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Quota System

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Quota System

themanbag
We are doing great business, our Help Desk is always busy, we have just instituted a Quota system with entering our Help Desk Tickets upon which we must meet daily.
Is this the beginning of the end for us, it has started with quantity rather then quality.
With bean counters looking over our performance stats per day.
Whats your take on this as I'm new to IT been in the field for three years, this strikes me as somewhat draconian.
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    NickNielsen Moderator

    Number of tickets opened daily?
    Number closed daily?
    Number of positive customer responses?

    The age of calls, the percentage of open calls closed each day, the average response time to a call, and the number of calls closed in a single visit are standard help desk metrics.

    If the quota is to close a minimum number of calls daily without regard to the number of calls actually open, find yourself new employment now. Run, do not walk, to the nearest exit. Do not pass Go, do not collect $200.

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    jmgarvin

    First call resolution isn't everything. You need to setup SLAs (external service contracts) or OLAs (internal service contracts) so you can REALLY know what you are doing.*

    I highly suggest finding a good tool that fits your needs, but before doing that:
    A) Define your processes
    B) Find an ITIL champion in your CIO/Director/Higher up Manager
    C) Implementing the processes without a tool
    D) Refine the processes and then implement a tool

    * I work for a company that sells such tools, but you really need to look into WHAT you are doing and WHY you are doing before you buy something...don't let the sales folks hear that though ;-)

    As has been said, what are you measuring? What isn't working? Why is the process broken? Is it too focused on first call resolution, call times, what?

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    CharlieSpencer

    Has anyone pointed out to the brass that you could simply open calls with each other and then close them later?

    Has anyone pointed out that one call for two hours fixing the CEO's remote connection issues is probably time better spent than a dozen calls helping Joe Keyboard change his default fault in Word or his signature file in Outlook?

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    jmgarvin

    Srsly.

    I've seen too many companies do crazy things (like base EVERYTHING off first call resolution) just because it's an easy metric.

    Real service desks need to aggregate data across many variables and REALLY pay attention to the meat factor.

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    boxfiddler Moderator

    What an objectifying term that is - meat factor. I b*tch about the term Human Resources because it objectifies/commodifies people, all the while this distinction between virtual and meat does a significantly more efficient job of reducing us to a package on a shelf.
    </rant>

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    jmgarvin

    I've decided if I'm going to be a human resource, I might as well go full Soylent Green. I am now just meat....

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    w2ktechman

    it all started with quota's. A few things to bring up -- mandate, once we lost someone (deskside support) we could not hire someone to take their place.
    Call volume changes constantly. Some months are busier than others. Add to that the unpredictability of bad patches, HW errors, and virus infections.

    That said, here is how things played out where I worked.

    3 weeks with low call volume, lose a person. after another 3 weeks, lose another person. Then we were hit from a bad patch, very busy and long delays for fixing things because we were down to 10 (from 12) people.
    During this, Code Red hit, and we were sent to fix this, including servers which we were normally not allowed to touch. We had to split the team into 2 groups, 1 for patches/other problems, 1 for code red.
    After this fiasco (lots of downtime for many people and some servers I may add) we hit a low call volume. Our high volume wouldnt roll over.......
    Needless to say, within a month we had to let someone else go. Then we got busy again, and once again, the lows hit. When I left, we were down to 5 people. At the same time the helpdesk got hit pretty good as well and help services turned to cr@p. All 5 of those left on deskside for 600 people, ended up leaving within a year. Last I heard they were down to 2 deskside people, and the team lead. This is because of the constant changing of duties as well, which were designed to lower call volumes for a period of time, to cut people, and then re-add services later.
    Basically, in my opinion, you are on a downward spiral, it may be time to brush up on certs and get out

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    0 Votes
    jmgarvin

    If a company doesn't take support seriously, move to another one.

    There are a large number of companies out there that actually care about supporting the customer well, find them and be happy.

  • +
    0 Votes
    NickNielsen Moderator

    Number of tickets opened daily?
    Number closed daily?
    Number of positive customer responses?

    The age of calls, the percentage of open calls closed each day, the average response time to a call, and the number of calls closed in a single visit are standard help desk metrics.

    If the quota is to close a minimum number of calls daily without regard to the number of calls actually open, find yourself new employment now. Run, do not walk, to the nearest exit. Do not pass Go, do not collect $200.

    +
    0 Votes
    jmgarvin

    First call resolution isn't everything. You need to setup SLAs (external service contracts) or OLAs (internal service contracts) so you can REALLY know what you are doing.*

    I highly suggest finding a good tool that fits your needs, but before doing that:
    A) Define your processes
    B) Find an ITIL champion in your CIO/Director/Higher up Manager
    C) Implementing the processes without a tool
    D) Refine the processes and then implement a tool

    * I work for a company that sells such tools, but you really need to look into WHAT you are doing and WHY you are doing before you buy something...don't let the sales folks hear that though ;-)

    As has been said, what are you measuring? What isn't working? Why is the process broken? Is it too focused on first call resolution, call times, what?

    +
    0 Votes
    CharlieSpencer

    Has anyone pointed out to the brass that you could simply open calls with each other and then close them later?

    Has anyone pointed out that one call for two hours fixing the CEO's remote connection issues is probably time better spent than a dozen calls helping Joe Keyboard change his default fault in Word or his signature file in Outlook?

    +
    0 Votes
    jmgarvin

    Srsly.

    I've seen too many companies do crazy things (like base EVERYTHING off first call resolution) just because it's an easy metric.

    Real service desks need to aggregate data across many variables and REALLY pay attention to the meat factor.

    +
    0 Votes
    boxfiddler Moderator

    What an objectifying term that is - meat factor. I b*tch about the term Human Resources because it objectifies/commodifies people, all the while this distinction between virtual and meat does a significantly more efficient job of reducing us to a package on a shelf.
    </rant>

    +
    0 Votes
    jmgarvin

    I've decided if I'm going to be a human resource, I might as well go full Soylent Green. I am now just meat....

    +
    0 Votes
    w2ktechman

    it all started with quota's. A few things to bring up -- mandate, once we lost someone (deskside support) we could not hire someone to take their place.
    Call volume changes constantly. Some months are busier than others. Add to that the unpredictability of bad patches, HW errors, and virus infections.

    That said, here is how things played out where I worked.

    3 weeks with low call volume, lose a person. after another 3 weeks, lose another person. Then we were hit from a bad patch, very busy and long delays for fixing things because we were down to 10 (from 12) people.
    During this, Code Red hit, and we were sent to fix this, including servers which we were normally not allowed to touch. We had to split the team into 2 groups, 1 for patches/other problems, 1 for code red.
    After this fiasco (lots of downtime for many people and some servers I may add) we hit a low call volume. Our high volume wouldnt roll over.......
    Needless to say, within a month we had to let someone else go. Then we got busy again, and once again, the lows hit. When I left, we were down to 5 people. At the same time the helpdesk got hit pretty good as well and help services turned to cr@p. All 5 of those left on deskside for 600 people, ended up leaving within a year. Last I heard they were down to 2 deskside people, and the team lead. This is because of the constant changing of duties as well, which were designed to lower call volumes for a period of time, to cut people, and then re-add services later.
    Basically, in my opinion, you are on a downward spiral, it may be time to brush up on certs and get out

    +
    0 Votes
    jmgarvin

    If a company doesn't take support seriously, move to another one.

    There are a large number of companies out there that actually care about supporting the customer well, find them and be happy.