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Showing posts from November, 2014

INTERVIEWING OVER THE TELEPHONE

Businesses are busy and unfortunately that means that amongst other things they don't have the time to meet all applicants for a job any longer.  They need to pre-screen them (often via the internal HR group) and only those candidates shortlisted will be selected for that all important face-to-face interview where you can hopefully impress them enough to either get that job, or get a callback for a further interview. 
Unfortunately the job market is tight, there really isn't any getting around that, so here are some good tips and hints to at least get your foot in the door.  The first key point being preparation ... a telephone interview is still an opportunity for you to sell yourself so you need to ensure that you are prepared.  You need to know what the business does, who you are going to be speaking to (do some research on them on LinkedIn), the specifics about the role & your suitability to fulfill those specifics.  You must also be able to speak intelligently about …

DETERMINING THE VALUE OF A SERVICE

English: A business ideally is continually seeking feedback from customers: are the products helpful? are their needs being met? Constructive criticism helps marketers adjust offerings to meet customer needs. Source of diagram: here (see public domain declaration at top). Questions: write me at my Wikipedia talk page (Photo credit: Wikipedia) Once again like in most things, ITIL helps to explain the common sense.  In this case it is the definition of "value" - basically while their definition is somewhat wordy, it gets the point across that Value is defined by the consumer.  What you might consider to be valuable, actually might not be ... the person purchasing it from you will actually make that decision and will base it on whether or not the service meets their demands at the price they are willing to pay for it.

ITIL however does go on to define value a bit further instead of just leaving it up to the customers decision.  They have indicated that value consists of two bas…

ITIL DEFINITION OF SERVICES

I think you all know that I'm a big fan of ITIL but sometimes I think it does get overly complicated (despite what I've said in previous posts).  Take the definition of services for example:
Internal vs. External OK now, I know its not rocket science by any means, but Internal services are those delivered within a business (for example IT services to a specific business unit) whereas External services are those delivered to external organizations (hence the name) ... I'm assuming you're with me so far, as this is not the overly complicated part (although it is important to recognize that internal services have to be linked to external services before their contribution to business outcomes can be understood and measured).
Where I think it goes into too much detail is in its definition of Core, Enabling and Enhancing services.
ITIL's definition of each is as follows:
Core Services - deliver basic outcomes that represent something a customer is willing to pay for (bas…

SERVICE STRATEGY - AN INTRODUCTION

Perhaps somewhat self explanatory, but Service Strategy is the strategy used by a business to execute its business objectives and meet the customers requirements.  Utilizing Service Strategy within a business, ensures that the business is able to create value for its customers and shareholders by contributing to the value and not just the costs of the organization.  Service Strategy ensures that organizations are able to organize themselves in an appropriate manner to deliver and support services that will enable a customers' success and will help to achieve a positive ROI in services.  Through a variety of different tools (service catalog and Service Portfolio Management for example) Service Strategy is able to ensure a consistent understanding of what is required by a business and ensures that these services are provided in an efficient and effective manner.
Get a free ITIL Service Strategy Financial Management Assessment here.
This is a document that we use to assess process m…

THE UPS AND DOWNS OF PERFORMANCE MANAGMENT - USING A BELL CURVE

Management of teams in a call center environment is never easy. Depending on your industry and your hours of operation not only do you often have to provide services and support during holiday periods, you often have to do it with a skeleton staff.  If those employees are on the bottom end of your performance bell curve - well lets just say, you might not have a good holiday season!

With any business, not only do you need to ensure that you have the appropriate number of agents to deal with the incoming issues, but you also need to ensure that these agents have the right skills and abilities to handle the volume that they get. You are forced to juggle resources based on the type of issues you might get - based on your historical trends - but you also need to always keep in mind the SLA you are offering to your customers and partners.

Phone calls & online chat need a significantly higher response rate than emails and the volume of issues while it can be planned for, can never acc…