Help desk service that combines innovation and large-scale consolidation.

The challenge:

Create a user-friendly, multi-language help desk service and pay for it through realized savings.

The solution:

Consolidate several existing help desk operations and provide user-focused services.

The benefits:

Anticipated benefits included increased productivity, lower operating costs and improved help desk morale.

When SmithKline Beecham merged with Glaxo Wellcome to become leading research-based pharmaceutical company, GlaxoSmithKline (GSK), they faced the challenge of delivering reliable help desk support to a diverse and growing community of users. These users, over 40,000 in total, worked out of different GSK divisions, countries, cultures, and time zones. In addition, they had widely varying technical tolerances, aptitudes, and needs. GSK originally had nine help desks handling up to 50,000 calls per month. The help desks were located at key sites in the U.S. and U.K. GSK management wanted to refine processes, reduce redundancy, drive efficiency and consistency, and most of all, keep their sales people working productively.

The decision

A partner with a proven track record.

When the corporate IT management team decided to consolidate help desk support services in the US , GSK turned to Ajilon Consulting. Beginning in 1993, Ajilon managed GSK's Research and Development (R&D) help desk service, which received high praise from users (> 85% satisfaction rate) and, in 1996, achieved World Class Status, awarded by the Help Desk Institute.

The ROI model

Five sources of savings and improved productivity.

1. Consolidation

2. End-user productivity

3. Call spread staffing

4. Repurpose-able space and equipment

5. Re-deployment of human assets

GSK realized significant benefits: a decrease in annual operating costs by 25%, an increase in user productivity, and savings realized through re-deployable space and technology assets. Many former GSK help desk personnel moved on to more strategic roles, and the help desk function now enjoys a lower attrition rate.

Help desk service drives GSK productivity and cross-continent efficiencies.

The approach:

• User-focused and detail-oriented
• Establish objectives first.

User satisfaction was established as the number one priority. Other objectives included:

• Increased global business process continuity
• Elimination of task redundancies
• Recovery of needed office space
• Streamlined operations
• Reduced overall costs
• Scalable flexibility

Emulate the call center environment.

Customization is a core value proposition that Ajilon delivers with all of its IT services. So, in order to help ensure user satisfaction, we customized sections of GSK's help desk facilities in Montreal and Raleigh to emulate their environment.

Create user-focused SLA metrics.

In the early stages, GSK measured Ajilon's performance on call resolution metrics and user-satisfaction ratings. However, as the model evolved, so did the performance goals. Now GSK focuses on the quality of an answer, not just how fast the problem is resolved. GSK and Ajilon also created new ways to improve quality and satisfaction through training and a service driven mentality.

Sample metrics include:

• Answering calls within 30 seconds versus a (sometimes lengthy) hold queue that can frustrate users
• Resolving 95% of serviceable calls on the first contact
• A monthly user satisfaction rating of 90% or better

Develop a staggered transition plan.

To consolidate multiple help desks that serviced disparate end users, a plan had to be drawn up to ensure all users would continue to receive service during transition. Additionally, help desk employees in centers that were being closed needed time to train the centralized help desk personnel and transition to other, more strategic roles.

Train, train, train.

Senior GSK Help Desk personnel flew to Montreal to meet and work directly with members of the new, centralized help desk. They trained with actual Level 1 and 2 scenarios, and received coaching from GSK's best resources. In addition, a knowledge management database was developed to get the new help desk staff up to speed quickly.

A new name and mission.

GSK decided to change the department's name from Help Desk Services to End User Advocacy. This went a long way with users, who quickly got the message that they were the primary focus, not the help ticket themselves.

Go live.

Since the former help desks were on different continents, a seamless transition was challenging. However, with good communications and a well-trained desk, the operation went live without incident. Functional leads and department heads were notified in advance and asked for feedback after the transition.

Continuous improvement.

The GSK End User Advocacy Group and Ajilon are spreading their innovative thinking throughout the company. Together, they are expanding the help desk service role from commonplace resolution to more complex support with training and a self-help environment. Furthermore, they intend to transfer this focus on customer service and cost efficiencies to new and different divisions within the company.

We made sure we paid attention to the customer first, and that made all the difference in the world. - DAVE PELTZMAN, VICE PRESIDENT, GSK

Lessons learned:

A service-driven mentality made all the difference

Encourage the help desk to adopt a service-driven mentality.

To help personnel feel more involved, GSK communicated functional and corporate strategy to them. They trained on technical issues, as well as on products and services — this provided the analysts with further perspective and a greater sense of connection to their job. We helped reinforce the fact that users call because of a problem that has caused frustration — it is not personal. Finally, GSK made sure to reward helpful attitudes.

Make users feel like someone is listening.

Surveys proved to be good tools and, when accompanied by the occasional call from the help desk manager, the data became more compelling and relevant.

Integrate the help desk into the mainstream of the company.

When other functions saw the commitment, they contributed new ideas on how to improve — a solid reputation among the departments is a good asset to have.

Encourage an interactive and positive working environment.

Specialists were selected who had knowledge of certain difficult subject matter areas and were encouraged to assist other analysts in their area of expertise.

Foster excellent communications skills.

When analysts were calm and articulate, users generally had more patience. While a succinct sentence spoken nicely cannot substitute for a resolution to a problem, it made interactions more positive.

Provide a career path for help desk analysts.

Help desk analysts accumulate knowledge over time. One of the best ways for GSK to retain and reinvest their knowledge back into the business was to provide them with a clear career path. People who have been positively received by the business will have few problems finding opportunities elsewhere within the organization.

Be methodical and conservative in transition planning.

Allow for timing and roll-out adjustments based on personnel issues and unforeseen geographical and cultural challenges. To help manage expectations, be sure to comprehensively communicate any planned transition of services to all stakeholders prior to it taking place.