Service Management Philosophy
Quality Service Takes Skilled Management
Anyone interacting with customer service wants their problem(s) fixed with minimal fuss and downtime. We understand that larger problems take a longer time to resolve. What we don't tolerate are simple problems that are a hassle to solve.
Triage is the best first step, especially if the first person who takes up the problem can solve it quickly. The most next important knowledge for 1st level staff is where to send the more complex problems.
Skipping triage is non-optimal. Various times in my career I have been tasked with creating a workflow that bypassed this step. When work orders came on paper slips, technicians were to simply pick it up and solve the problem. Similar procedures were mandated with a common email box that all were to monitor.
This kind of workflow can work in a very small shop with a crew that works together well and can communicate effectively. Once the number of people involved gets past four, some kind of management workflow will emerge among the team members. This can still appear as though there is no queue management, but it is there.
For larger teams, this sort of workflow is disastrous. Not everyone has a picture of the larger flow of problems, and spotting trends is impossible. On very busy days a breakdown in communication is inevitable.
Help Desk systems help with keeping track of issues and automatic escalation over time, but automation of a queue is an accessory to a firmly emplaced communication and service plan, not a replacement.
- Answer all questions to the best of your ability
- If you cannot, find someone who can
- Don't overwhelm people with unnecessary details