- [Instructor] Happy Signals Global IT Experience Benchmark
found that "My ticket was not solved"
was the single biggest factor affecting happiness.
And yes, this is the biggest reason,
even after tickets were closed.
Think about your own experience with this kind of situation.
Maybe the agent was satisfied just to follow a script.
Maybe they were overloaded
and just needed to get on to the next ticket,
or maybe they were paid on first call closure rate
and prioritize meeting internal IT metrics
over your user experience.
Let's look at some other reasons why this might occur.
Happy Signals Experience Benchmark
found that after speed of service and attitudes encounter,
my ticket was not saw solved
was the biggest factor affecting happiness.
Here we see some of the factors cited in their report.
How can we clean this up?
Well, the first thing to do is to make sure
people are clear on what success looks like.
That means focusing them on and rewarding them for
successful user experiences,
not on meeting internally focused IT metrics
like first call closure rates.
The implication here is that you must have insight
into the actual user experience
through tools like CallMiner
in order to see and reward the right behaviors.
Outputs are deliverables which may or may not support
the outcomes that users seek.
For example, if you get a haircut,
you don't seek the output, haircut done, check.
More likely the outcome you want
is that your significant other
thinks that looks good and not goofy.
It is easier to understand and meet outputs than outcomes.
But outcomes are what users seek.
That's why we must pursue them.
Let's have a look at how.
To meet outcomes, you must take the time
to understand your users and their jobs to be done,
and the stories they seek to fulfill,
as shown in the example here.
You can think of jobs to be done
as the overall things that stakeholders seek to achieve
and user stories as a more granular piece of doing so.
This requires mapping out stakeholder journeys,
understanding the touch points,
where they have interactions with us,
and understand the outcomes they seek at each,
and not just the outputs.
Another way to think of this
and get everyone on the same page
as to what behaviors will be tracked and rewarded
is by agreeing on a definition of done.
Agreeing on a definition of done
ensures members of the team have a transparent,
shared understanding of what needs to happen
for any piece of work to be completed
to the agreed standard.
Think of it as a checklist that defines
what's needed for a ticket to be closed.
Here's a sample definition of done checklist
to prevent the situation where the user indicates
the result of the interaction with the service desk is,
my ticket was not solved.
You can use this or tailor it to your situation.
In any case, you must have a shared agreement
on what done looks like within your team.
And a shared understanding that getting things done
is what will be rewarded.
For that, you also need insight
into the user's jobs to be done,
and the telemetry for you to have insight
into the true user experience.
Here are a few possible remediations to prevent the,
my ticket was not solved situation.
In the first, reducing surface area.
That means reducing the number of entry points
into the system and making it clear in the user's language,
where to go for what.
The next three remediations involve
agreeing to policies to incorporate
into your definition of done.
One final piece of advice here,
people do what they're rewarded to do.
So none of this will be effective if you clearly reward,
for example, first call closure rate over good experiences,
and you won't be able to reward good experiences
without having the tools that give you insight into them.
So get that insight so you can track and reward
the right things.