Central HelpDesk 2017

Xedis assisted one of its customers to introduce Business Service Management by implementing a Central Helpdesk and a self-service portal with a business oriented services catalogue.

Our Customer:

Our customer is a fast growing player in the ‘ad interim talent and sourcing’ sector. It had several separate service helpdesks for internal staff, dealing with questions about follow-up of contracts, procedures, regulations, payroll, etc. The capacity of these helpdesks was highly under pressure due to the growth and on top of that, it is considered to open this helpdesk to external customers.

What was the mission?

Our customer needed support in both the design and roll-out of a scalable and performant support model, leading faster and more efficient to the correct answers at the helpdesk. This clearly is an example of business service management in which the following principles were key:

  • A scalable design to cover future growth;
  • Less wastage in operational processes;
  • Firm SLA’s and focus on customer friendlyness and satisfaction;
  • Clear and flexibly adjustable service catalogue.

How did we progress?

First, we started working very cautiously and explicitly choose not to implement a “big bang” approach. The change-roadmap was considered a “journey” in which consultation, continuïty and acceptance (management of change) was the focus.

During start-up phase we clearly indicated the current situation and were able to produce a substantiated business case for the optimisation of the Help Desks after consultation of the internal people and analysis of the processes and tools.

After having defined the future supporting model, we implemented this new model during the transition-phase using two tracks: an organisational and a technology track. The Organisational-track streamlined process-parts and best practise standards between the different existing Help Desks. A second step into the organisational-track was to introduce a Central HelpDesk, being the SPOC (Single Point Of Contact) for all type of questions or service requests. The Technology-track focussed on the integration of other systems such as CRM (Customer Relationship Management), TFS (Team Foundation Server) and the risk management system within a newly choosen Help Desk tool.

To assure continuïty after the transition, an assurance- or sustain phase provided. Our elaborate coaching- and training experience was used to insure the correct future usage of the new supporting model.  By implementing the new role of service manager, the daily follow-up and communication with other business units was assured.

Results after transition

  • A performant central helpdesk positioned next to the different departments, but independent from them;
  • Service level management with timely problem-avoidance and –solutions;
  • An interactive front office;
  • A combination of B2B- and B2C services, supported by suitable tools;
  • An integration of the improved Help Desk tooling with other systems such as CRM, TFS and the risk management system;
  • Optimisation of knowledge management to ensure actual knowledge stays up-to-date and available to the correct people;

Reduction of the number of calls and as such also the payload, especially on first-line, by offering “standard” services via the self-service portal and adjustable to the varying user-demands.