Tobi Waves

A tutuorial by Tom Limoncelli

This is the second time I attended this tutorial. This time I got the first half, Check the (people.ee.ethz.ch ...) entry.

New Hire Process

Draw up a check list for new hires.

Let new users choose their username.

Visit the new hire on their first day for a short chat about the system.

Give them a 2 page handout with the most important things new users need to know.

Show them how to print.

Show them how to access/install software.

Show them how to get help.

Do a follow-up visit in their the new users second week.

Things people expect to be fast

There are some support requests, people expect to be handled quickly. If it takes us a long time todo these things, our image will suffer badly. Identify the tasks that are supposed to be quick and make sure that they are.

Users for example expect reseting passwords or getting new IP addresses to be quick. Take this into account when deciding on what to work first. Resetting a password really does take very little time, so if you do it immediately, customers will be happy and you do not have to work any harder.

If something is put on hold, tell the user when he can expect the problem to be solved.

You should also look at the damage created by a problem persisting when deciding on the priority for dealing with it. Involve the customer in this decision as he may know more about the side effects of the problem.

Make sure you understand what problem the user has before starting to work. Some people do not report their problems but rather give instructions what support has todo for them. This can lead to interesting situations where there would be a perfectly simple solution to a problem but because the user never told you the problem and you did not ask, you start working on the complex solution to an unknown problem.

The visibility paradox

The best System Managers do not get recognized because everything works and people almost forget about them. So we have to become active to make sure people know that we are working for them.

Have a monthly meeting with the leader of each group you are working for. These meetings can be very short ("30 minutes are enough"). Let them talk and mention your things in passing.

Be physically visible. Have stickers on the computers about how to contact support.

Make sure the office layout lets customers see the people first they are supposed to talk to (front line support) when they walk into your space.

Have a yearly town hall meeting with all your users. Have a lecture on a current topic and then have questions and answers. Don't be afraid of unhappy users who might complain in public, this is much better than people complaining about your behind your back.

When spam^H^H^H^Hmailing all your users ... Make sure that grammar and spelling are correct, keep extra short, have the important information first. Create a useful subject. People will NOT even start to read the mail when they do not see a reason to do so in the subject.

Customer satisfaction

Users will resist answering complex questionnaires. But if you send a short evaluation mail whenever a request ticket gets closed, you may get better response: One question, three possible answers Happy, Indifferent, Unhappy, with links to paste into the browser.

Helpdesk Scope

How about this? We know which things we are responsible for, and for all the other things people bring to us, we know where to refer them to.

Infinite scope but clearly defined responsibility.

If you walk up to a computer with unsupported hardware. Tell the user that this HW was not supported, but that you were allowed to work for 30 minutes on the problem. Then try to fix it for 60(!) minutes and then if you are not successful, tell the user that they would have to buy a supported card.

Continued in (people.ee.ethz.ch ...)