How to Manage the IT Helpdesk: A Guide for User Support and Call Centre Managers (2nd ed.)

Citation

du Preez, M. (2003), "How to Manage the IT Helpdesk: A Guide for User Support and Call Centre Managers (2nd ed.)", The Electronic Library, Vol. 21 No. 3, pp. 267-268. https://doi.org/10.1108/02640470310480524

The intention of How to Manage the IT Helpdesk is to convey a number of fascinating ideas on helpdesk support while focusing on what support is as well as client management; service management; workload management; resources management and staff management.

Bruton is first of all concerned with the nature and structure of computer service support and in defining user support. He also pays quite some attention to IT support in these discussions.

The section on client management reveals that customer support and service are usually not an organisation’s prime objectives, but that it is important for the support staff to know who the customer is, how they fit in with policies and also how management sees the helpdesk as a part of the organisation. It also shows how to prioritise clients while maintaining good and continuous proactive communications with them, as the majority of incoming calls will be of a negative nature. Customer service is discussed in detail and reference is made to the new technological remote‐control (self‐help) type of channels available to users such as CBT on CD‐ROM. Emphasis remains on the value‐added function in offering a service element on top of the product which is better than that of a competitor.

While Part 3 concentrates on the service content, the development of a service plan, strategy and service agreements, Part 4 deals with workload management and how to structure the first‐line of service procedures in the company.

The interesting viewpoint that the helpdesk manager must be able to justify its existence as a pinion in the company’s goal to make a profit, stay in existence, get repeat business etc. is explored in Part 5. According to this the helpdesk must be innovative and try to give more personal inputs to clients, without busting the budget. Bruton’s opinion that the future requires a user supporter, being part trainer, part agony aunt, whose communication skills are more important than how many manuals they have read and whose contacts, insight and experience are valued far more than their image as a technical guru is most interesting.

In the conclusion, attention is paid to the selection of the ideal type of support person and how to motivate and inspire the helpdesk staff. It also suggests staff structures and discusses the management of a support structure and reveals why some systems do fail in practice.

How to Manage the IT Helpdesk is of great practical value to the new support department in any information‐based organisation; the company or IT manager wishing to move to a more structured user support service; the new manager moving into old shoes; the support organisation in need of a little re‐engineering; the support staff member planning a career move; and finally the board director wondering what should be happening at the helpdesk.