Metrics that Matter: Focusing on key metrics for an efficient service desk and happy users

1. FreshTheme

2. 20+ years in ITSM (Wall Street, PwC, InfoManage)
SMB, Mid-market and Enterprise
Infrastructure, software, desktop, helpdesk
Alan Berkson
Director of Community Outreach
Freshservice

3. Why do we need metrics?
Feedback loop for improvement
Show ROI

4. Q.What do you do?

5. A. Keep you up and running.
Q.What do you do?

6. How will your success be

7. Why do we need metrics?
Cost per Contact?
Uptime?
SLA’s?
First Contact Resolution Rate?
End-user Satisfaction?
Agent Utilization?
Agent Satisfaction?

8. The burning questions
• How do you justify your existence?
• How do you know what staffing levels are needed?
• How do you know when you need to hire additional
staff?
• What skillsets do you need?
• How can you tell how efficient your service desk is now?
• Do your users have visibility into the process? Do they
know what to expect? Are they happy?

9. Acme Entertainment
Case study

10. Acme Entertainment
CIO is concerned about the quality and effectiveness of
her Help Desk and IT infrastructure support.
• Organization has grown over the last 5 years;
• Implemented e-commerce site – went from extended
business day to 24x7 support;
• IT director wants to add more staff because they feel
overworked;
• User community not entusiastically satisfied with overall
support.
The Challenge

11. The Challenge
50+remote
users
400+
Users
75+400
24x7website/eCommerce
8am-8pm M-F
10am-8pm Sat
12pm-6pm Sun
Acme Entertainment

12. IT Director
Senior System/Network Administrator
System administrator
Application Support
3 Helpdesk/Desktop Support
Acme Entertainment
Staffing

13. User concerns
“Insufficient
knowledge of
common applications
– need product
experts for MS
Office.”
“Problems not fixed
immediately tend to
linger without being
resolved.”
“Help Desk
technicians can’t
judge the level of
expertise of the
caller.”
“Help Desk
doesn’t
distinguish
between a real
emergency and
just a problem.”
“Help Desk not
directly connected
to Application
Support – should
be one phone call.”
“No weekend support for Citrix.”
“Help Desk
technicians don’t
understand how
users use
technology.”
“Not enough communication as to the status of open issues.”
“Not enough “root
cause analysis” –
fixing a symptom
but not the
problem.”
Acme Entertainment

14. Acme Entertainment
Case study
How can we help them?

15. 3METRICS
THREE
KEY
SLA
Load
CSAT
Acme Entertainment

16. 3 Key Metrics
Happy Customers?
SLA
Load
CSAT
Setting/Meeting Expectations
Understanding time/effort spent

17. Service Level Agreements
More than half the battle in having
satisfied end-users?
Setting and managing expectations.
SLA

18. What will you do?
When will it be done?
Service Level Agreements
SLA

19. Help your customers understand how to do
business with you.
Service Level Agreements
SLA

20. What will you do?
• Service Catalog
• Priority Based SLA’s (P1=2hr, P2=8hr, P3=Next Day)
• Incidents vs. Service Requests
SLA
Service Level Agreements

21. So How DoYou HitYour SLA’s?

22. So How DoYou HitYour SLA’s?
(Hint: How are you spending your time?)

23. SLA
Important Not Important
Urgent
Not urgent

24. SLA
Important Not Important
Urgent
Not urgent
You’re going to have a mix of incidents requests and service
requests.
Incidents are urgent but not always important
Incidents can be related to Problems
Problems are often important but may not be urgent.

25. Where are you spending your
TIME?

26. Load
Incidents
Service Requests
Problems
Change Requests
Load

27. Load
When the phone rings (or email/chat/etc),
it’s generally:
a) Incident
b) Service Request
Load

28. Increases….
Do you need to hire more
people?
What are the “hotspots?”
Load
Load -Volume of tickets

29. Load -Volume of tickets
It’s normal that the volume of tickets will increase.
The question is the type of tickets that are increasing:
1- Service requests
2- Incidents
Load

30. or
Load

31. Problem = Known Issues
Problem Aging
Problem Management
Load

32. An increase in incidents could mean you’re not handling
problems and known issues.
Problem Management = Reduced Load
- Problem aging
- Known issues
Load
Load - indications

33. Load - indications
Where are your hotspots?
Pinpoint where you need to focus
Are there underlying problems not
being addressed?
Load

34. Is the customer
HAPPY?

35. Customer Satisfaction
Surveys
As simple as Good/OK/Bad.
CSAT
After each ticket
Random users
Periodic Audits

36. Focusing on just these metrics:
Move from incident-driven mentality to problem
management mentality
Volume of Incidents (and tickets) go down
Realistic SLA’s give more transparency and manage
expectations
Customer satisfaction – and confidence – go up; trust
No change in staffing levels
Results
CSAT
Acme Entertainment

37. Key Metrics
Happy Customers?
SLA
Load
CSAT
Setting/Meeting Expectations
Understanding time/effort spent

38. freshservice.com
@freshserviceapp