Following the university’s restructure of support staff, a number of people are now in a redeployment position and all managers were asked to attend this HR training session on how to help those staff fit into their new roles. This was principally about the procedures to be followed and paperwork required during a six week trial period beginning in January, but also covered how to set reasonable objectives and on how best to provide feedback.
Training on the university’s policies and procedures on how and when to refer staff and students to the various support services which are available, e.g. when people are affected by issues such as bullying, discrimination, disability, health problems, etc. Bundled into this was the university’s obligations with regards to the government’s Prevent Agenda on radicalisation which applies to all far right groups – in the North East the principle group of concern is the EDL. Included in our discussion was how the process of radicalisation typically works, how to spot the signs of potential radicalisation, and most importantly want to do about it, which for myself, and indeed most staff, is simply to refer to the relevant Safeguarding and Prevent Officer for the service.
A short update from the Director and Assistant Directors of SLS on how we are progressing towards meeting our targets as a service which, as we are nearing the end of the three year service plan, has largely become a statement of fact. This was followed by group workshops where we discussed some examples of how we are meeting our shared behaviours: Teamwork, Customer Satisfaction, Continuous Improvement, Customer Focus and Information Sharing.
Had a short internal training session from a colleague in IT Support on how they have implemented ITIL best practice into the University’s helpdesk / customer support system, a customised version of SCSM (Microsoft System Center Service Manager). Of particular interest was their ‘prioritisation matrix’ on how to categorise calls and assign an SLA to them as I can use this to inform development of our own systems and processes for managing customer support within the team.
Something which surprised me about WaLTS when I started was the lack of management information on the work we do to support our customers. There has been a few spot audits to analyse busy periods, but nothing coherent or consistent, so I asked the team to start recording resolved work using a simple form and then presented the results in a report for the benefit of our senior management. Those graphs will take a little time to fill out, but we’re off to a good start.
Today I created a Twitter account for the team and styled the pages in line with the University’s new corporate blue and orange style. I got the ball rolling by posting some tweets, following some interesting TEL people and companies we have relationships with, and created a couple of widgets to post our tweets and a list into a Blackboard course site, just as a proof of concept really, to demonstrate that it can be done and looks pretty. In due course the idea is to have a public organisation for the team where we will have a blog and news, and a page for our Twitter feeds.
In preparation for my official* move to TEL Support my two bosses wanted to know more about the quantity and type of customer support Blackboard and PebblePad require, as I will be transferring the bulk of this work to the Senior Helpline to concentrate on technical admin and content development in TEL Support.
Creating a suitable report was an interesting challenge as there was nothing in SupportWorks, our call logging system, that quite did what was required.
The closest was a report on the number of calls resolved by category and person but it was all in code so I had to combine this with data from other sources, using Access and some joins, to turn the username code in an actual person’s name along with the team there were in, and another data set to convert the category code into the actual human-readable category, ‘INCI-BB00-BB01-BB14’ turns into ‘Incident > Blackboard/eLP > System Issues > Site/Module Content’ for example. Finally I turned the data into a pretty pie chart showing number of calls resolved by team.
The results of this exercise were fascinating. I now know that while I resolved 180 calls during February, which feels about right, our front line Helpline combined resolved a massive 481! I had no idea our front line were fielding and resolving so many calls at the first point of contact – it just goes to show what a great service we have.
* Bureaucracy is a magnificent beast is is not? Almost a month since I got the news no-one is sure if my secondment has actually started yet, though the bulk of my time is now spent doing work either directly for TEL Support or preparing documentation for the Senior Helpline. It also means I have two line managers.