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SESSION 808
Friday, May 12, 10:15am - 11:15am Track: Reinventing The Customer Experience
Solving the Puzzle of Interdisciplinary Customer Support: A Case Study in Higher Education
Benjamin Li Computer Services Coordinator, Valdosta State University [email protected]
Session Description This case study-based session is a must-attend for anyone in the higher education tech support field. Learn from the Valdosta State University Solutions Center’s experience with forming a centralized call center, and find out how they’ve combined IT and enrollment management support to streamline the way calls are fielded. Through the use of new designs in automation, analytics, and telecommunications, they can offer technology assistance to support the key university business goal of recruitment, while still providing the same award-winning levels of service. And they’re ready to show you how you can do the same!
Speaker Background As the coordinator of the Valdosta State University Solutions Center, Benjamin Li is responsible for oversight and support of frontline services for both IT and undergraduate admissions. He also manages projects for technical support services and has more than ten years of experience in technology, training, and process analysis. Benjamin is recognized for his unique perspective on service excellence, which draws heavily on his MEd in instructional technology and his experience as an educator.
Solving the Puzzle ofInterdisciplinary Customer Support:
A Case Study in Higher Education
Benjamin Li, M. Ed., HDI-SCM, LSSGB
IT Solutions Manager
Valdosta State University
Agenda
• Introduction
• Design Strategies
– Six Sigma
– Help Desk Institute
• Implementation Strategies
• Future Solutions
• Questions
Introduction
Meet the Solutions Center
• 3 to 4 FTEs, 8 to 15 students
• 24,000+ to 70,000+ annual calls
• 2008 and 2014 USG Chancellor’s Service Excellence Gold Level Contact Center
Project Goals• IT, Admissions,
Welcome Center
• Reduced queue time/abandon rate
• Improve student experience
• Focus on recruitment
• Analytics-driven future initiatives
ChallengesChange
(Duties, team)
Staffing
(Peak times)
Training
(20 hrs. / week)
Motivation
(Call volume)
Communication (Collaboration)
Design Strategies
Six Sigma Strategies
Lean Six Sigma for Higher Education
• Create value• Increase
efficiency• Reduce waste• Reduce resource
utilization
• Data-driven decisions
• Predictable results
• Increase quality• Continuous
improvement
• Departmental collaboration
• Responsiveness• Customer service• Student
satisfaction
80 / 20 Rule• Primary calls (70%)
– Application steps
– Application status
– Campus tours
– Welcome Center
• Secondary calls (30%)
– Require interventionPrimary, 70%
Low-Hanging Fruit• In-scope
– ~ 50% abandon rate
– 3-6 months
– Admissions observations
– User Lookup application development
• Out-of-scope (scope creep)
– 2nd tier: concierge service
– Incorporating other departments/areas
Open Center
Second Tier
New Areas
Tactics
Objectives
Strategy
Goals
Mission
Vision
Values
Manage knowledge, culture of improvement
Abandon rate < 10%, maintain service quality
Manage high volume, low complexity calls
Manage first impressions, reduce wait
Service excellence, strategic alignment
Improve student experience and recruitment
Blazer Creed (civility, integrity, citizenship)
HDI Design Strategies
Knowledge-Centered Support (KCS)
Update knowledge
Share knowledge
Utilize knowledge
Search for article to assist caller
Modify articles for new knowledge discovered
Tag articles to increase search priority
Implementation Strategies
Change Management
People Processes Technology
Essential Factors for Success
Change (People)• Culture of:
– Teamwork and collaboration
– Continuous improvement
– Servant leadership
– Career development
– Ownership of needs and Solutions Center success
– Championing change
Change (Processes)
• Contact information
• Standardized tests
• Grade point average
• Transcripts
• Major/level/type
• Orientation date
• Fees and holds
• Etc.
1 dashboard = 16 student information system pages
Change (Technology)• Computer/dashboard
– User lookup
– Contact center
– Remote support
– Knowledge base
• Telephone– Sidecar
• Wallboard– Call queue
– Systems/network monitoring
Staffing• Data-driven
• Selection
– Self-motivation
– What can we train?
– Behavioral questions
• Scheduling
– Peak times/seasons
– Events
– Class schedules
Training
• Learner engagement– Multiple learning
styles
– Constructivism
– Institutional Quality Enhancement Plan
– Reflective problem-solving
– Regular content evaluation
Motivation
• Management by walking around
• Futures leaders
• Leveraging interest
• Digital badging
“The secret (to motivating employees) is to make sure they know how valuable their work is to the organization.”
-David Disney, HDI Certified Instructor
EventParticipation
Special Recognition
WorkPerformance
Communication
Weekly meetings Knowledge base blog
As-needed meetings Live trainingAdmissions liaison
Results
Fall 2015 Fall 2016
Total Calls 19,433 24,732
Average Wait 0:38 0:13
Abandon Rate 42.54% 4.15%
Max Wait 57:33 29:46
• Δ Abandon Rate = 38.39% decrease
• Δ Max Wait = 51.72% decrease (27 minutes, 47 seconds)
Performance
Future Solutions
• Areas for expansion
– Office of the Registrar
– Housing and Residence Life
• 2nd tier team
– Lead/mentor
– Case/changemanagement
– Welcome Center
Succeeding in your Solutions• Design
– Continuous improvement
– 80/20 rule
– Low-hanging fruit
– Prevent scope creep
– Map values to tactics
– Knowledge-centered support
• Implementation– Understanding people,
processes, technology
– Data-driven selection/scheduling
– Learner engagement
– Knowing the value of their work to the organization
– Clear lines of communication
Additional Questions?
Benjamin Li
IT Solutions Manager
229-245-4357
www.valdosta.edu/it
© 2016 Board of Regents of the University System of Georgia by and on behalf of Valdosta State University.
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