Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

Support Center Back Office Model

8.628 visualizaciones

Publicado el

Framework on a best in class back office support model.

Publicado en: Tecnología
  • Hello! I do no use writing service very often, only when I really have problems. But this one, I like best of all. The team of writers operates very quickly. It's called ⇒ ⇐ Hope this helps!
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí
  • but all of our surveys do! ☺☺☺
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí
  • Using My Methods, Linda Hopkins Went From An A Cup to a C Cup in Just 5 Weeks and 5 Days! ★★★
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí
  • Don't forget another good way of simplifying your writing is using external resources (such as ⇒ ⇐ ). This will definitely make your life more easier
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí
  • MADE $30 ON MY FIRST DAY! Being a fresh graduate and having lots of free time, I stumbled upon your site when I was searching for work at home opportunities, good thing I did! Just on my first day of joining I already made $30! Now I'm averaging close to $80 a day just for filling out surveys! ■■■
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí

Support Center Back Office Model

  1. 1. Building a ‘World-Class Back Office’ Bob Barnes Global Head Technology Services Celgene
  2. 2. Agenda Roles and Responsibilities Ratio’s Cost Value Added Business Case
  3. 3. Roles and Responsibilities What makes up the back office? Quality Reporting/Metrics Process & Procedures DR/BCP Work-Force Management Training New Business Integration Knowledge Management (KCS)
  4. 4. Quality Management
  5. 5. Quality Agent Scorecards Ticket Quality Audits Customer Satisfaction Survey Agent Recognition Page Complaints and Issues Issue Tracking Root Cause Analysis Trending
  6. 6. Service Desk Agent Scorecard Measurements Agent Scorecard – Why Assess Individually Agent Assessments are performed individually to ensure that the qualities of a World Class Help Desk are maintained. Scorecard Components: • NICE Evaluations • Schedule Adherence • First Call Resolution • Customer Satisfaction • Operating Principles/Competencies • Service Level
  7. 7. Scorecard Components Your Agent Assessment reflects the same Service Desk Team qualities that will ensure our success as a World Class Helpdesk. Qualities of a World Class Help Desk Scorecard Component Handling Customers in a Standardized Call Recording manner - presenting one face. Well documented Calls - Incidents in accordance Call Recording with the Incident Management process. Servicing the Customer & Resolving on the FCR Call whenever possible. 24x7 department staffed to accept call Schedule Adherence & Service volume in a timely manner. Level Consistently provide exceptional Customer Customer Surveys Service.
  8. 8. Agent Scorecard - Overview Combined Goals account for 75% of the Scorecard: Individual Goals:Team Goals: NICE Evaluations Customer Satisfaction First Call Resolution Schedule Adherence SLA’s Combined HR based Operating Principles/Competencies account for 25% of the Scorecard and are weighted equally in scoring: Create a Winning Culture Lead by Example Treat Everyone with Respect & Dignity Make a Difference in the Customer Experience Act with Integrity Communication Contribute to Team Success Technical Acumen
  9. 9. Agent Scorecard – Goals – Call Recording Evaluations The Call Recording score appearing on the Scorecard is calculated using all evaluation scores performed in that month. •Call Evaluation Summary - (sum of “YES” responses for all evaluations in the scorecard month divided by all possible“YES” responses). • The recording review component accounts for 37.5% of the Overall Scorecard (50% of the Goals section of the scorecard). This chart details the range of scores and their corresponding rating.
  10. 10. Agent Scorecard – Goals - Schedule Adherence Schedule Adherence is defined as how well the Agent follows their official schedule. The schedule includes stop and start times (logging on and off the phone), lunch and breaks. •The agent’s monthly score is applied to the scale below to determine the rating. • The Schedule Adherence component accounts for 11.25% of the Overall Scorecard (15% of the Goals section of the scorecard) This chart details the 5 different ranges of availability and their related score.
  11. 11. Agent Scorecard – Details – Sample Agent Scorecard – Details – Sample Card Card
  12. 12. Agent Scorecard – Reviews On a Monthly basis: • Scorecards are distributed to each Agent by his/her Supervisor. Distribution is by calendar month, not based on exact hire date. • Agents will become eligible to receive a scorecard once they have received NICE evaluations for 3 consecutive months. On a Semi-Annual Basis: • 6 Scorecards are reviewed from the previous 2 quarters (1/2 year). • The Semi-Annual review is meant to serve as a standard touch point for the Agent and Supervisor to provide one-on-one feedback. • Agents can use the YTD scores as an indicator of their cumulative performance, as the annual review date approaches. On an Annual Basis: • Agents receive an Annual review based on their date of hire. Agents meet with their Supervisor to review the 6 Scorecards from the remaining 2 quarters, as well as the Performance Summary Sheet showing their 12 overall scores for the entire year.
  13. 13. Ticket Quality Audits Utilizing NICE software, screen capture and audio recordings are selected to evaluate the accuracy of Agents following established policies and procedures. Evaluations completed by QA team as well as Agent supervisors. • Minimum of 3, maximum of 7 minute call duration as criteria for threshold of calls evaluated. These NICE evaluation scores are rolled up into the Monthly Agent Scorecards.
  14. 14. Sample of NICE Eval Form
  15. 15. Customer Satisfaction Surveys “Was your experience Positive or Negative?” • If Positive – Customers can provide optional comments. • If Negative – Mandatory field is presented for customers to provide their comments as to why it was a negative experience and how can we make their experience better when calling in the future.
  16. 16. Survey Criteria Surveys are randomly chosen from tickets logged by the Help Desk. Each client will only receive one survey per quarter. Surveys are sent and received twice per day (morning and evening). Surveys are NOT distributed based on the agents taking the call, rather they are distributed based on the client calling into the Help Desk for assistance.
  17. 17. CSAT Web Portal Example
  18. 18. Employee Recognition Web Page Recognize and share the excellent feedback agents receive- • This provides positive peer & manager recognition for exemplary performance. • Comments can come from emails to supervisors or customer satisfaction surveys How are these Comments reviewed and posted? • QA Analysts review comments to identify those relating positive experiences. • Comments are posted to an internal web site for our Help Desk team to read. • Comments are broken down by Site, Region, and Name of Agent. • Email comments sent to Supervisors/Managers are submitted by the agents supervisor to the review team. Awards: Weekly - Comments are compiled weekly and posted internally Quarterly - Leader in each Site receives Quarterly Site Award Annually - Overall Leader globally receives Annual Award
  19. 19. Recognition Page Examples
  20. 20. Complaints and Issues The QA Portal is a web based tool used to log, assign and trend escalated issues, from root cause to resolution. Issues submitted by customers are reviewed and assigned for research by the QA Team, via our QA Portal. Research of these issues results in action plans for improvement by responsible party. Once root causes are found and the resolution owner is identified, the QA Portal sends issues to all teams for the resolution. Quality issues are assigned: • To Agent Supervisors if issues are agent related to review directly with the agent. • To back-office teams such as Knowledge, Process and Training. • If outside of the Help Desk’ control, issues are sent to Resolvers for resolution.
  21. 21. QA Web Portal Examples Make completion of the form simple, auto populate if possible where appropriate. Request the customer to give you as much information as possible, again, auto-populating information where possible.
  22. 22. Root Cause Analysis Flow Chart No No
  23. 23. Performance Management
  24. 24. Reporting & Tools - High Level Responsibilities Reporting - • Standard operational (Daily/Weekly/Monthly) and ad-hoc reporting • Maintenance of reporting databases • Web Metrics – Provide usage of External/Internal and Knowledge Tool sites Website Ownership – •Maintenance of Internal Operations and External Service Desk sites Tool/Applications – • IIS and Web Services • Real Time Dashboards • Customize your tools to meet the needs of your Operations and Back Office teams • Automation of as many processes as possible • Build customized, automated report interfaces in each tool
  25. 25. Examples of Reports and Customized Tools Reporting and Metrics – • Agent Scorecard – Monthly scores used as part of the agent evaluation process • Site Scorecard – Site Performance by Month. Includes Operations, Back Office and Business Management measures • Monthly Decks - Service Delivery, Line of Business Summary, Regional ticket breakdown by LOB • AIM Performance – Automated Interface that houses data from all key Service Desk data sources Websites – • External and Internal sites – Maintain/Develop Client (External to Service Desk) and Operations (Internal) sites • Forum – Blog that promotes multilevel communication and solicits agent feedback on pre- determined topics
  26. 26. Examples of Reports and Customized Tools Tools/Applications – • Agent Dashboard – Real time view of Telephony data by Operations Site and Skill • Executive Dashboard – Real time view of Incoming Call Volume for Executives • Employee Repository – DB containing employee information that is used for setting access levels to tools, reporting and DR tests • CSAT Portal – Web interface compiling real time CSAT scores by Site, Region, LOB and Country • Access Verification - Used to continually track Agent access to all applications. • QA (Quality) Portal - Used to track, assign and report on quality issues. • Communication DB - Used by Communications team to distribute communications and track responses. • CSA DB - Used by specialized CSA teams to track, assign and report on unresolved/bounced tickets. • HICE (High Impact Change Events) – Used to monitor and track change events.
  27. 27. Organizational Dependencies Outside Service Desk Service Desk Site Operations/SR. Mgmt Executive Dashboard Agent/Site Dashboard Weekly, Monthly or Quarterly reports for LOB’s Standard Reporting Maintain External site for customer use. Ad-Hoc Reporting. Tool Creation/Maintenance - CSA DB, Access Verification, Keon Lookup, STARS etc Internal site maintenance/Updates Reporting and Tools Service Desk Back Office Business Management Office CSAT Portal Standard weekly/monthly reports Tool creation/Maintenance - QA DB, Training DB, Comm DB Ad-Hoc Reporting requests Customized/Ad Hoc Reporting Monthly Ticket Database Create/maintain customized team pages or portlets on the Internal site. Automation - Request Routing, ACD ID assignment
  28. 28. Reporting – Site Scorecard & AIM Performance Site Scorecard AIM Performance – Agent Cockpit
  29. 29. Internal Website and Access Verification Internal Site – Only used by Service Desk Personnel
  30. 30. Dashboards – Agent & Executive Agent/Site Dashboard – Real Time by Skill Executive Dashboard – Real Time Call Volume by Site. Normalized to any Time Zone selected.
  31. 31. Process and Procedures
  32. 32. Process/Procedures Operations Manual Documentation of standard operating procedures to manage SLAs, maintain ITIL compliance, and ensure “Best of Breed” practices Communications Procedure Agent notifications on New Business events, Quality Compliance, environmental changes and procedure updates. Database used to track agent confirmation of information reviewed and understood Business Requirements Documented internal operational procedures to ensure consistency and maintain quality assurance, i.e., professional greeting/closing, incident management compliance, etc. Process Flows Detailed diagrams of operational processes, as needed
  33. 33. Communication Information Real Time Emails are sent for the following reasons: When there is an immediate need to communicate information When there is no need for a Read Response to be submitted by the agents It is up to the requestor to determine if the content of their communication needs a Read Response
  34. 34. Communication Information Closed Loop communications require a Read Response from the Agents Each Agent logs into the Communication Database and can view communications assigned for them to read The Back Office can limit the communications each agent must read by site and skill set
  35. 35. Communication Request Form
  36. 36. CommunicationDatabase View Enter the communication, Title, select the Type, select the Sites, select the Skill sets and enter any comments. Comments are only seen by the Back Office team. Click Next.
  37. 37. Communication Database View Click Browse to select the communication to upload. Then, click Upload.
  38. 38. Communication Database View Click on the Repository tab to verify the communication loaded successfully. To view the communication content, click on the name of the communication. A word document will open that has the communication content in a standardized template.
  39. 39. Communication Information The Real Time Emails are loaded the same way and are viewable in the Repository as well, but there is no Read Response required for these By clicking the “Repository Only” button when loading the communication, the tool knows not to require the Agents to read them when they access the Communication Database
  40. 40. Sample Communication Layout
  41. 41. Communication Reports To view Read Response reports, click on the Reporting tab. You can view reports by: • Individual Communication • Agent • Supervisor • Needs Clarification by Site - When the Agent submits the Read Response, they have the opportunity to request clarification on the communication content. - The Supervisor then follows up with the Agent.
  42. 42. Communication Report As an example, the Individual Communication report will show by site the percentage of Agents at the site that have read the communication. By clicking the site name, you can then see the percentage by Supervisor.
  43. 43. Training
  44. 44. Training Do you really need dedicated trainers? On-site and dedicated New hire training New business training Multimedia/just in time training Certification training Development training Quality/Training partnership
  45. 45. New Hire Training Training Core new hire training that focuses on customer service skills, troubleshooting techniques, tool usage, quality policies, technical skills and incident management policies. New Business Training New business that is highly complicated or political in nature requires classroom knowledge distribution. Partnership with New Business project team and product owners to develop and administer classroom training. Overall management of all new business initiatives into day-to-day business to streamline impact to Operational team. Multimedia/Just in Time Training Capitalize on non- peak call times to provide self-study training material as well as assistance to the agents as they handle calls on low volume support calls.
  46. 46. Certification Training Training Oversee management of identified certification programs, i.e., A+ Certification, Novell, Windows XP, etc. Development Training Training University developed to provide employees with a method to develop their knowledge about the organization, increase their skills, and enhance their career goals. Encourage opportunity for employees to move up in their current job, i.e., team leads, supervisors, or move into other job roles within the Corporation. Quality/Training Partnership Mapping quality opportunities into refresher training to support customer satisfaction goals. Multimedia can be used to again leverage non-peak call times.
  47. 47. Training Portal
  48. 48. DR/BCP
  49. 49. DR/BCP Do you have a DR Strategy? Fail-Over Model: Cold Site vs. Hot Site Virtual Service Desk Business Continuity Plan Business Alignment Global Regulatory Requirements Evergreen “Living” Documentation Testing Execution What’s It Worth To You? Cost Vs. Impact Investment
  50. 50. Workforce Management
  51. 51. Workforce Management What Is Workforce Management? Forecasting Utilization & Resource Analysis Scheduling Real Time Management Why Do We Need It?
  52. 52. Risk Management
  53. 53. Risk Management Foster A Risk Management Culture Everyone is responsible Self Disclosure “No Surprises” Operational Risk Management Internal Control Health Sarbanes-Oxley (SOX) Act Minimum Security Baselines Risk Exceptions Active Audit Management
  54. 54. Change Management
  55. 55. Change Management Change Awareness Cross Impact Change Advisory Board Change Control Production Readiness Reviews Impact Assessment Back Out Planning Restriction Periods
  56. 56. New Business
  57. 57. New Business Integration Do you have a way to manage new business? Develop Solutions/Knowledge Integrate into ticketing systems (SCIM) Certification Manage customer expectations and timelines Train Communicate Do you have a way to manage support changes? Modify processes Modify Solutions/Knowledge Manage customer expectations and timelines Communicate changes to the help desk
  58. 58. New Support Engagement Support new Project applications/services Change the scope of existing support already provided Support of major implementations/events Support of all conversions New support through self-service ticketing
  59. 59. Project Initiation The very first step in engaging the help desk for support is to analyze the type of support that you need. Level 0 Support – Pass-thru Support: No troubleshooting required but the number of new SCIM and Knowledge documents are 10 or less AND the anticipated call volume is 100 or less calls per month. Action – When Level 0 support is needed complete the pass-thru project request on the Help Desk Home page
  60. 60. Two Types Of Projects Pass-thru Support: No troubleshooting required but the number of new SCIM and Knowledge documents is greater than 10 AND/OR the anticipated call volume is greater than100 calls per month AND/OR the project is associated with an event or conversion. Full Support: Problem determination/trouble shooting is performed in varying degrees. The Help Desk takes the call and performs the troubleshooting steps provided to resolve the issue. If unable to resolve, the Help Desk routes the ticket into a resolver queue for resolution.
  61. 61. For Small Projects, a web based tool provides the project management versus spending time and resources for no pay back.
  62. 62. Lines of Business Create A Work Request
  63. 63. Business Support Questionnaire
  64. 64. Project database is used to track current initiatives
  65. 65. Project Levels Determine Level Participation • Develop Project Scope criteria for determining if a project is a Small, Medium and Large project • A Project Manager (PM) is assigned to the project • A Business Partner is assigned to assist with the project • Meetings are held and the PM contacts the Requestor.
  66. 66. Small Projects Small Project: 21 Business-day* Minimum lead time Call volume Pass-through support Does not require education of help desk agents Modify/create simple procedural documents Does not require VRU telephony changes No software tool needed for support Assessment of the Help Desk readiness Communication to Help Desk agents
  67. 67. Medium Projects Medium Project: 41 Business-day* Minimum lead time Call volume Analyze need for additional staff Simple training on a new application/system support Modify multiple existing support documentation or create 2 - 3 new documents that are more complex in nature Access to an existing software tool for support with an existing connection Assessment of Help Desk readiness Communication to Help Desk agents
  68. 68. Large Projects Large Project: 65 Business-day*Minimum lead time Call Volume Analyze need for additional staff Complex training that may require usage of a training system Modify or create 4+ docs that require analysis and input from others Major VRU change such as a call flow change or skill design Access to an existing software tool Test Call assessment of Help Desk readiness Communication to Help Desk agents * Time begins once a Help Desk PM is assigned to the project
  69. 69. Knowledge Management
  70. 70. Knowledge Management Do you have a mature KCS process? Is your knowledge re-useable? Is it searchable? Is it in a single database solution? Knowledge Management Team Knowledge User Knowledge Author Knowledge Coach
  71. 71. Knowledge Management Lessons Learned - KCS For optimum performance, KCS practices and the tools that support them must be integrated with other support and business systems Need to recalibrate our systems to measure value not just activity Must rethink the role of people, information, management and customers Transition to KCS is not easy – it takes persistence and patience Sometimes content is “good enough”
  72. 72. Knowledge Management Lessons Learned – KCS (cont) A process that requires review of 100% of the solutions that are created is a huge waste of time and money The system works only when analysts are trained on KCS as a problem solving methodology and rewarded for their contribution An internal KCS certification or licensing program contributes to the success Placing goals on activities such as solution creation will lead to corruption of the KB To be successful, Leadership MUST back the KCS methodology
  73. 73. Knowledge Management Culture Changes – Moving from…. Reactive to Proactive to Customer-Centric to Business-Centric Individual to Team Activity to Value Creation Completion to Evolution Escalation to Collaboration Content to Context Knowing to Learning and Sharing
  74. 74. Knowledge Management What is KCS? It’s a journey not a destination Set of knowledge management best practices from the experiences of the Consortium for Service Innovation members Capture, structure and reuse knowledge It’s about people, process and content – not technology Four Basic Concepts: Create content as a by-product of solving problems Evolve content based on demand and usage Develop a knowledge base of our collective experience to date Reward learning, collaboration, sharing and improving
  75. 75. Knowledge Management The 8 Practices that make up KCS 4 in the A Loop (Solve Loop) 4 in the B Loop (Evolve Loop)
  76. 76. Knowledge Management Solve Loop (The A Loop) Capture in the Worklow Structure for Reuse Searching is Creating Just in Time Solution Quality
  77. 77. Knowledge Management Evolve Loop (The B Loop) Workflow Content Vitality Performance Assessment Leadership
  78. 78. Knowledge Management Capture in Leadership The workflow Performance Structure Assessment For reuse Content Searching vitality Is creating Knowledge Just-in-time Workflow Solution Quality
  79. 79. Knowledge Management Capture in the Workflow Context and content are captured as the problem is being worked Analysts need to capture in the customer’s context and not the agent’s context (improves findability) Important to capture during the call
  80. 80. Knowledge Management Structure for Reuse Solution readability Don’t expect analysts to become technical writers Solution findability Assure new solutions build and integrate with existing knowledge
  81. 81. Knowledge Management Searching is Creating Capturing words/phrases used for searching Become possible updates to knowledge Used to create new knowledge Creating new knowledge from search terms when solution doesn’t exist Search early, search often
  82. 82. Knowledge Management Just in Time Quality Solution People take responsibility in the Knowledge base for what they see and how they see it If an analyst determines that a solution is “good enough” to fix a problem, it should immediately be made available for others If a solution is used by another analyst they review and make modifications as necessary (Flag it or Fix it) Solutions are reviewed and evolve in the workflow based on demand
  83. 83. Knowledge Management Workflow Repeatable process that creates and updates solutions in the KB Root Cause Analysis Integrate KM system with Incident Management system so that is minimal duplication of data entry Infrastructure/tools must align with the workflow and function at the speed of conversation
  84. 84. Knowledge Management Roles KB User (reader, user of the knowledge) KCS User (trained user, can create knowledge but it must be reviewed) KCS Author (licensed user, can create, modify solutions without review for internal use) KCS Coach (KCS practice expert, focuses on proficiency development of KCS I, II and IIIs) Knowledge Champion (monitors collections of solutions, monitors patterns and trends to identify potential improvements in the products) Note: A program to develop, maintain and assess the support agents KCS skills is critical
  85. 85. Knowledge Management Content Vitality Content should be findable and usable Migrate to new audiences based on demand Content standard that defines simple rules for structure Process for random sampling and scoring solutions for quality Identifications of patterns and trends in collections of content to drive product/application improvements thereby eliminating the source Need to match the content to the audience (end user needs to be non-technical)
  86. 86. Knowledge Management Performance Assessment Organization must facilitate and encourage participating in KCS Shift measures from individual and activity based to team and value creation Goals should be set for desired outcomes vs. activities Identify key results (outcomes) with objectives or targets Creation of value cannot be measured by one indicator
  87. 87. Knowledge Management Leadership KCS is transformational and requires strong leadership Need to understand relevance of KCS to the organization Must have a vision and be able to articulate Define scope and success criteria Encourage, support, recognize and reward innovation and the creation of value Requires strong leadership, not strong management
  88. 88. Knowledge Management Tiers of Knowledge Used all the time Used some of the time Rarely used Never Used Note: Not all of knowledge in the KB will ever be reused, some will be reused and even less will be reused a lot
  89. 89. Knowledge Management Benefits of KCS: Faster Speed to Market of Knowledge – New and updated knowledge is published much faster, usually immediately – Small / no backlog of knowledge awaiting publish Solve Cases and Incidents Faster – 50-60% decreased Time to Resolution* – 30-50% increased First Call Resolution*
  90. 90. Knowledge Management Top Ten Reasons you need KCS 10. Need to respond and resolve problems faster 9. Problems are becoming more complex 8. Stop giving different answers to the same question 7. Support analysts suffering from burnout 6. Little time for training 5. Answering the same questions over and over 4. Opportunity to learn from customers’ experience 3. Need to improve first contact resolution 2. Enable web based self-help 1. You must lower your support costs!
  91. 91. Knowledge Management
  92. 92. Enterprise Knowledge Waterfall Knowledge R&D, Collaborative Level 3 (SME) Diagnostic, Break Fix Complexity/ Level 2 (Tech Specialist) Cost Q&A Pairs Level 1 (Help Desk) Knowledge JIT Level 0 (Self-service) Enterprise Stakeholders Readiness
  93. 93. Self Funding Implementation Enterprise Knowledge R&D, Collaborative Phase 3 ROI Level 3 (SME) Diagnostic, Break Fix Phase 2 ROI Complexity 1000:1 Level 2 (Tech Specialist) Q&A Pairs Phase 1 ROI 100:1 Level 1 (Help Desk) Knowledge JIT 10:1 Level 0 (Self-service) Enterprise Stakeholders Readiness Phase 1
  94. 94. Summary
  95. 95. Ratio’s What ratio do you need per function to be successful? 10:1 to 18:1 Total headcount ratio for back office How do you distribute the functions and resources? Work load and business drives functional headcounts
  96. 96. Cost How does this affect your unit costs? There is a huge risk having agents perform back office functions Back office employees are not as expensive as you would think Multiple Hats Employees could do multiple functions Efficiencies vs. Cost
  97. 97. Value Add What is the true value add for these functions? Smooth transition of all new business Ability to score and monitor agent performance Ability to address quality issues Ability to grow and mature knowledge base Ability to train and develop agents Ability to reach ‘Best in Class’ model
  98. 98. Business Case Build a business case for your team Identify call flow and arrival patterns and model to successful SLA needs Model will define headcount Identify business needs and challenges Proprietary Support Complex Technical Support Merger Acquisitions Reduced Turnover Improved Employee Satisfaction Quality Improvements Model true unit cost Total Budget/Total Calls
  99. 99. Summation Help Desks have many back-office support needs You cannot manage call volume and support needs with the same people and deliver Best in Class support Best in Class means low cost, high quality of work and knowledge/alignment of the business
  100. 100. Q&A