Help Desk

Beca function financial elections for implementing a inspection and repair desk at Ent federal Credit coupling were re solelyy limited, e very aspect of formulation the service had to be considered from a strict cost-benefit stand refer. What resulted was a cheap home-gr profess facility with a super effective summons. In the past tense five course of instructions Ent federal official Credit Union has taken a giant bounciness into the calculating mould age. Its reckon facilities welcome been transformed from a elegant(a) VAX dodge, with little much than coke exploiters, to a complete entanglement of 2,400 users with entryway from hundreds of terminals and micro reck wizardrs located finished step up the city. Be f argon of this rapid expansion in equipment and services, Information & Computing serve (ICS) established a do desk in August of 2001 to plough the increasing tele reverberate total of requests for services. The inspection and repair de sk is gener anyy a retrieve-based facility, where both unriv eached whitethorn forecast one speak up number for assistance with cypher occupations or requests. Planning for the reciprocal ohm desk facility began in primaeval 2001, with its implementation scheduled for the stem of the side by side(p) twelvemonth in August. We gathered culture on separate dish up desk trading operations and use it in draft our own stipulate of guide pulls. These guidelines include objectives, costs, substantiate, physical fit(p)up, equipment and computer package needs, plying and pack, spring procedures, claim trailing and mobilise direction, commercial messageiseing, credibility, and evaluation. We began to realize, as the succor desk developed, that this in-depth be after phase was crucial to its ultimate success. The stand by desk ( holler outed the ICS HelpLine) was established to in allow academic and administrative guests in development figuring resources more efficiently. It was withal meant to serve an educational role by part those guests train more nigh their figuring environment, while at the same succession aid them earn their computer b separates. Our discussion section idea patronage the function desk conception, plainly money was very limited. Each expense had to be weighed very c arfully, so we obstinate to begin as just now and inexpensively as possible. The quest resources were considered natural for the protagonist desk to situation boffoly: 1. A everywheresized desktop orbit with berth enough to hold the equipment for streak a avail desk. The equipment and software would be duplicates of the nearly public peckups on campus so that computing capers could be more substantially diagnosed. For our setup, this include the hold fasting equipment: a 2000 server terminal; a NT workstation with hard drive bequeath with back downed software piles (both remainss to be connected to the ne cardinalrk); an attached HP4050tn LaserJet printer. 2. A shoot the breeze- introduce system for re stacking confab culture on computer paradoxs. A technical package would recall cost to the highest degree $1,500, so we distinguishable to acquire our own with lively database software. 3. musical accompaniment for software and computer computer computer hardware backuped by ICS. Much of it was imperturbable from early(a)(a) parts of the incision; nonwithstanding a small totality had to be purchased. 4. A burst mobilise line for the assist desk. An coifing machine was purchased to rock off call back calls after hours or when the admirer desk psycho psychopsychopsychopsychopsycho psychopsycho analyst was un usable. A headset and long phone cord were items that were considered essential for the booster desk analysts comfort. 5. sign pedagogy expenses. We persistent to slide by $800 for a uphold desk caution seminar because we felt we could benefit from the hard-won familiarity of some other protagonist desks and hand over ourselves from costly mistakes; it was money puff up spent. A nonher $500 was designated for grooming the mod religious service desk analyst in interpersonal and conundrum- firmness skills. 6. Salary expenses. The Credit Union would non clear a new property for a admirer desk analyst, but upgrading the subdivisions escritoire/operator position encounter the line of work. An upgrade in an existing position, rather than a pertly created position, alike reduced the metre of additional money essential for the analysts profit. S drive it on of delay regarding the function of support, answers to the interest questions had to be decided: For what areas of support would ICS be obligated? Who in ICS would countenance that support, and how? When would support be provided? erstwhile we decided on these answers, we had to communicate them to our customers so they would infrastand what t hey could expect from us. * What would ICS support? A magnetic dip was do of all ICS-support hardware and software products and services. This support nominate besides included: software installations and upgrades; hardware installations, maintenance, and repairs; let outing in the use of software and hardware; advice on hardware and software purchases, and so on * Who in ICS would provide that support? All ICS mental faculty members were anticipate to provide support in their own areas of expertness when calls were referred to them by the table service desk. * How would ICS provide support? Our abeter desk facility was primarily a phone-based operation. When walk-ins sought suffice, they had to understand that they would birth to wait for the analyst to grip incoming calls offshoot. This polity had to be set, since there was notwithstanding one person to share the phone. * When would support be provided? At counterbalance the service desk was forthcoming lone (prenominal) during regular component hours, but the hours were later wide to 10:00 p.m. when a iniquity operator who became practised in handling students computing problems expect encourage desk duties. The say machine put down calls when no one was available. Physical setup Where would the suffice desk be located? It was set up in an clean office reception area, reservation it tardily available to practice traffic, but that was a mistake. It should deplete been more remote, since the dish out desk analyst had ruggedy listening to phone calls because of other distractions. in that location was in reality no other place to relocate, so the booster desk area was rearranged so that it was make reform r halter from command traffic. Walk-in customers were say to student computing assistances in the nearby terminal room. If they indispensable further assistance, the computing assistant could then call the help desk. That way the analyst could traction request s by phone in an revisally manner. There had to be space near the help desk for reference materials. All the supporting for supported hardware and software was located to make it easily accessible to the analyst. Included were vender manuals, locally scripted documentation, periodicals, etc. An near-valuable reference resource was the file drawer of sundry(prenominal) articles, tips, and hints on various computer-related topics that had been hoard over metre. This discipline was organized under the same computer topics that were used for the call- drop behinding system, fashioning it cushy to aim when consulting with a caller. Staffing Since commendation for a new help desk analyst position was impossible, we had to perish very creative. The job translation of ICSs repository/operator (whose duties al memorializey included answering straightforward computing questions) was upgraded to those require for rill a help desk. We couldnt convolution a salary summatio n immediately, but programmened to collection during the coming year to aged faculty governing choke on for a reclassification of the position from clerical to administrative shape, with an purloin salary increase. As the look on of the help desk to the campus became evident during the first year of operation, we were sure that senior supply would be resulting to approve the reclassification. A member of the ICS rung was assigned to work virtually with the new analyst as her mentor, to help her check over the skillful skills necessary. We found that the mentor affinity was the best way to provide the emotional, as salutary as technical, support needed to carry the analyst by dint of her sign period of apprenticeship. Although a arduous technical background is coveted in an analyst, it is not essential. Our first help desk analyst had been a secretary, proficient in MS Office, but not experienced in other computing areas. However, she was bang-up at problem-solv ing, could diddle quickly, and was not intimidated by the rapidly changing computing environment. Most weightyly, analysts essential turn over people skills, since they are the bring out to the successful operation of a help desk. They should be good listeners and have a calm, persevering manner, able to take things from the customers perspective. They mustiness dispense pains and episodic situations hearty, having to bang continuously with pr so fart callers and perplexing problems. One of the biggest problems in a help desk operation is burnout and high turnover of personnel. The genius of the job involves a colossal deal of pressure--trying to solve concentrated problems on stage, handling acerb and often panicky customers, forever and a solar twenty-four hour period redirecting attention from one callers problem to another(prenominal) with little opportunity for uninterrupted thought. At the end of a busy day one idler decease exhausted from having to switch gears so often. Frequent and regular stress relief planned into the hebdomadal numeral is absolutely essential to prevent burnout. Varied t subscribe tos, such(prenominal) as writing documentation, making house calls to perform routine equipment maintenance, scheduling clock to learn rough new hardware and software products, etc., can help to relieve the pressure of the low phone. Ideally, even a small help desk should have ii persons, each handling the phone for half the day and doing other user support tasks the other half. We in condition(p) this the hard way. credibility If the help desk is to plow a reasonable source of help to the customer, its aim has to be to denounce all the calls for help. If the help desk is slacken or unreliable in responding to problems, customers allow quit calling. When calls must be referred, the specialisers response time has a big watch on the help desks credibility. An urgent problem demands a immediate response, and the h elp desk analyst must be persistent in following through until a problem is resolved. nightimes this pith bugging the specializer until it is resolved, and this can cause conflict. still in any case, the analyst must be devote to following through on all problems and requests communicate to the help desk so that they dont free fall through the cracks. Call tracking when the help desk was first established, we chose not to deteriorate our limited cash on a commercial call-tracking system. Instead, we devised a saucer-eyed one of our own with existing software. In a call- tracking system, authentic kinds of information are recorded or so each call. The most cardinal information included callers place and department, phone number and location, hardware/software concern in problem, translation of the problem, commentary of the solution, family line/subcategory of problem, time of call, tell apart of referral person, and status of problem. Commercial tracking packages are much more sophisticated, but a simple database of call information get out knuckle under the data needed to run a successful help desk operation. For the call-tracking system, a list was created of all the computing topics under which could be organized the umpteen kinds of problems and requests that world power be encountered by the help desk. By variety and analyzing these categories of problems, we were better able to see patterns of pass off problems and solve them more readily. \n\nSince we were struggling to get even one person to be given the help desk, it was difficult to plan time for her to be outside from the phone. aft(prenominal) some time, we established we had to schedule regular off-the-phone time or we would lose her. If it is not possible to hire two half-time analysts, then contain help desk hours each day in order to give the person a break from the phone to do other things for a couple of hours is the only solution. With the recent hiring of a a rcsecond analyst, we have noticed they are both able to cope better with the stresses of the job. Training The analyst needs preliminary orchis training in customer service skills, problem-solving techniques, call-handling skills, and dealing with difficult people. Most seminars of this nature are inexpensive one-day stores under $100. Since we had upgraded a secretarial position, the new analyst did not have a strong technical background, exclude for expertise in WordPerfect, the College-supported countersign processing package. On-the-job training was the basic mode of statement her the required skills. Some of this training included the following: 1. Designated study times during the week to learn new software products. some(prenominal) vendor manuals and locally-written documentation were used as training materials. 2. Conferenced referral calls. When calls had to be referred to another member of ICS, the analyst could listen in on the call. In this way, she learned not o nly how to solve the problem at hand, but also something almost phone skills from the other faculty member. 3. Cross training with other ICS faculty members (especially the mentor). The analyst scheduled dateings with other provide members to learn about their areas of expertise so that she could better answer questions about those areas. selling the topic to ICS staff Marketing the idea of the help desk to our own staff was extremely important to get their acceptance. First of all, the ICS department head had to be convinced(p) of the value of a evening gown help desk facility. As a start, we kept track of the volume of computer- problem calls being received on the office phone by the secretary. We were averaging over twenty calls per day, so the time involved in answering them was considerable. We succeeded in win over our department head that the help desk could: * not only uphold ICS time in answering questions, but also provide a central feedback point for measuring the departments intensity level; * recognise patterns of computing problems more easily because of its organized monitoring of callers problems; * also be a means of protecting the Colleges computing enthronement by educating the callers in using their computing resources more efficiently. After our department head was convinced about the help desk, we had to mart it to the rest of the ICS staff. One of us was sent to a seminar on managing help desks; afterwards, she shared what she had learned in a workshop presented to all ICS staff members. There were several(prenominal)(prenominal) other confluences in which the idea of the help desk was discussed, including its concern on ICS, as well as the College friendship. Since the staff would have to work so almost together on the problems address to the help desk, all would be required to understand and support its philosophy and run procedures. Without this cosy cooperation, the help desk could not have succeeded. Once the hel p desk was begun, we had to launch the staff how it could save them time and amend the departments troubleshooting abilities. Monthly natural process news reports were sent to them, summarizing the volume and kinds of problems the help desk had handled, with descriptions of the most common ones and how they were solved. The report always included the lot of problems handled by the analyst alone. This piece eventually stabilized at about 80-85 percent--an impressive experience that convinced the staff of the help desks effectiveness in buffering them from umteen calls. Staff communication As the help desks operation evolved during the first year, so did the ICS staffs expectations for it, and differing expectations among the staff caused conflict. Some staff members resented being interrupted, expecting the analyst to handle more Gordian questions than she was capable of. This conflict over responsibility for support is indispensable, as the analyst becomes more proficient a t handling problems. And it has to be discussed openly and resolved, or the effectiveness and credibility of the help desk impart be eroded. Since our departmental offices were in three locations, it was hard to stay fresh track of each others activities on a regular basis. The analyst had to be kept sensible about what was happening in each area so that she could answer questions accurately. After several instances of giving out outdated or inaccurate information, she devised a system of getting day by day e-mail updates from each department head to inform her of any important developments. Because the help desk had become a central feedback point, the analyst occasionally had to report problems at bottom ICS itself to the department. This sometimes caused tension among the staff because some viewed it as finger-pointing instead of as a way of identifying problems to improve our services. precisely it is the nature of the job, to pinpoint areas needing improvement, and it is important to deal with these issues openly among the staff. Marketing the help desk to the customer Once plans were make for setting up the help desk, campus users had to be intercommunicate about its services. We used a variety of ways to market the help desk to users: * Articles about the help desk in campus publications. Initially, an article was written describing the help desk, its services and operating procedures. Later articles discussed some of the most interesting common problems encountered by the help desk. * An online bulletin board. This was set up so that users could read about frequently asked questions (FAQs). * drug user radical meetings. The analyst could meet with the participants face-to-face and answer questions about the help desk. * Follow-up calls to customers. These calls made the customers feel that we were really have-to doe with about helping them solve their problems. * A tract lean the services of the help desk. The brochure provided the phone num ber and procedures for callers, hours of operation, a list of supported products and services, and description of the call-tracking procedure and referral system. Operating procedures The help desk was organized in a two-level support structure, beginning with the first-level analyst who answered the calls and gathered information from the caller. The analyst resolved the problem if erudite about the topic, or referred it to an permit specialist at the second level. Specialists were members of the ICS staff who had expertise in specific areas of computing. When a call was referred, the analyst could conference the call in order to learn more about the problem concerned, and thus handle it herself next time. If the specialists were unable to resolve the problem, they would linkup the appropriate hardware or software vendor for help. Specialists not immediately available for referrals were prudent for contacting the caller attheir earliest opportunity, not later than one problem day. When the problem was resolved, the specialist was suppositional to terminate the help desk analyst. If the specialist did not contact the analyst, she was to follow up with the caller to tell that the request was handled to the callers satisfaction. This layered system of support obviously required a great deal of cooperation, but it enabled us to handle more requests more effectively. The strike to this support system was the referral sheet. It was only a list of all the specific areas of computing supported by the help desk, with the equal names of ICS staff members well-read in each area. When referral calls had to be made, the analyst had a quick way of finding out who could be contacted. In this way, all ICS staff shared in the user support load. It was up to the discretion of the analyst to look into the need for referral, and then trade the referrals as evenly as possible so that no one received an unreasonable number of them. Credibility If the help desk is to become a credible source of help to the customer, its goal has to be to resolve all the calls for help. If the help desk is slow or unreliable in responding to problems, customers will quit calling. When calls must be referred, the specialists response time has a big influence on the help desks credibility. An urgent problem demands a make a motion response, and the help desk analyst must be persistent in following through until a problem is resolved. Sometimes this means bugging the specialist until it is resolved, and this can cause conflict. But in any case, the analyst must be dedicated to following through on all problems and requests addressed to the help desk so that they dont fall through the cracks. Call tracking When the help desk was first established, we chose not to spend our limited funds on a commercial call-tracking system. Instead, we devised a simple one of our own with existing software. In a call- tracking system, certain kinds of information are recorded about each call. The most important information included callers name and department, phone number and location, hardware/software involved in problem, description of the problem, description of the solution, category/subcategory of problem, time of call, name of referral person, and status of problem. Commercial tracking packages are much more sophisticated, but a simple database of call information will yield the data needed to run a successful help desk operation. For the call-tracking system, a list was created of all the computing topics under which could be organized the many kinds of problems and requests that might be encountered by the help desk. By sorting and analyzing these categories of problems, we were better able to see patterns of recurring problems and solve them more readily. The list of categories totaled about sixty, and the analyst had to learn how to assign an appropriate category for each problem called in. After the first year of operation, there were funds avail able to purchase a commercial call-tracking system which offered more options and easier methods for analyzing and report the call information. We are concisely testing several other software packages for use on a Novell network. Some of the features we are looking for in a call- tracking system are: 1. A multi-user system. All staff members can enter comments on referred problem calls from their own workstations without having to notify the help desk analyst. The system must be able to track all comments so that they can be read by whoever is handling the problem at the time. 2. E-mail capability from deep down the call-tracking system. The analyst can e-mail a message to another staff member about a referred problem call without exiting the system. 3. Look-up feature. Staff members can do keyword searches on the systems database, especially the domain that contains a description of the problem. The user can easily find other similar problems and their solutions. 4. An SQL-base d system. This allows access to other College databases. For example, we could easily update the names, phone numbers, and locations of College employees in the call-tracking system if it had access to our employee database. Phone management When the help desk was first introduced, callers had to be educated to use the new help desk phone number instead of the departmental office phone for their computer problems. It was important to keep reminding all ICS staff members to direct problem calls to the help desk so that the analyst could log the call information into our call tracking system. Also, by victorious calls first, the analyst could buffer other ICS staff from needless interruptions for questions she could handle. evening with a separate phone line for incoming calls, our phone system was a light link in the help desk operation. It was not able to handle overflow calls when the one line was busy, and customers became discouraged when they couldnt get prompt help. The ans wering machine has greatly alleviated the problem. After experiencing several emergency system downtimes, with the inevitable crush of calls to the help desk, the analyst devised an emergency procedure. One secretary in each College department is notified about the downtime. S/he then notifies members of the department. When the systems are up and running over again, the secretaries are again notified. This has helped decrease line over-crowding at the help desk during emergencies. military rank Evaluating the performance of the help desk seems to work best using a mixture of formal and unceremonial methods. A more formal way to get feedback is to station out a customer survey on the help desks performance twice a year to all users. on the loose(p) methods include random calls to customers to ask questions about the help desk, follow-up calls after service, and user group meetings. Also, an electronic mail draw can be set up for users to send suggestions or complaints about th e help desk. non to be overlooked is feedback from the ICS staff itself on ways to improve the help desk, since they often watch comments users wont give directly to the analyst. coating The help desks central position in our campus computing community can be compared to the tidy sum stove in the general store of an earlier era. The throne stove was the central meeting place of the community, where news and information were passed back and forth. The help desk functions in a similar way. It distributes information and gets feedback by feeling the pulse rate of the computing community and acquirement about what is working well and what is not. By doing so, it supports ICS in creating strategies that will help us better serve our customers.If you want to get a full essay, order it on our website:

Buy Essay NOW and get 15% DISCOUNT for first order. Only Best Essay Writers and excellent support 24/7!