When it was known as the help desk, our customers saw us as “Ask Jeeves” and called to seek any kind of information, such as when nursing offers new employee orientation classes, why the pharmacy requires fax orders or how to use Microsoft Word. We had unwittingly set ourselves up for failure, disappointing “customers” when the help desk moniker gave the false impression that we would provide unlimited phone support for any problem. We ended up serving as receptionists and go-betweens rather than IT professionals striving for first-call resolution to support productivity to achieve corporate goals.
At the time, it was customary for staff to expect IT to create the Access databases, Word mail merges and PowerPoint presentations they needed in their positions, or they believed that, if IT would not actually create those documents, the department should at least provide on-the-spot, immediate phone training support. Our organization has a well-established training and education department that freely and routinely offers such services to all employees, but that was not the point. IT was not viewed as a limited resource to be applied to the greatest strategic value; instead, it was seen as a helping hand for those needing basic computer skills to do their jobs.
If you cannot explain how IT supports the organization's mission, strategy and vision, customers might expect help with any requested service. Leaders in delivering highly rated customer experience caution that, when you ask the patient to use the call bell if “you need anything,” rather than being more specific on services to expect from nursing staff (such as pain management, ambulation assistance, nutritional guidance and room cleanliness), you might be setting unrealistic expectations.
At a time when we all must work to the top of our grade with tighter budgets and while competing for talent, IT also needs to be able to work with customers, beginning with executives, to determine the required services and time-to-resolution expectations. In turn, IT management needs to report results consistent with these expectations to demonstrate the value of IT investments.
With these metrics and established service levels, IT management can proactively advise executives when increased service demand exceeds staffing capabilities, as reflected in longer time-to-resolution metrics. This information is especially useful when the organization needs to contain the IT budget and might be more willing to accept longer time to resolution rather than increase staffing costs. When this is necessary, the implications in terms of service expectations will be understood rather than having it appear that the IT department is out of touch with business requirements.
Discussions with executives take place in our IT governance structure and cascade to all project and ticket resolution practices. For example, all projects have a task on the timeline to “establish service levels,” where we sit down with our project counterparts to clarify post-implementation roles and responsibilities along with ownership and accountability. Service levels are determined before implementation. This collaboration strengthens IT-customer relationships, minimizes time and trauma in system outages, and ensures that all staff members are performing at the top of their grade.
No one can be all things to all people. Therefore, IT management should go on record with what customers should consistently expect from staff and monitor performance to ensure service is delivered as promised.
Edith DeesVice president and CIOHoly Spirit Health SystemCamp Hill, Pa.
