A good support staff can be measured in part by their adherence to the processes in place for it is through a smooth process that a lean team can handle an extraordinary number of tickets. Often missed is the understanding that the processes which are so tirelessly pursued but also be nimble enough to adjust to the company’s support landscape. That’s a lot of fancy words to say no matter how well designed your processes are, they will need to change on a regular basis. Sadly, the management of the service desks are the ones needing to learn this lesson the most.
In order to create a strong team, equal to the importance of good process, is the need to educate the users of the process that it will constantly be in flux. Instead of fighting to keep the machine in lock-step with the process, work to keep the process in sync with the machine. Empower your process QA employees to proactively watch the changes coming down the line through the corporate IT strategy, your change management forums and the top ten call list and derive version changes to the process. In order to keep the processes clear enough so that folks can stick to them, manage the change of the process like you’d manage your IT. Document the needs, prioritize the changes and implement them on a regular schedule with appropriate documentation.
By tactically leading the change in process, your Service Desk team will be ahead of the support curve and will look like the enabler that they should be instead of the messy hurdle so many support teams become.
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