Roles

(1)

The help desk can be much more than a The help desk can be much more than a reac-tive crisis center coping with the problems tive crisis center coping with the problems encount

encount ered by its cered by its customers: it can be used asustomers: it can be used as a diagnostic and predictive tool, acting as a a diagnostic and predictive tool, acting as a nexus f

nexus for information and comor information and com mumu nicatinication.on. T

T he help desk has reached a critical he help desk has reached a critical point in itspoint in its development, with the increasing complexity of development, with the increasing complexity of IT

IT sysystems, the growistems, the growing demanng deman ds and ds and expecexpecta- ta-tions of users

tions of users, and , and its movits move into a me into a m ore cus-ore cus-tomer – rather t

tomer – rather t han than t echnologyechnology-oriented ph-oriented ph asease.. T

T his paper draws on a recently completedhis paper draws on a recently completed Britis

British Lh L ibrary Reseibrary Research and arch and DD evevelopmentelopment Departm

Departm ent (BLR&ent (BLR&DDDD )-f)-funded unded projproject, theect, the aim of which was to investigate the key factors aim of which was to investigate the key factors in help-desk success, by identifying those areas in help-desk success, by identifying those areas critic

critical to help-desk deval to help-desk development elopment and and function- function-ali

alityty. T. T he project mhe project m ethodology and results areethodology and results are brieﬂy s

brieﬂy sumum marized; and marized; and the dthe d isiscussicussion ton t henhen focusses speciﬁ

focusses speciﬁcally on thcally on th ose results whose results wh ich feedich feed into a discussion of the potential of the help into a discussion of the potential of the help desk in enabling an organization or its desk in enabling an organization or its cus-tomer

tomer s to gather data on syss to gather data on systems use, plan andtems use, plan and implement IT

implement IT devedevelopment strategies lopment strategies andand assess the impact of such strategies on attitudes assess the impact of such strategies on attitudes to IT.

to IT. For t

For t he purhe pur pose of the respose of the research, a deﬁnitionearch, a deﬁnition of the help desk was developed by the authors: of the help desk was developed by the authors: an

an accessiaccessible service point ble service point which will proviwhich will providede on-dem

on-dem and adand ad vivice, infce, informorm ation or action to aidation or action to aid the u

the u ser in carryiser in carrying out ng out an IT-relan IT-related task.ated task. Beyond this basic deﬁnition, the role of the Beyond this basic deﬁnition, the role of the help desk is

help desk is often extended to often extended to that of a tthat of a t echnol- echnol-ogy facilitator, achieved by the gathering and ogy facilitator, achieved by the gathering and analysis of data at the help desk to manage analysis of data at the help desk to manage end

end -user techn-user techn ology ology proaproa ctivctivelyely. T. T he definitionhe definition was further developed to establish a definition was further developed to establish a definition of w

of what mhat m igight be tht be t ermed ermed a dedicated or “real”a dedicated or “real” help desk

help desk. T. T he definition identifiehe definition identified threed three essential character

essential character isticsistics:: (1)

(1) centracentralilizezed d or muor mu ltiltiple helple help dp d esesksks,, (2)

(2) stafstaff wf workiorking exclng exclusivusivelyely, on , on rotation, onrotation, on secondment (i.e. staff who work at the help secondment (i.e. staff who work at the help desk who are not just answering the desk who are not just answering the tele-phone while doing another job), and phone while doing another job), and (3)

(3) manning by exmanning by experts or stafperts or staff wf with basith basicic knowl

knowledge who can pedge who can p ass on probass on prob lemslems (excluding those where staff approach the (excluding those where staff approach the relevant expert directly).

relevant expert directly).

OCLC Systems & Services OCLC Systems & Services

Volume 12 · Number 4 · 1996 · pp. 4–19 Volume 12 · Number 4 · 1996 · pp. 4–19 ©

in the strategic

man

managemen

agement

t of

of

inf

informat

ormation s

ion sys

ysttems

ems

R

Rita M

ita M arc

arceell

lla an

a and

d

Iain

Iain M

M iddl

iddleeto

ton

n

Th

The aute authorshors

R

Rita ita MarcellaMarcella andand Iain MiddletonIain Middleton are both at the Schoolare both at the School of Information and Media, The Robert Gordon University, of Information and Media, The Robert Gordon University, Aberdeen, UK.

Aberdeen, UK.

Abstract

Draws on a recently completed British Library Research and Draws on a recently completed British Library Research and De

Developmenvelopment t DeDepartment-funded partment-funded project iproject i nvesnvestigattigat ing ing keykey factors in help-desk success. Describes the methodology of factors in help-desk success. Describes the methodology of survey by questionn

survey by questionnaire and aire and cascase studie studieses. S. Summarizes theummarizes the results briefly and focusses specifically on the results which results briefly and focusses specifically on the results which feed into a di

feed into a di scscussussion of ion of the potentithe potenti al of al of the help desthe help desk ink in enabling an organization or i

enabling an organization or i ts custs customers to gather data ontomers to gather data on systems use, plan and implement IT development strategies systems use, plan and implement IT development strategies and assess their impact on attitudes to IT.

(2)

T

T he help desk is he help desk is a relativa relatively ely new phennew phen omenomen onon and does not ﬁt neatly into a single-subject and does not ﬁt neatly into a single-subject disci

disciplipline: it is of concern tne: it is of concern t o tho th e compue compu ting,ting, information science and

information science and servservice managementice management comm

comm unitiesunities. As a result, there h. As a result, there h as been littleas been little resea

research to rch to date: one pdate: one p rojecroject ut u nder nder way way atat Stanford University includes analyses of help Stanford University includes analyses of help desk s

desk softwoftware; Morgan and Tare; Morgan and T horp (horp ( 1995) h1995) h avavee investigated the use of desktop investigated the use of desktop videoconferenc-ing products to support advisory activities. ing products to support advisory activities. V

Various undergraduarious undergradu ate and postgraduate acad-ate and postgraduate acad-emic papers hav

emic papers have been written and a nue been written and a nu mber of mber of higher degree studies are und

higher degree studies are und er wayer way: M: M oorleyoorley at Stanford

at Stanford and and Popejoy Popejoy at the Uat the U nivniversiersity of ty of N

N orth orth TexaTexas are ws are working toworking towards PhDards PhD s ons on help desks; Kahalewai at the University of help desks; Kahalewai at the University of H

H awaawaii iii is a Phs a Ph D D candidate researchicandidate researching help-ng help-desk organ

desk organ izatiizational stronal str ategies.ategies.

‘…

‘… TThere are a growing number ofhere are a growing number of professional journals either focussed professional journals either focussed speciﬁcally on the help desk such as speciﬁcally on the help desk such as

LifeRaft

LifeRaft _and_andCustomers Customers _{, or dealing with}_{, or dealing with}

the broader ﬁeld of customer support…’ the broader ﬁeld of customer support…’

Literature on the subject of help desks consists Literature on the subject of help desks consists largely

largely of isof isolated jouolated jou rnrn al artal art iclicles, citing exam-es, citing exam-ples of help-desk use in industry or dealing ples of help-desk use in industry or dealing with h

with h elp-desk software: typicallelp-desk software: typically they identy they ident ififyy problems but

problems but lack lack solsolutions. Tutions. T here are a grow-here are a grow-ing number of professional journals either ing number of professional journals either focussed speciﬁcally on the help desk such as focussed speciﬁcally on the help desk such as

LifeRaft

LifeRaft anan dd CustomersCustomers, or d, or d ealealing wiing with tth t hehe broader ﬁeld of c

broader ﬁeld of customer suppoustomer suppo rt, such asrt, such as

S

S eervice Mrvice M anageanagement ment ,, Call CentreCall Centreanan dd ServiceService.. Articles occasionally appear in computing and Articles occasionally appear in computing and information science j

information science journourn alsals, such , such asas N N etwoetwork rk Computing

Computinganan dd InfoWorld InfoWorld . M. M uch of the infuch of the infor- or-mat

mat ion availion available on able on help dhelp d esks derivesks derives fromes from industry experience and is available through industry experience and is available through seminars and a growing number o

seminars and a growing number o f consf consultan- ultan-cies

cies. A few books have appeared, . A few books have appeared, ranran ging fromging from the p

the p racticaracticall Help Desk Handbook Help Desk Handbook (1994) to(1994) to examples which d

examples which d eal with speciﬁc types of helpeal with speciﬁc types of help desk, such as

desk, such as Implementing an IS Help Desk Implementing an IS Help Desk

(Plunkett, 1993). Four titles (Gallagher (n.d.), (Plunkett, 1993). Four titles (Gallagher (n.d.), Czegel (1995), Bruton (1995) and

Czegel (1995), Bruton (1995) and StafﬁStafﬁ ng tng thehe Call C

Call Centrentree(T(T CSCS ManagManagement ement Group, Group, 1995)1995) were published in 1995, evidence of a growing were published in 1995, evidence of a growing awa

awareness of reness of a dema dem and and for inffor informorm ation andation and guidance. Among those auth

guidance. Among those auth ors who haveors who have

reported on help desks, Hayward (1995) has reported on help desks, Hayward (1995) has described the role of the help desk as the described the role of the help desk as the approachable, pub

approachable, pub lilic face of c face of IT IT wiwithin ththin th ee organization and a probing and highly critical organization and a probing and highly critical tool. Pancucci (1995) argues that t

tool. Pancucci (1995) argues that t he help desk he help desk may take on th

may take on th e broader re broader r ole of aole of acting as thecting as the front li

front line for IT ne for IT wiwith a mth a m ovove toward a moree toward a more expert

expert service acting as advisservice acting as advisors in dors in d ecisiecisionon making and direct involvement in systems making and direct involvement in systems development.

development.

Four specialist user groups have been Four specialist user groups have been estab-lished: the Help Desk Institute (HDI) in the lished: the Help Desk Institute (HDI) in the U

U SA has approxiSA has approximately 5,000 membmately 5,000 memb ers; theers; the Albuquerque Help Desk Association is a Albuquerque Help Desk Association is a regional user support group; in the UK the regional user support group; in the UK the H

H elelpdesk pdesk User Group (HUser Group (H UGUG ) had 910 mem-) had 910 mem-bers in 1995

bers in 1995 ; and ; and the Inthe In ternational Assternational Associaociationtion for Management Automation (IAMA) was for Management Automation (IAMA) was insti

instituted tuted in 1995 to “in 1995 to “ …f…furur ther the image of ther the image of the help d

the help d esk and to besk and to b e part e part of iof its evts evolution,olution, along w

along with its managers, to a true corpith its managers, to a true corp orateorate management centre” (

management centre” (SS ervice ervice MM anagemeanagement nt

1995).

1995). TT here are alshere are also a nuo a nu mbmb er of ofer of ofﬁciﬁcial andal and qu

qu asi-ofﬁasi-ofﬁcial groups which ocial groups which o ffffer advice ander advice and guidance to help-desk providers, such as: guidance to help-desk providers, such as: UC

UC TT LIG/UCLIG/UC ISA a ISA a group concegroup concerned with usrned with userer support in universities; the Central Computer support in universities; the Central Computer and

and TelTelecommuecommu nicatinications Agons Agency (CCency (CC TA) setTA) set up by the Government to promote business up by the Government to promote business efﬁciency and effectiveness through the use of efﬁciency and effectiveness through the use of information sy

information systems; and the Cstems; and the C all all CenCen tretre Institute for Qu

Institute for Qu aliality (CCty (CC IQ) IQ) establestablisished inhed in 1995

1995 to act as a center to act as a center for the exchange of for the exchange of bestbest practice. None of these groups has existed for practice. None of these groups has existed for more t

more t han han eigeight years and thht years and th eir appearance is eir appearance is aa sign of the growing awareness of the sign of the growing awareness of the impor-tance of the help d

tance of the help d eskesk, not , not just in insuring thejust in insuring the effective use of IT but in maximizing effective use of IT but in maximizing exploita-tion of the

tion of the infinformorm ation-gaation-gathering role of thethering role of the help desk, as an aid to organizational decision help desk, as an aid to organizational decision making.

making.

A growing number of specialist A growing number of specialist consultan-cies are appearing: the MUNS Group provides cies are appearing: the MUNS Group provides advisory services and customized contract advisory services and customized contract resea

research; the Garrch; the Gar tner Gtner G roup proup p rovirovides a sub-des a sub-scription service and has produced several scription service and has produced several hundred

hundred resresearcearch notes; the METh notes; the MET A Group A Group hashas carried out studies on issues such as costs of carried out studies on issues such as costs of suppor

suppor t ant an d d help-desk shelp-desk softwoftware. Otare. Ot her sigher signiﬁ- niﬁ-cant companies include Nolan Norton, Ovum cant companies include Nolan Norton, Ovum and

(3)

The Internet and e-mail communities have The Internet and e-mail communities have been invaluable in the course of gathering been invaluable in the course of gathering information in support

information in support of the projeof the project. Particu-ct. Particu-larly useful have been: the Support Technology larly useful have been: the Support Technology Foru

Foru m[1]; a m[1]; a dedicated help-desk e-maidedicated help-desk e-mail discl discus- us-si

sion lison list[2]; the Ht[2]; the H DD I homI hom e pagee page[3]; and[3]; and V

Verghis’ erghis’ frequenfrequen tly asketly asked qd q uestions ruestions r esource[4esource[4 ]] which is a valuable guide to other sources of which is a valuable guide to other sources of information.

information.

Methodology

A full literature search was carried out initially A full literature search was carried out initially and was supported throughout the project by and was supported throughout the project by continued background research and continued background research and communi-cation with centers of knowledge.

cation with centers of knowledge. The survey by questionnaire The survey by questionnaire

Initially a survey by postal questionnaire (see Initially a survey by postal questionnaire (see Appendix) was

Appendix) was carried out tcarried out t o gather data on:o gather data on: •• iincenceptiption and devon and develelopmeopment,nt,

•• oop ep erraat it ioon ,n ,

•• monitmonitorioring ng and and evevalaluatiuation,on, •• uussaaggee,,

•• sst at affﬁﬁn gn g,,

•• scscalale e of of the the opeoperatratioion,n,

•• deﬁnideﬁnition tion and fand formaliormalizazation otion of f the helthe helpp desk,

desk,

•• strucstructure of ture of the hethe hellp desp desk wk witithihin then the organization.

organization. T

T he brhe br ief ief and and sisimple qumple qu estiestionnaire consisonnaire consisted of ted of 25 questions, primarily multiple choice from 25 questions, primarily multiple choice from clos

closed questions. Much ted questions. Much t hought went into thehought went into the framing of the questions, s

framing of the questions, so that o that they should bethey should be intelligible to all respondents. Care had also to intelligible to all respondents. Care had also to be taken

be taken in interpreting thin interpreting th e responsese responses, owing to, owing to the lack of

the lack of a “comma “comm on vocabularyon vocabulary” amon” amon gg respondents. The Help Desk User Group’s respondents. The Help Desk User Group’s survey of its membership was also used as a survey of its membership was also used as a deve

developmental mlopmental m odel.odel. T

T he questionnaire was he questionnaire was tested on ten tested on ten indivindivid- id-uals: academics; experts and practitioners via uals: academics; experts and practitioners via Inter

Inter net dnet d isiscussicussion listson lists; a local authority and ; a local authority and aa sys

systemtem s analysis analysis/desis/design congn con sultancy. Somsultancy. Som ee minor modification, in areas such as minor modification, in areas such as clarifica-tion of language, resulted from the piloting tion of language, resulted from the piloting process.

process.

T

T he reshe responseponse

T

T he questionnaire was he questionnaire was dissdisseminated to eminated to ITIT man

man ageagers, accompanied by an explanatoryrs, accompanied by an explanatory letter. Completed replies were received from letter. Completed replies were received from

145 m

145 m anagers, a 36.25 percent response raanagers, a 36.25 percent response ratete (cf. 1994 H

(cf. 1994 H elp Desk Institute’elp Desk Institute’s 22.4 percents 22.4 percent mem

mem bers’ bers’ surveysurvey). T). T he data resulting fhe data resulting from rom thethe present q

present q uestionnaire wiuestionnaire will be biasell be biased d moremore toward th

toward th ose organizose organizations whications which dh d o operateo operate help d

help d esksesks.. T

T he sample fhe sample frame for the qurame for the qu estiestionnaireonnaire consisted of 400 UK organizations, evenly consisted of 400 UK organizations, evenly divi

divided ded betweebetween tn t he puhe pu bliblic and c and the prthe pr ivivateate sector:

sector: (1

(1 )) PrivPrivate ate sesector ctor – ten sets of – ten sets of 20 by primar20 by primar yy SIC

SIC (sector of (sector of industrindustr y code 0-9), eachy code 0-9), each code group further split by size of code group further split by size of compa-ny

ny, with only companies wi, with only companies with mth m ore than ore than 5050 employees included, providing a employees included, providing a statistical-ly def

ly defensible and ensible and representrepresent ative crossative cross--section of all types of pr

section of all types of pr ivivate comate com pany.pany. (2

(2 )) Public sector Public sector – the selection of organizations– the selection of organizations in the p

in the p ublic sublic sector was dicector was dictated btated b y they the nature

nature of the sector, but sought of the sector, but sought to covto coverer the m

the m ajor sajor subsectors:ubsectors: •• central central gogovvernment ernment (18),(18), •• local local authorauthor itiities es (146),(146), •• highigher educatiher education (21),on (21),

•• National HealNational Health Servith Service (15).ce (15). A modiﬁed, smaller s

A modiﬁed, smaller scale but mocale but mo re compre-re compre-hensive survey was carried out of online host or hensive survey was carried out of online host or customer suppor

customer suppor t help deskst help desks. T. T his queshis question- tion-naire was tested by a help-desk software naire was tested by a help-desk software manu-facturer. T

facturer. T he types of che types of company targetedompany targeted incl

included uded all all UKUK -based online hosts (pl-based online hosts (plus oneus one European and

European and one US-based), and a represeone US-based), and a represen- n-tative sample of companies that provide remote tative sample of companies that provide remote customer support via a help-desk facility.

customer support via a help-desk facility. Ninety-seven questionnaires were disseminated Ninety-seven questionnaires were disseminated and responses were received from 40, a

and responses were received from 40, a response rate of

response rate of 41.23 p41.23 p ercent.ercent. Case studies

Case studies T

T he surhe sur vevey was y was follfollowed by 14 case studowed by 14 case stud ies,ies, incl

including both uding both IT IT help desks help desks and hand h elp deskelp deskss which have an explicit informational role or which have an explicit informational role or which service the information industry, which service the information industry, provid-ing a grea

ing a greater depth ter depth of understandof understand ing of ing of thethe iss

issues of concerues of concer n in n in providing help-dproviding help-d esk faciesk facili- li-ties, as well as the realities and constraints of ties, as well as the realities and constraints of the operational envi

the operational environmronm ent.ent. A cas

A case-study prototype had been carre-study prototype had been carr ied outied out prior to

prior to the research project, helpithe research project, helping to reﬁneng to reﬁne the proform

the proform a that was desia that was designed to carrgned to carr y outy out interviews. Participants for the case studies interviews. Participants for the case studies

(4)

were i

were identiﬁed from dentiﬁed from the qthe q uestionnaire. Eightyuestionnaire. Eighty--three (57.2 percent) respondents from the three (57.2 percent) respondents from the sur

sur vey vey expressed a willexpressed a willingness to pingness to p artart icipate inicipate in foll

follow-up ow-up interinter viviews, in ews, in itself a positivitself a positivee response. A diary of visits was constructed. response. A diary of visits was constructed. T

T he case studies covhe case studies covered a wide ranered a wide ran ge of ge of orga- orga-niza

nizations in order ttions in order t o make compo make comp arisarisonsons between the p

between the p ublic and ublic and privprivate sectors, in-ate sectors, in-house and

house and outsourced houtsourced h elp deskelp desks, and emps, and emp loy loy--ee- and

ee- and customer-based help desks, icustomer-based help desks, includingncluding providers of online database services[5]. Each providers of online database services[5]. Each case was provided with details of the areas that case was provided with details of the areas that would be addressed during interviews, allowing would be addressed during interviews, allowing withdrawal if there were any doubts about withdrawal if there were any doubts about inv

involvolvement. ement. Two companies had Two companies had concernsconcerns about

about identificaidentification for reasons of commercialtion for reasons of commercial confidentiality, but still participated.

conﬁdentiality, but still participated. T

T he case she case studtud ies ies required the prequired the p articipatiarticipationon of a num

of a num ber of keber of key personnel, chosy personnel, chosen on en on thethe basis of their familiarity with help-desk basis of their familiarity with help-desk opera-tion, their length of service in the organization tion, their length of service in the organization and

and their role itheir role in its management. n its management. Each caseEach case study consisted of two stages:

study consisted of two stages: (1)

(1) An iAn intervinterview ew basebased on a structured quesd on a structured ques--tionnaire whi

tionnaire which gathered data on a nuch gathered data on a nu mbermber of areas: internal processes; historical and of areas: internal processes; historical and organizational factors; personnel; manning; organizational factors; personnel; manning; methods of evaluation; user groups; methods of evaluation; user groups; infor-mation flow; and costs and benefits. mation flow; and costs and benefits. Inter-views were recorded and transcribed. views were recorded and transcribed. (2)

(2) An analyAn analysisis of s of the facithe facililities ties and docuand docu men- men-tation available to help desk and of data tation available to help desk and of data gathered from documentation used in the gathered from documentation used in the evaluation, operation or usage of the help evaluation, operation or usage of the help desk.

desk. N

N o sigo signiﬁcant problems were encountered niﬁcant problems were encountered inin execution of the methodologies. Any dubiety of execution of the methodologies. Any dubiety of interpretation in th

interpretation in th e data resulting fe data resulting from trom t hehe questionnaire or the case studies was fully questionnaire or the case studies was fully acknowledged.

acknowledged.

Summary of project results

T

T his shis section contains a summection contains a summ ary of projeary of projectct ﬁndings: full results are available in the form of ﬁndings: full results are available in the form of a BLR&

a BLR&DD DD report (Mreport (M arcearcelllla and a and Middleton,Middleton, 1996).

1996).

Current

help-Current help- desk prdesk provision in the UKovision in the UK U

U ser support ser support wiwithin Uthin U K K organizorganizations exations exisists ints in man

man y fy formorm s wis with th varyivarying dng d egrees of fegrees of formorm alityality.. T

T he dhe d eﬁnitieﬁnition on of “help desk” is not uof “help desk” is not u nivniversalersallyly agreed on: while two-thi

agreed on: while two-thirds of respondenrds of responden tsts described

described themthem selvselves as havies as having help dng help d esksesks,, furt

furt her anher an alyalysis of sis of responrespon ses revses reveals the ﬁgureeals the ﬁgure to be closer to half.

to be closer to half.

‘…

‘… TThere are often fhere are often f ew ew resresourcources at tes at t hehe help desk apart from staff expertise, help desk apart from staff expertise, and generally the bulk of staff come and generally the bulk of staff come from an IT/computing bac

from an IT/computing background…kground…’’

T

T he help desk is he help desk is generally generally an in-han in-h ouse func-ouse func-tion, usually part of the IT funcfunc-tion, but now tion, usually part of the IT function, but now often und

often und er the auspiceer the auspices of s of customer supporcustomer suppor t.t. It typical

It typically ly supporsuppor ts about 6ts about 6 00 users (2,00000 users (2,000 users in the case of dedicated help desks), and users in the case of dedicated help desks), and is primar

is primar ily ily responrespon sible fsible for anor an swswering softwareering software applications queries, making repairs or applications queries, making repairs or adjust-ments to systems and installing software. Many ments to systems and installing software. Many are also responsible for inventory management, are also responsible for inventory management, sourcing of equipment

sourcing of equipment and and statisstatistical retical reportport s,s, but less than half have involvement in training. but less than half have involvement in training. PC

PC s and s and networks are prime networks are prime responsiresponsibilibilitiesties.. Only one-third of help desks restrict their Only one-third of help desks restrict their service to a deﬁned set of products, and fewer service to a deﬁned set of products, and fewer than half operate service level agreements. Over than half operate service level agreements. Over two-thirds have no charging/costing mechanism two-thirds have no charging/costing mechanism for their se

for their servicrvice, but e, but two-thirds report sometwo-thirds report some deﬁned p

deﬁned p rocedure to rocedure to be folbe followlowed in coned in con tactingtacting them.

them. T

T he use of help-desk she use of help-desk software is oftware is becombecom inging comm

comm onplace (almost two-thionplace (almost two-thirds), althoughrds), although the

the use of aruse of ar tiﬁcial itiﬁcial intelligence/kntelligence/knowledgenowledge bases is s

bases is still till limited. Tlimited. T here are often here are often fewfew resources a

resources at tht th e help desk apart from e help desk apart from stafstaff f expertise, and generally the bulk of staff come expertise, and generally the bulk of staff come from an IT

from an IT /computing background. Staff w/computing background. Staff withith prior experience of help desks are still rare, and prior experience of help desks are still rare, and degree qualiﬁ

degree qualiﬁcations are uncommcations are uncomm on. Fon. F ewewerer than h

than h alf alf of the resof the respondpond ents had dedents had ded icaicated,ted, full-time help-desk staff, the majority providing full-time help-desk staff, the majority providing the service while performing their usual duties, the service while performing their usual duties, and

and 20 percent op20 percent op erate a rotational serate a rotational sysystem.tem. Staff generally

Staff generally act as frontact as front -line prob-line prob lem solvelem solvers,rs, although a sig

although a signiﬁcant proporniﬁcant propor tion operate ation operate a logging-only service.

logging-only service. T

T he incoming call he incoming call vvolume to olume to the help dthe help d esk esk will obviously vary in line with the size of its will obviously vary in line with the size of its user base and

user base and the compthe comp lexlexity of ity of the ITthe IT envi

(5)

M

M cCorcCor mick, 1995), but mick, 1995), but typictypical ﬁal ﬁgures are gures are 3030 calls per day, or 50 to a dedicated help desk. calls per day, or 50 to a dedicated help desk. Resolution

Resolution statistics vstatistics vary widelyary widely, , with evenwith even dedicated help desks

dedicated help desks reporting 50 preporting 50 p ercent orercent or fewer solved at ﬁrst call.

fewer solved at ﬁrst call.

Training is still scant at the help desk, but Training is still scant at the help desk, but better for “real” help desks: only just over half better for “real” help desks: only just over half of the cases give training in the systems they of the cases give training in the systems they support, while only two-ﬁfths give training in support, while only two-ﬁfths give training in telephone an

telephone an d d commucommu nicatinications skilons skillsls..

Nearly all cases compile some sort of Nearly all cases compile some sort of infor-mation, and the majority of cases gather call mation, and the majority of cases gather call resolution statistics. User surveys are resolution statistics. User surveys are conduct-ed by less than half. “Real” help desks were ed by less than half. “Real” help desks were more inclined to gather inf

more inclined to gather informorm ation: 58.1ation: 58.1 percent cond

percent cond ucting surveyucting surveys and 86.5 s and 86.5 percentpercent gatherin

gatherin g statisticsg statistics.. M

M ost help deskost help desks (ovs (over 80 percent) er 80 percent) use theuse the information t

information t hey gather to hey gather to help in identhelp in ident ififyiyingng regular faults. More than half use it in regular faults. More than half use it in identify-ing the trainidentify-ing requ

ing the training requ irements of the organiza-irements of the organiza-tion, bu

tion, bu t fewt fewer (37 er (37 percent) actupercent) actu allally producedy produced reports for use at a higher management level, reports for use at a higher management level, and less

and less than a ththan a th ird reported tird reported t hat informationhat information was fed back into identiﬁcation of users’ was fed back into identiﬁcation of users’ pro-cess

cessing requirements. Some ing requirements. Some casecases reported s reported thatthat their information was used for pu

their information was used for pu rposes suchrposes such as bil

as billiling their ung their u serssers. T. T he prhe pr ivivate sector madate sector mad ee more u

more u se of se of infinformorm ation than tation than t he pubhe pub lilic secc sector,tor, while “real” help desks exceeded both in all while “real” help desks exceeded both in all aspects.

aspects. T

T he majorhe major ity ity of help desks of help desks have have come intcome int oo being by “evolutionary” means, developed in being by “evolutionary” means, developed in reaction to demand

reaction to demand . Where an organiz. Where an organizeded approach has been taken, it has generally been approach has been taken, it has generally been by the use of internal workgroups (a third of by the use of internal workgroups (a third of cases), with minimal use of outside consultants. cases), with minimal use of outside consultants. Case studies

Case studies

Many of the help desks visited were at present Many of the help desks visited were at present in, or about t

in, or about t o enter into, a phase of o enter into, a phase of restructur- restructur-ing/

ing/reorganizreorganization. Tation. T he remainder hhe remainder h ad plansad plans which m

which m ight result in ight result in some level of some level of reorganiza- reorganiza-tion or restructu

tion or restructu ring. Tring. T his ﬁnding ihis ﬁnding illllustratesustrates the dynamic nature of user support, and the the dynamic nature of user support, and the fact that p

fact that p racticractices as wes as well aell as IT s IT envenvironmentironment ss and organizations themselves are constantly and organizations themselves are constantly encount

encount ering change. User support ering change. User support is havis having toing to adapt to changes in technology and its ever adapt to changes in technology and its ever more widespread use, and to

more widespread use, and to changes ichanges in thn th ee structure of the organization which it serves. structure of the organization which it serves. T

T here is alshere is also evio evidenden ce fce from rom the case studthe case stud ies ies of of

a distinct general shift toward a culture of a distinct general shift toward a culture of customer servi

customer service and a consequent ce and a consequent require- require-ment to be more sensitive to users’ needs. ment to be more sensitive to users’ needs.

‘…

‘… CCommon usommon uses es of help-deof help-dessk informatk informat ionion are t

are t o highligho highlight t training needstraining needs, identif, identif yy common causes of problems, or provide common causes of problems, or provide supplementary customer information for supplementary customer information for sales teams…’

sales teams…’

Practices w

Practices within the ithin the help desk are becominghelp desk are becoming better d

better d eﬁned, with preﬁned, with pr ocedures being deveocedures being devel- l-oped and

oped and documdocum ented nented n ot only fot only for solvor solvinging problems, but

problems, but for managing the whole calfor managing the whole calll cyc

cycle and for commle and for comm unication, including pro-unication, including pro-ducing reports for management to monitor ducing reports for management to monitor help-desk perf

help-desk performorm ance, and ance, and reports whichreports which enable the organi

enable the organizatization to uon to u ndernder stand thestand the requirements of i

requirements of its users better. Commts users better. Comm on useson uses of help-desk information are to highlight of help-desk information are to highlight train-ing needs, identify

ing needs, identify commcomm on on causes of causes of prob- prob-lems, or provi

lems, or provide supplementde supplement ary customerary customer information for sales teams.

information for sales teams. Staff trai

Staff training and ning and career devcareer development elopment andand progr

progr essiession on speciﬁcalspeciﬁcally fly for tor t he hhe h elp desk areelp desk are increasingly becoming a major consideration. increasingly becoming a major consideration. Some m

Some m anagers canagers consider ionsider it import impor tant thtant th at stafat staff f are not having variety in operational tasks: their are not having variety in operational tasks: their dut

dut ies ies often ioften include report nclude report produprodu ction, siction, sitete visits or producing documentation. “Burnout” visits or producing documentation. “Burnout” is a recognized problem in the stressful is a recognized problem in the stressful help-desk envi

desk environmronm ent.ent. T

T he documhe docum entation of the above fentation of the above factors isactors is key

key to ISO to ISO accrediaccreditation, and a ntation, and a n umum ber of theber of the cases were ISO accredited or in the process of cases were ISO accredited or in the process of becoming so. T

becoming so. T his is a clhis is a clear marker tear marker t hat thhat th eireir comm

comm itment titment t o operational and servio operational and service stan-ce stan-dards is high.

dards is high. T

T he use of help-desk call he use of help-desk call loggilogging hasng has become prevalent, with very few exceptions. become prevalent, with very few exceptions. While the

While the software in mansoftware in man y casey cases is greatlys is greatly improving resolution times and effectively improving resolution times and effectively tracking problems through the entire call cycle, tracking problems through the entire call cycle, some fe

some features are used more than otatures are used more than ot hers. Morehers. More sophisticated capabilities such as knowledge sophisticated capabilities such as knowledge bases and expert systems are often yet to be bases and expert systems are often yet to be implemented. Effective reporting facilities were implemented. Effective reporting facilities were cited in a number of cases as being essential in cited in a number of cases as being essential in justifying resources for the help desk. justifying resources for the help desk.

Conﬁgu-ration man

ration man agement was alagement was also a primary concernso a primary concern of some organizations, and the capability of the of some organizations, and the capability of the

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help desk to act as the centr

help desk to act as the centr al customer func-al customer func-tion within an organiz

tion within an organization has been noted ation has been noted byby some.

some. T

T he mhe m otivotivators for help-desk devators for help-desk developmentelopment are usually those factors noted above: growth are usually those factors noted above: growth in use and

in use and vvariety of ariety of IT IT and and a customer servicea customer service focus. Generally speaking, those within the focus. Generally speaking, those within the organization who provide motivation for organization who provide motivation for help-desk developmen

desk developmen t are t are thotho se directly invse directly involvolveded wi

with th proviproviding suppording suppor t or, t or, in some cases,in some cases, higher levels of management – often when a higher levels of management – often when a chan

chan ge in buge in bu siness practices fsiness practices forces a realizationorces a realization that maintenance of acceptable service levels is that maintenance of acceptable service levels is critical to retaining business. T

critical to retaining business. T he help desk ishe help desk is wel

well placl placed to gather and ed to gather and monmon itor data onitor data on performance,

performance, and and can pcan p rovirovide valuable ide valuable infor- nfor-mation abou

mation abou t users, partt users, part iculicularly arly in the contextin the context of a customer help desk: in these situations, of a customer help desk: in these situations, organizations have found that the help desk is a organizations have found that the help desk is a positive business, rather than simply a technical positive business, rather than simply a technical asset.

asset.

Despite many achieving greater recognition, Despite many achieving greater recognition, most of the cases examined expressed their most of the cases examined expressed their need for b

need for b etter resourcing. It is often the etter resourcing. It is often the casecase that m

that m anagement is givanagement is giving its “conseing its “consent” nt” to thto th ee help desk to develop, without giving the help desk to develop, without giving the “back-ing” necess

ing” necessary to resource this. Tary to resource this. T he quhe qu estiestion of on of resourcing has been less of a problem for resourcing has been less of a problem for cus-tomer help desks: in their role as tomer help desks: in their role as point-of-contact for the p

contact for the p ayaying customer, their impor-ing customer, their impor-tance is much better recognized because it is tance is much better recognized because it is mu

mu ch easiech easier to r to quanquan tiftifyy. C. C ompuompu servserve, fore, for example, is working in a highly comp

example, is working in a highly comp etitivetitivee industr

industr y where qualiy where quality of sty of suppupp ort ort may be asmay be as important to the customer as the product itself. important to the customer as the product itself. T

T his ihis is als also seso seen as an imporen as an impor tant tant factor by FTfactor by FT Information,

Information, who see qualiwho see quality of sty of suppupp ort ort as theas the “distinguishing factor” of their service. In the “distinguishing factor” of their service. In the case of Abtex, the cu

case of Abtex, the cu stomstom er services diver services divisiision on isis fronted by the help desk, and th

fronted by the help desk, and th ere has beenere has been considerable investment in developing ﬁrst-line considerable investment in developing ﬁrst-line suppor

suppor t and t and integratiintegrating all ng all customer and customer and stafstaff f information on t

information on t o their servio their service managementce management sy

system. Tstem. T he more obhe more ob vivious the connous the conn ectionection between quality

between quality of sof suppouppo rt anrt an d revenue, thed revenue, the better resourced the help desk is likely to be. better resourced the help desk is likely to be.

Reorganizations within the public sector Reorganizations within the public sector hav

have resultee resulted in a md in a m ore fragore fragmentment ed IT ed IT envienviron- ron-ment

ment as central resources are replas central resources are replaced by indi-aced by indi-vidual departments contracting out IT to vidual departments contracting out IT to priva

private compte comp aniesanies. D. D eﬁnitieﬁnition on of theof the

help-desk’s role and appropriate resourcing is help-desk’s role and appropriate resourcing is less easy than in a commercial context.

less easy than in a commercial context. Problems and issues

Problems and issues T

T he problems which support he problems which support organizorganizations areations are now facing include:

now facing include:

•• the ethe explxplososioion in use n in use of of IT IT and the gand the greareaterter variety of software and hardware;

variety of software and hardware;

•• orgaorganiznizatiational onal resrestructuring, wtructuring, with rith resesultantultant fragmentation of IT;

fragmentation of IT;

•• elelicicitiiting support frong support from operatiom operationallnally diy discscreterete technical and support groups;

technical and support groups;

•• lalack ck of of infinformation ormation frfrom devom develelopmentopment groups about n

groups about n ew product roll outs;ew product roll outs; •• r er esso uo ur cr ciin gn g;;

•• seservirvice dece deﬁniﬁnitition and moniton and monitorioring;ng; •• advadvicice on deve on develeloping oping the sethe servirvice.ce. T

T he mhe m ajoriajority of helty of help dp d eskesks today are in ans today are in an ongoing process of change resulting from ongoing process of change resulting from changes in the IT environment and changes changes in the IT environment and changes wi

within tthin t he organizahe organization strution stru cturally cturally and and com- com-mer

mer ciallciallyy. T. T he probhe prob lems they face lems they face are com-are com-poun

poun ded bded b y iy inadequnadequ ate resourciate resourcing to tackle theng to tackle the problems thus precipitated. T

problems thus precipitated. T he presshe pressure of ure of increased call vol

increased call volumum es ises is, for m, for m any, heightenedany, heightened by a lack of information to the help desk by a lack of information to the help desk con-cerning new p

cerning new p rodurodu ct releasct releases, or chanes, or chan gesges/i/inter- nter-ruptions to service and a lack of ruptions to service and a lack of response/com-munication in dealing with problems assigned munication in dealing with problems assigned by the help desk

by the help desk to the supporto the suppor t team.t team.

‘…The image of the help desk among both ‘…The image of the help desk among both users and management is decisive in the users and management is decisive in the allocation of resources, and all too often allocation of resources, and all too often it is poorly understood, even viliﬁed, by it is poorly understood, even viliﬁed, by both…’

both…’

C

C lealearly then, the rly then, the help desk fachelp desk faces problemses problems which may be beyond its own control: issues which may be beyond its own control: issues such as communication with other such as communication with other depart-ments cannot be solved unilaterally, and ments cannot be solved unilaterally, and

require the coordinated efforts of various levels require the coordinated efforts of various levels of management. T

of management. T he image of he image of the help desk the help desk amon

amon g both ug both u sers and msers and m anagement is decisanagement is decisivivee in the allocation of resources, and all too often in the allocation of resources, and all too often it is poorly understood, even viliﬁed, by both. it is poorly understood, even viliﬁed, by both. T

T he help-dhe help-d esk’esk’s traditions tradition al image ial image is that of ans that of an is

isolated function, and olated function, and it has often been thit has often been th e casee case that it is something of

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terms of function and of staff career terms of function and of staff career progres-sion.

sion. T

T he generallhe generally “reactivy “reactive” appe” app roach to roach to help- help-desk prov

desk provisision has meant ion has meant that tthat t he potenhe poten tial of tial of the help desk has not been fully realized. Even the help desk has not been fully realized. Even where perf

where performorm ance measurement dance measurement d oes takoes takee place, it is often on

place, it is often on ly ily in hn h ighly ighly simplistic andsimplistic and mechanistic terms, e.g. numb

mechanistic terms, e.g. numb er of ier of incomingncoming call

calls, nums, num ber of problems clber of problems closed. Tosed. T he “youth”he “youth” of the help desk means that

of the help desk means that expertisexpertise in thee in the ﬁel

ﬁeld is underdd is underd eveveloped. Maneloped. Man agement in paragement in par tic- tic-ular hav

ular have been in need of “direction” and e been in need of “direction” and areare often unaware of or cannot

often unaware of or cannot affafford tord t he sourceshe sources of expertise available.

of expertise available. Current developments Current developments

Consolidation of the help function Consolidation of the help function

T

T he need he need for a sifor a single helngle help dp d esk has beeesk has been pn p re- re-cipitated by the need to remove confusion over cipitated by the need to remove confusion over “who to call

“who to call,” and to redu,” and to redu ce the demand ce the demand onon suppor

suppor t staft staff ff from drom d irecirect approaches. Tt approaches. T hehe consoli

consolidated dated help desk encourages better com-help desk encourages better com-mu

mu nication betnication bet ween IT specialists ween IT specialists in previouslyin previously disti

distinct grounct grou ps: it alsps: it also bro br ings about economings about econom iesies of s

of scale cale in termin term s of es of equipmenquipmen t and t and data shar-data shar-ing.

ing.

Tools Tools

Software began to be developed for call logging Software began to be developed for call logging in the

in the late 1980s, and late 1980s, and has vehas very rapidly exry rapidly extend- tend-ed its functionali

ed its functionality into nuty into nu merous othmerous oth erer aspects, such as knowledge bases, expert aspects, such as knowledge bases, expert sys-tems, problem management and change tems, problem management and change man-agement. Its use has become preval

agement. Its use has become prevalent ament am ongong dedicated help desks, and there is now a large dedicated help desks, and there is now a large number of packages on the market, possibly in number of packages on the market, possibly in exc

excess of 200. In ess of 200. In addition, daddition, d atabases of prob-atabases of prob-lems with solution

lems with solution s are now avails are now available onable on CD-ROM, which can be integrated into CD-ROM, which can be integrated into help-desk software. Prospective purchasers of tools desk software. Prospective purchasers of tools are faced with an array of choices, and are are faced with an array of choices, and are often poorly prepared to

often poorly prepared to selselect a suitable prod-ect a suitable prod-uct.

uct. TT his sihis situation tuation itseitself has crelf has created a ated a marketmarket for ex

for expert pert guidance, wiguidance, with nth n umum erous puberous pub lilica- ca-tions resulti

tions resulting (Brown and ng (Brown and Burrows, 1995;Burrows, 1995;

Computing

Computing, 1995; Muns, 1995)., 1995; Muns, 1995).

Standards Standards

D

D eﬁning seﬁning standardtandard s has bees has been found n found to be essto be essen- en-tial by many organizations, both: internally in tial by many organizations, both: internally in term

term s of procedures and s of procedures and training of heltraining of help dp d esk esk staff via ISO 9000; and externally via the staff via ISO 9000; and externally via the estab-lis

lishmhm ent ent of service-lof service-levevel agreemenel agreemen ts.ts.

Pe

Performanrformance mce measureeasurement ment

Performance can be measured in a number of Performance can be measured in a number of way

ways, and s, and requires the conrequires the con sisideration anderation an d d analy analy--sis of both quantitative and qualitative data: sis of both quantitative and qualitative data: •• Call statisticsCall statistics. Call volume, call capture, call. Call volume, call capture, call

length, waiting times, second-level response length, waiting times, second-level response times, resol

times, resolution ution times, numtimes, num ber of callber of callss closed.

closed.

•• Feedback Feedback . U. U ser surveser surveys ys or randor rand om callom call follow-up.

follow-up.

•• “M“M ystery callystery callerer””. Samp. Samp le questions posele questions posedd anonymously and evaluated by caller. anonymously and evaluated by caller. •• Benchmarking Benchmarking. G. G enerallenerally by consultancyy by consultancy

company: “league table” of help desks company: “league table” of help desks

against which the tested service is compared. against which the tested service is compared.

Professionalism Professionalism

As the need for trained sup

As the need for trained sup port port stafstaff hasf has become recognized, recognition of the become recognized, recognition of the profes-si

sion on and and its practitiits practitioners honers h as correspondinglyas correspondingly rise

risen. Cn. C ertificatiertification is now possion is now possible, and Nble, and N VQsVQs have been developed specifically for support have been developed specifically for support staff. Commentators have noted that the staff. Commentators have noted that the employ

employees ees of IT dof IT d epartmepartm ents are becomingents are becoming more like “employees of the company” than more like “employees of the company” than just “technical people” (Leung, 1995). The just “technical people” (Leung, 1995). The

development of organizations representing the development of organizations representing the profession has been a facilitator to professional profession has been a facilitator to professional recognition

recognition as well as well as developing practas developing pract icesices..

Outsourcing Outsourcing

T

T he experience of some cases she experience of some cases shows that, whilehows that, while there may be beneﬁts to out

there may be beneﬁts to out sourcing, such ansourcing, such an approach must be used selectively and with approach must be used selectively and with care (Hayward, 1995). Cost containment is a care (Hayward, 1995). Cost containment is a positiv

positive factor e factor butbut , str, str ategicallategicallyy, it , it is possibleis possible for the client organization to lose touch with for the client organization to lose touch with trends. O

trends. O utsourcing is cutsourcing is considered by many toonsidered by many to be best suited to

be best suited to stablestable/s/standard tandard problemproblem domains, e.g. standard applications (Blaisdell, domains, e.g. standard applications (Blaisdell, 1992). Efﬁcient outsourcers will provide 1992). Efﬁcient outsourcers will provide rele-vant statistics to prevent “out of sight, out of vant statistics to prevent “out of sight, out of mind”

mind” sysyndrndr ome. Tome. T he succeshe success of s of outsourcingoutsourcing of any function is an area where research on of any function is an area where research on costs and b

costs and b eneﬁts is urgeeneﬁts is urgently needed.ntly needed. Key f

Key factors in help-deactors in help-de sk sk developmdevelopm entent T

T he help desk has resulted out ohe help desk has resulted out o f necessf necessityity,, usually reactively, and is generally still in a state usually reactively, and is generally still in a state of deve

of development, lopment, albeialbeit t that that devedevelopment lopment isis highly

highly accelerated. Taccelerated. T he help dhe help d esk iesk is deves developingloping at t

at t wo levwo levels: aels: at tt t he “he “ micro” micro” levlevel, develel, develop- op-ment

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itself, deﬁning how it carries out its remit of itself, deﬁning how it carries out its remit of user suppor

user suppor t; and at t; and at the “mthe “m acro” levacro” level the roleel the role of the help desk is being better deﬁned within of the help desk is being better deﬁned within organizations in terms of its integration with organizations in terms of its integration with the bu

the bu sisiness of ness of the organizathe organization, and tion, and commcomm uni- uni-cation with other u

cation with other u nits and nits and manman agement levagement levelsels.. Figure 1 illustrates the significant factors in Figure 1 illustrates the significant factors in help-desk development which may have help-desk development which may have influ-enced its sphere of influence.

enced its sphere of inﬂuence.

Deﬁnition of the service, including Deﬁnition of the service, including consulta-tion of standards, is vital to successful tion of standards, is vital to successful imple-ment

ment ation and ation and serviservice delivce deliveryery. M. M anagementanagement and

and users must busers must b e apprised as to what service apprised as to what serviceses they can expect, and b

they can expect, and b e asse assured ured of ceof certainrtain lev

levels of sels of service viervice via ona on going performgoing perform ance mance m ea- ea-surement. The planned services must match surement. The planned services must match the spectru

the spectru m m of users’ of users’ requirements, whichrequirements, which may be d

may be d iviverse and erse and not not solelsolely technically y technically relat- relat-ed: in

ed: in creasinglycreasingly, h, h elp desks are delp desks are d ealing withealing with

clients on

clients on a global ba global b asis wiasis with th varyivarying levelng levels of s of techn

techn ical fical familiarity (amiliarity (Call Centre EuropeCall Centre Europe, 1995)., 1995).

The potential of the help desk in the

strategic management of information

systems

T

T he potenthe potent ial ial of the help desk to act as a man-of the help desk to act as a man-agement asset is beginning to be recognized. agement asset is beginning to be recognized. T

T he develhe developmenopmen t of customer service orit of customer service orienta- enta-tion has shifted the emphasis away from the tion has shifted the emphasis away from the help desk as IT

help desk as IT ’’s technical problem ﬁxer to thes technical problem ﬁxer to the help desk as the front-end to a service provider. help desk as the front-end to a service provider. The help desk as an automated management The help desk as an automated management center, acting as the nexus for the full center, acting as the nexus for the full integra-tion of IT

tion of IT and cuand cu stomer servistomer service ice into tnto t he orga-he orga-nization, is evidence both of an increased nization, is evidence both of an increased recognition of the role which the help desk can recognition of the role which the help desk can play strategicall

play strategically and y and a signal of the expana signal of the expan sionsion

A motivator is required in the first instance, to identify the A motivator is required in the first instance, to identify the nee

need for a help d for a help desdesk, or a changk, or a change to ie to it. Mott. Mot ivators tend to beivators tend to be those involved w

those involved w itith current service provision: managersh current service provision: managers, team, team leaders

leaders at tat t he point of he point of contaccontactt Motivation

Motivation

The backing of management is then required. This can be The backing of management is then required. This can be gained by highlighting

gained by highlighting currecurrent problems and their cosnt problems and their cost tt t o theo the various departments in

various departments in terms of tterms of time and money. ime and money. TThe marketinghe marketing of the concept to management is crucial, since considerable of the concept to management is crucial, since considerable financial and organizational

financial and organizational backing may be requbacking may be required to ired to getget any development

any development Backing Backing

T

The sehe service srvice should be defined rihould be defined rigorously witgorously with the parth the participatiicipationon of all necessary groups. This includes internal and external of all necessary groups. This includes internal and external proce

procedures and the application dures and the application of appropriatof appropriat ed standardsed standards Definition

Definition

The new service must be marketed to the users The new service must be marketed to the users

Marketing Marketing

Once operational, the service must be rigorously monitored in Once operational, the service must be rigorously monitored in

order to ensure

order to ensure that that it it is acis achieving ithieving it s goals s goals and meeand meetitingng standards

standards Monitoring Monitoring Figure 1

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of the hel

of the help desk ip desk in a mann a man ner that mner that m igight nht n otot hav

have been pre been pr edicted from its origiedicted from its original “mnal “m op uop u p”p” role.

role. If the tr

If the tr aditional heladitional help dp d esk cesk can ban b e regardede regarded as “a bucket under

as “a bucket under neath a leakneath a leak,,” the m” the m odernodern help desk could be said to be ﬁxing the leak, help desk could be said to be ﬁxing the leak, and

and looklooking out for more bad ing out for more bad weweather: prob-ather: prob-lems are not solved by the bucket, they are lems are not solved by the bucket, they are solv

solved by preventing the need for oned by preventing the need for on e. Te. T his ihis iss encapsulated by the slogan for the Service encapsulated by the slogan for the Service Management Europe

Management Europe 1996 C1996 C onfeonferencerence: “Stop: “Stop ﬁxing, start solving”. Blaisdell (1995) states ﬁxing, start solving”. Blaisdell (1995) states that t

that t he puhe pu rpose of a help desk irpose of a help desk is in fact “tos in fact “to prevent support calls.”

prevent support calls.” T

T he presence of the helhe presence of the help desk is p desk is not annot an “ad

“ad mission of failure”: umission of failure”: u sers wilsers will alwl always requireays require support in the face of the inevitability of

support in the face of the inevitability of change and the growing complexity in IT change and the growing complexity in IT environments; the level of ability among users environments; the level of ability among users is highly variable and, despite education and is highly variable and, despite education and training, they wi

training, they will cll continuontinu e to operate on e to operate on aa “need-to-know” b

“need-to-know” b asiasis. Whatevs. Whatever other mer other m eanseans of support are available, it has been established of support are available, it has been established (Waern

(Waern et alet al., 1991) ., 1991) that uthat u sers prefsers prefer helper help provi

provided ded by the huby the hu man man vvoiceoice. T. T his projehis projectct would sugg

would suggest that, far from best that, far from b eing doomed eing doomed toto exti

extinction, thnction, th e broader re broader r ole of the help desk asole of the help desk as a comm

a comm unicator, faciunicator, facililitator and tator and coordinatorcoordinator wi

will ell ensure an nsure an importimport ant conant con tinuing role ftinuing role for theor the help desk. While reducing “problem”

help desk. While reducing “problem” callcalls, thes, the help desk may take on the b

help desk may take on the b roader role of roader role of acting as the front li

acting as the front line for IT ne for IT wiwith a th a movemove toward a more expert service acting as advisors toward a more expert service acting as advisors in decision making and direct involvement in in decision making and direct involvement in deve

development lopment (Pancucci, 1995)(Pancucci, 1995) . Table I illus. Table I illus--trates the d

trates the d irecirection which the tion which the most responsivmost responsivee and “

and “ modmod ern” ern” help deskhelp desks are taks are taking.ing.

The move from traditional to modern help The move from traditional to modern help desk is a move toward the help desk as an desk is a move toward the help desk as an embod

embod iment of IT iment of IT wiwithin the organizathin the organization,tion, awa

aware, informed re, informed and and infinformorm ativative. At its moste. At its most highly developed, the help desk can be the highly developed, the help desk can be the approachable pub

approachable pub lilic face of c face of IT IT wiwithin ththin th ee organization and a probing and highly critical organization and a probing and highly critical tool (Hayward, 1995). The new approach to tool (Hayward, 1995). The new approach to the help d

the help d esk represesk represents a paradents a parad igigm m shifshift in tht in th ee understanding of the role it plays within an understanding of the role it plays within an organization. While efforts have tended to organization. While efforts have tended to focus on how the help desk can organize itself focus on how the help desk can organize itself better internally, it is now recognized that better internally, it is now recognized that actually to provide service to a user, the help actually to provide service to a user, the help

desk must be an integral part of the IT and desk must be an integral part of the IT and customer service process.

customer service process. T

T he help desk is ahe help desk is at tht th e nexus of a wee nexus of a web of b of depend

depend ency and the Fency and the F igigure 2 illure 2 illustrates theustrates the li

links that mnks that m ay potentialay potentially ly be mbe m ade throuade throu ghoutghout and

and outwith an organizaoutwith an organization.tion. T

T he sighe signiﬁcance of niﬁcance of the help dthe help d esk to theesk to the provisi

provision aon a nd nd developmendevelopmen t of efft of effectivective infor-e infor-mation systems has yet to be fully established: mation systems has yet to be fully established: however, there are a number of ways, outlined however, there are a number of ways, outlined brieﬂy below, in which the help desk can be brieﬂy below, in which the help desk can be used, an

used, an d is already beid is already being used ng used by someby some

organizations, to improve information systems organizations, to improve information systems provi

provisision and on and supportsupport ..

Gathering data on present patterns of Gathering data on present patterns of systems use

systems use

It has been found th

It has been found th at 86.5 percent of dedicat-at 86.5 percent of dedicat-ed h

ed h elp desks gelp desks gather what can ather what can frefrequentquent ly ly bebe quite simple statistics on usage. Statistics have quite simple statistics on usage. Statistics have a number of very valuable potential uses: as a a number of very valuable potential uses: as a source of

source of information on thinformation on th e nature of prob-e nature of prob-lems encountered at present; to mon

lems encountered at present; to mon itor usagitor usagee of systems and the spread of users for each; to of systems and the spread of users for each; to identify training needs; to identify gaps in identify training needs; to identify gaps in provi

provisision and on and dupdup lilication of data input; and cation of data input; and toto ass

assisist in the mt in the m apping of the preseapping of the present pnt p attern attern of of information collec

information collection, dtion, d isisseminatisemination on and and useuse wi

within ththin th e clie client bent b ase. From ase. From the results of thethe results of the survey, more than half of all help desks are at survey, more than half of all help desks are at present using such information to

present using such information to identifidentifyy

Table I

Table I Traditional versus modern help deskTraditional versus modern help desk

T

Trraaddiittiioonnaal l hheellp p ddeesskk MMooddeerrn n hheellp p ddeesskk R

Reeaaccttiivvee PPrrooaaccttiivvee

Fixes the

Fixes the results results of of the the prproboblelemsms, , nonott FFixeixes s prproboblelemsms at source at source

tthhe e ccaauusseess GGaatthheerrs s aannd d ddiisssseemmiinnaatteess

A

A ddeeaad d eenndd:: iinnffoorrmmaattiioonn

ffoor r iinnffoorrmmaattiioonn PPrroovviiddees s a a wwoorrtthhwwhhiillee

ffoor r ccaarreeeerrss ccaarreeeer r ppaatthh

T

Teecchhnniiccaallllyy--oorriieennt et ed sd st at affff CCuusst ot ommeer sr seerrvviiccee--oorriieennt et edd

IIssoollaatteedd ssttaaffff

No

No ininﬂueﬂuencnce e on on mamattetters rs eextexternrnaal tol to InIntetegrgraall

hheellp p ddeesskk A A kkeey y mmoottiivvaattoor r aannd d aaiid d ttoo

S

Sttrruugggglliinng g ffoor r rreessoouurrcceess mmaannaaggeemmeennt dt deecciissiioonnss

P

Passassive ive – – awaiawaititing ng cuscusttomer omer JJustiﬁustiﬁ es es resourcingresourcing

aapppprrooaacchheess AAggggrreessssiivve e – – mmaarrkkeettiinng g iittss

D

Deemmaannd d ddrriivveenn sseerrvviicceess

Strategy driven Strategy driven The public face of the The public face of the organization