- [Instructor] Here we see the core processes
that underpin the modern service desk.
For each, let's have a look at the process's purpose,
in the key metrics.
For metrics, while many traditional ITSs
and metrics apply to the modern service desk,
we'll emphasize those that are particular
to the modern service desk here.
Incident request management and agile continuous improvement
have been mentioned as core services
and are now mentioned here as processes.
This is because they include both the front end portion
that is seen and recognized as a service by users
and a back end portion that is not visible to users,
the workflows and processes
that underpin the service visible to the users.
Here, we cover the back end processes.
In incident management,
we employ processes to fix things that are broken.
This could be a user that's just can't work for some reason
or a device or a system that isn't working correctly
or at all.
In request management, we use processes to fulfill requests
for things users are entitled to
through their subscription to our services.
This may include requests for information
like when can I get that new software?
Or for service actions like,
can you move this person and their computer
from office A to office B?
Or for access to resources like,
can I have access to this Teams or SharePoint site?
Here are some of the metrics to track
on a modern service desk for incidents and requests.
E2E stands for end-to-end,
and in modern, that's what they must be,
not just service desk level one statistics,
but for end-to-end workflows for all teams,
because that is what the user experiences.
Note the traditional metrics like
first call closure rate or FCR can and should be used,
but must be subordinated to user experience metrics.
In agile continuous improvement,
we work in a time box sprint
to implement a set of improvements from our backlog,
improvements across services,
their configuration functionality and qualities,
service levels, channels, devices,
staff, processes, and tools.
Here's some of the metrics to track
for agile improvement projects.
The key here in modern is to track these factors
primarily from the perspective of the user
and not that other provider.
As it's their experience we're working to improve.
So for example, when we look at productivity increased,
we're capturing that primarily from the user's perspective,
if we become more productive, that's great.
We can track that too,
but that's only important to the extent
that it is increasing user productivity
and thus the user experience.
Reaping and sowing are two related measures.
Reaping is how much unused,
for example, licensed seats, cloud resources
have been turned off
and sowing is what extent is what we want people to take up,
for example, a new app or feature being taken up.
This process and its outcomes are the very center
of the modern service desk and drive all things.
It requires a tighter coupling
of the services and endpoint management.
Collaboration with all teams and tiers
for true end-to-end management
and improvement of experiences,
and end-to-end visible management.
It's much more than satisfaction
with service desk encounters.
It includes preempting contacts
and happiness with interactions on all channels
as captured by, for example, HappySignals.
In navigating your apps and web properties
as captured by, for example, Aternity.
And in using their laptops and tablets and phones
as captured by, for example, Nexthink.
Experienced metrics must include contacts preempted.
The user is happiest and most productive
when the need to contact is prevented in the first place.
Next, the user's happiness with
and productivity around interactions
at touchpoints is paramount.
We capture behavioral metrics like abandoned rates,
as well as attitudinal metrics
like perceptions around ease of use.
Note that metrics from other processes
like speed of service and number of reassignments
are also incorporated to give a full view of the experience.
Measurement and reporting and monitoring
is all about dashboards and reports,
making the status of work and progress
towards objectives visible end-to-end
across all service desk encounters,
services, channels, people, processes, and tools.
As with all other things modern,
the primary measurements and reports
are centered on the user experience.
All others fall under these, in supporting roles.
Here we see some of the metrics captured
for the measurement and reporting process.
There should be no surprise at this point
as to what the capture and what's at the top of the list.
At the bottom is the key metric for the measurement
and reporting process itself.
Are people reading reports?
Visiting dashboards?
What actions are they taking
and what benefits are they realizing as a result?
And what's their user experience
with dashboards and reports?
As you can see, just standing up reports and dashboards
with no telemetry and visualization into if they get used
and to what effect isn't enough in modern.
In traditional idea set for the service desk,
quality management is pointed squarely
at the quality of voice contacts,
but in modern, quality is applied to all channels.
This includes things like voice channel agent call,
and chat quality, and ticket metrics,
but also includes metrics across the self-service portal,
bot, IVR, and email,
both self-service interactions,
and human assistant interactions.
One tip is to use industry metrics for each of these
as a basis of understanding where you stand
and where you should aim for in terms of quality.
You can get these from sources like Gartner, HDI,
and experienced set of tool vendors
like HappySignals, Nexthink, Aternity,
CallMonitor, and Qualtrics.
Here we see some quality metrics
used by the modern service desk.
One key motion to get to modern is to mature
other than voice channel quality metrics.
Often traditional services are heavily weighted towards
quality metrics and efforts around the voice channel
on agent-assisted voice calls
and have little or no visibility into the quality
of the experience on other channels,
especially self-service channels like the bot.
In modern, we must have the telemetry
to see into the quality on all channels,
not just the voice channel,
because they're all part of the experience.
One thing that should stand out here
is that in modern, knowledge management includes both
analyst or service desk facing and user-facing knowledge.
Another is that it's not enough to put knowledge out there.
You must continuously groom it,
and you must have the telemetry to tell
if it's being used or not,
and to what effect?
It must be the right knowledge and the right form factor.
And right here means that it engenders a great experience.
The focus here is squarely on what people are doing
with the knowledge you're putting out there,
what their experience is from their perspective
and what benefits they're realizing from it.
So the user experience is again at the center
here in relation to knowledge use.
Training bots is in scope, as is training agents,
especially on remediations and experience tools,
as well as users, which can be done in a variety of ways
like quick hit videos.
The last item on this list is worth noting.
What is the spread of knowledge across form factors?
Things like DIY videos, click the fix solutions, and so on.
And what is the uptake on each by users?
A critical incident
is an incident with a significant business impact
requiring an immediate coordinated resolution
like a cyber attack or a data breach.
A problem is the unknown underlying cause
of one or more incidents.
The modern service desk
typically does not own or facilitate these processes,
but is a key participant in each.
As such, there must be ownership within the service desk
for handling and coordinating the service desk role
in helping prevent such critical incidents and problems
in the first place and to handle them well
when they do occur.
A key here is to brainstorm ideas
for better handling critical incidents and problems
when they do occur while a critical incident
and problem situations are still fresh in mind.
And then to take action on these ideas.
That's why we track them here.
Another key is tracking trends
that suggest likely situations.
And another is on what we are doing to reduce
and eliminate critical incidents and problems
and the impact those initiatives are having.
And lastly, proper critical incident response
is like what firefighters do in preparation for fires.
They aren't sitting in a firehouse trying to figure out
should they put their pants on before their shoes
or the shoes on before their pants, when the bell rings,
they have practiced and drilled what to do
into muscle memory.
That is what we must do.
And that's why we track it here.