How To White Label Your Service Desk Outsourcing Solution
When the line of demarcation between internal and external support personnel is pronounced and its people and processes out of sync, outsourcing service desk functions can be a particularly daunting proposition. On the other hand, if the service desk outsourcing vendor does its job properly, the end users calling for support won’t realize that they’ve reached a third party resource. Ideally, becoming an operational extension of the client’s own in-house IT groups in both purpose and perception is the goal. Below are some white label techniques designed to smooth the bumps in the road at service transition and beyond, promoting a concept of “One IT.”
Dedicated 800 number
Each individual client is assigned a unique toll-free number for help desk support. Any capable ACD system can be set up not only to identify the company origin of those inbound contacts via screen pops but also to display the relevant greeting and scripts. So even if the agents support multiple accounts, they will immediately know how to respond to the caller. For clients wishing to leverage an existing number that’s long been in circulation among their employees, the telephony can be programmed to route to the new dedicated line.
Customized agent greetings and IVRs
The service desk typically creates custom IVR recordings including client specific greetings and incident type prompts as well as all conceivable scheduled maintenance or outage alerts for various client systems and applications. Once the caller selects the appropriate prompt in the IVR, they are connected to the first available live agent for support. Whether live or recorded, the voice they’ll hear on the other end of the phone will identify as their own organization’s service desk.
Customized end user portal
Nothing says white label more than a website branded to match the look and feel of a client’s intranet and offers a customizable service catalog, knowledgebase, and easy to use self-help capabilities. End users can submit service requests, selecting from a pre-populated drop-down list of authorized choices that, depending on which they pick, follow a customized workflow including approval process that bypass the service desk and route to the appropriate predefined internal IT groups. New hire and termination functions, password resets, and even how incidents are reported through various media can be organized to match client preferences. Do they prefer a giant chat icon in the middle of the home page? It can all be arranged with the service desk’s development team.
Account specific documented procedures
If the service desk has the training, access, and above all documentation to resolve the issue within a reasonable time-frame, they will do so at the initial contact. If the issue requires a more advanced response (for example, a loaned computer request; a move request, etc.), a record of the request or issue is immediately forwarded to the correct team within the client’s IT organization. Whether First Contact Resolution is achievable or not, the service desk aligns procedurally with client standard operations for authentications, escalations, notifications, and has a thorough familiarity with their environment that all breeds a sense of organizational unity.
Before the conclusion of the discovery and implementation process (prior to launch), it is highly recommended that the client post an announcement about the new service to all employees and encourage adoption of the outsourcing model. To that end, client IT management should highlight the benefits of establishing a service desk as a central contact point to manage and prioritize service responses, gather records, and develop reports for the variety of issues that arise within the organization. Another benefit to address is the rapid response the employees will receive. As users call, email, or chat with the service desk, they will come to realize that remote agents can efficiently and effectively capture all the information about their issue, perform root cause analysis, and identify ongoing problems, communicating them to the appropriate parties as needed.
Client IT management may acknowledge that it seems illogical that end users can no longer just “grab an IT person” as they walk by their desk, they should explain the value of having all requests for IT service flow through a central point of contact. For one thing, with the service desk handling all initial contacts, it will help divert Level 1 issues from client Level 2 and 3 teams, saving their time and enabling them to work on more complex issues and projects.
Once the service desk is up and running, end users are prompted to complete a satisfaction survey sent via email when their incident is closed. Encouraging their feedback allows them to underscore improvement points and, assuming their constructive suggestions are adopted, instills a vested interest in its success. Perhaps the ultimate indicator of white label success is when end users are unable to distinguish whether or not they were assisted by someone down the hall or across the country. Or even better, the reputation of IT improves because the service desk qualitatively distinguishes itself by delivering excellent support on a consistent basis.