system
  1. A high first contact fix may require longer call lengths, and therefore more staff
  2. The availability of a Known Error database will enable repeat incidents to be resolved more quickly, therefore reducing the number of staff required
  3. Neither
  1. Use part-time staff
  2. Overflow calls to second-line staff
  3. Put a message on the phone system telling callers that they should phone back later, then disconnect their call
  4. Increase the permanent headcount to be able to cope with the busiest times
  1. Unskilled staff are cheaper, so it may be possible to employ more of them, to ensure calls are answered quickly
  2. The first time fix rate will be lower, causing delays in resolving the incident
  3. Neither
  1. Training costs will be greater to ensure the staff reach the required skill level
  2. A skilled Service Desk may reduce the demand for second-line support staff
  3. Neither
  1. The integration of Event and Incident Management
  2. The effectiveness of Problem Management
  3. The availability of skilled staff across all shifts
  4. The availability of tools to allow remote takeover of user’s PCs
  1. Listening skills
  2. Empathy
  3. Knowledge of the business
  4. Detailed technical knowledge of the key services
  1. Ensure that resolutions to common incidents are well-documented to enable new staff to be effective quickly
  2. Keep skill-levels on the Service Desk low, so staff who leave can be replaced quickly, without a delay whilst the new staff are trained
  3. Neither
  1. They may also offer support on the use of the service to achieve business aims
  2. They may move jobs, and their replacement may not be willing or able to take on the super-user role
  3. They may not always be available (on holiday, sick etc.)
  4. They will provide support on the complete range of services provided
  1. Training Service Desk staff may encourage staff retention
  2. Training Service Desk staff is a waste of money, due to high staff turnover
  3. Neither
  1. Without measurements, it is impossible to track improvements
  2. Staff may change their behaviour to meet what is being measured, leading to a drop in effectiveness in other areas
  3. Neither
  1. Rising customer satisfaction scores
  2. Fewer abandoned calls
  3. Fewer incidents directed to the wrong team
  4. Fewer repeat incidents
  5. Fewer repeat requests
  1. Service Desk staff will be focused on achieving a high score, rather than immediately escalating incidents, which will benefit the users
  2. Staff may spend too long on an incident, attempting a first time fix, rather than escalating it to a team who can fix it
  3. Staff may not share knowledge with one another, so as to achieve a better score than their colleagues
  4. Call lengths may increase, causing longer wait times
  5. Staff will be motivated to raise problem records for a permanent fix to incidents
  1. The cost of resolution at the Service Desk should be compared to the cost of resolution at 2nd or 3rd line
  2. The cost to the business of an incident should be included
  3. Neither
  1. Surveys should be short and simple, to encourage users to complete them
  2. Such surveys are useless, as only dissatisfied users complete them
  3. Neither
  1. Surveying the same group of users repeatedly, to track whether their opinion changes over time
  2. Asking the user to rate the service at the end of each call
  3. Following up a % of calls with a survey later
  4. Focus group discussions
  1. To free IT staff from the non-core activity of providing support
  2. To give users access to a broader range of skilled staff to assist them
  3. To be able to exploit diagnostic tools that would not be cost-effective for an in-sourced desk
  4. To achieve cost savings
  1. The Service Desk tools should integrate with those used by other support teams
  2. If the out-sourced Service Desk is judged by numbers of incidents handled, or first time fix rate, this will discourage the resolution of the underlying problem
  3. Neither
  1. The outsourcing contract is an underpinning contract to the SLA
  2. The agreement should be managed by Supplier Management
  3. The outsourcing contract is an operational level agreement to the SLA
  4. The outsourcing contract takes the place of the SLA
  1. Potential language difficulties
  2. How knowledge about new services will be transferred to the Desk
  3. The need (and cost) for hands-on support where remote resolution is not possible
  4. Career progression for Service Desk staff

Author of lecture The Service Desk: Staffing and Managing the Service Desk

IT Training Zone

IT Training Zone

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