There is no secret that Bosses were replaced by Leaders some time ago. To run a successful business all must work for one, and one for all. Yes, exactly like the musketeers. The art and science of leadership can be a tough task, and not everyone is built to do that. When life changes the requirement for the role modifies too. Our work lives are changing massively. As we are adapting to a hybrid and work from home model Leaders and Managers need to gain new skills and learn new secrets. So, let’s see what great leadership looks like in the new, post-Covid era.
People Come First
Great performance is more than ever based on empowering your people. Leadership is the ability to create an atmosphere where the individual feels valuated, trusted and important. Providing support and understanding of others’ wellbeing allows employees to thrive and reach their highest potential. Do you know why Mark Aslett of Mercury Systems became the best CEO? He took care of his employees by funding $1 million for covid relief. This not only made everyone happy but also resulted in a 22% increase in his company’s revenue.
During the pandemic we got used to our freedom and independent time/work management. Leaders must adapt to the new normal and consider employees needs and wants more than ever before.
The times of the unknown taught us a great lesson – nothing ever stays the same. The only way of survival is an adaptation to constantly changing circumstances. CEOs must realise that years of experience and trained thinking are losing their power. It is time to open up for new ideas, perceptions and innovations. It is time to speak to your people and truly listen to what they have to say and offer. Today all the power hides in strong cooperation, teamwork and unbiased decision making.
Also, agility is about finding the compromise that works for everyone. Today, leaders work for employees and not all the way around. If they are capable to create the best circumstance for a worker to do their best job- the desired success is just around the corner. For example, if the designer is at his creative peak at 8 pm – modify and adapt to his work schedule in order to receive the best ideas.
Connect To Diverse Teams
The pandemic has enabled us to work independently, when and where it works best for us. That created hybrid working within organisations. New task for the manager –to connect everyone from everywhere. Time to integrate new tools, new approaches that would enable all the departments to share information and cooperate efficiently. Leaders have turned on their creativity in order to mimic physical workplaces, stay in tune with their team and stay in control of supporting everyone’s needs and wants.
The new post-covid era requires new and innovative leadership. It is crucial more than ever to your people first and starts working for them. Empathy, agility, and support are key attributes that will create loyalty, efficient cooperation and determine overall business success. Think differently, be open to new tools and technologies and listen carefully to your employees. It’s the new secret of the leadership of the new era.
The COVID-19pandemic left a massive dent in the various sectors of the British economy and the IT sector has not been an exception. Maintaining the kind of service levels consumers were used to before the virus struck, has become incredibly difficult. Two leading reasons for this are the reduced resources and trying to work efficiently while practicing social distancing. So how can we improve the IT support in the COVID-19 era and boost employee experience in the United Kingdom?
Here 5 ways to improve IT support In The COVID-19 Era To Boost Employee Experience:
1. Pay Attention To The ‘New World’
There has been a paradigm shift in the way companies function in the post-pandemic era. The number of people working from home has gone up. Only a section of the organisations is calling the workers back to a common office. As a result, the ways in which end-users are supported have changed.
As offices shut down, new avenues opened in the form of online conference calls being hosted on platforms like Zoom and Microsoft Teams. More and more people began to realise the value of free features like Google Slideswhich didn’t need unnecessary emails between colleagues to change a minor error in one of the slides. Simply giving access to their colleagues made the work exponentially easier while saving a lot of time.
Pay attention to the features and applications that have gained popularity due to the limitations brought forward by the pandemic. Add that to your arsenal for a better experience.
2. Communication Is Key
It is easy for work silos to get created in the absence of common spaces where people work together. As a result, miscommunications lead to setbacks in the team’s productivity.
It is important to continue to interact with your colleagues within the organisational hierarchy to stay in tune with the needs of your end-users.
3. Consider ITIL4 As Your Business Guide
ITIL4is the latest version of ITIL (Information Technology Infrastructure Library) which provides a digital operating framework for organisations to churn out value from their IT-supported products and services.
Two of the main values ITIL4 emphasizes on are:
Know how customers use a service: Lab-testing a product can often be significantly different when being used by the end-users. Ask your customers for their genuine feedback regularly as it helps clearly define the success or failure of the product.
Establish a culture of value: While most organisations focus mainly on working on the technical aspects of a new hire during their training session, ITIL4 recommends working with them to help them develop a sense of value the company stands for and how it aspires to deal with all its customers.
4. Output Vs Outcomes
An organisation’s output seems to hold great value in the eyes of the stakeholders. However, it seldom converts into real value unless it leaves a desirable impact on the end users’ productivity. Therefore, paying attention to the outcomes of your output must become your concern of priority.
An efficient way to do so is by writing down the key pointers between the way your organisation performs a certain process and how it affects your customers. Then find ways to improve your performance. This would invariably lead to an enhanced employee experience.
5. Transition From Service Level Agreements (SLAs) To Experience Level Agreements (XLAs)
Most IT teams work simply to keep the infrastructure afloat. Despite having the best ITSM implementation set in place, they can’t get beyond the basic processes of Incident, Request, Problem, and Change Management. Even in those areas, practitioners face real challenges and a lack of ownership, discipline, understanding, or ‘care’ means IT service can still seem pretty poor in the eyes of the customers. Time to switch from SLA to XLA.
What if you could find a solution that would allow you to see the following:
Clarity on wasted salaries paid to employees unable to work?
Potential issues or success levels for a recent migration project?
The lifespan and performance of certain types of hardware and allow for memory upgrades rather than expensive hardware refresh across the entire organisation – because it has been depreciated on the books?
How many employees had disabled their anti-virus or malware software creating a breach of policy and security risk for the organisation?
Surely this would be a step forward for service maturity giving better indicators than monthly management reports, lagging by at least one month which focuses on the performance of the Service Desk against KPIs than the actual productivity experience within the business. Is this the start of the next big thing? A time where experience level agreements are given priority over service level agreements.
If you think this is something to consider and resonate with – perhaps you should join us for Bright Horse’snext event on XLA Foundation. Places are limited.
Information Technology Service Management or ITSM can be viewed as a subset of Service Science focusing on the various IT operations being carried out such as service delivery and service support to the customers. As opposed to the orthodox technology-oriented perspective towards Information Technology, ITSM has conceived more of a discipline looking after process-oriented management of IT operations. Between 60%-90% of the IT ownership goes into IT service management.
In 2021, IT service providers have an additional responsibility on their shoulders. They simply cannot just focus on the technology and the internal organisation. In order to gain a competitive advantage and maintain market superiority, they must also consider and pay special attention to the quality of the services they provide. They must focus on building a great relationship with the customers.
Since ITSM is about process-oriented management of IT operations, it also focuses on the movement of improving the processes such as the Business Process Management, Six Sigma, and the Total Quality Management (TQM) within an organisation. Therefore, ITSM is also responsible for providing a good quality framework in order to align activities related to IT operations and their interactions with business customers and user processes.
ITSM according to ITIL4
The evolution of ITSM best practice standards originated with the Information Technology Infrastructure Library or ITIL, which is the most widely adopted and recognised body of knowledge in the IT sector. According to the latest version of ITIL4, ITSM can be described as:
“The implementation and management of quality IT services that meet the needs of the business. IT service management is performed by IT service providers through an appropriate mix of people, process and information technology.”
Tony Price of Virtual Clarity and David D’Agostino of Nexthink conducted a great session entitled ‘Experience Level Agreements: Kicking the KPI Habit’ in 2018 and in that session, Tony identified that shift left has been misused to represent the passing of IT issues to the customer by way of self-service, all the while adding to the ongoing obsession with fixing issues – rather than preventing them.
David alluded to the context for this in that employees and customers have an experience of technology at home like a luxury dream-liner and go to work and experience that of an old army aircraft.
The enraged customer is becoming more prevalent and people are working in sub-optimal environments. The service desk generally hears about issues reactively – people will have complained to everyone including the Chief Information Officer (CIO) before issues are registered, by which time they are enraged.
Graph 1: Time Per Day Due To Technical Fails In Different Industries
Productivity in the workplace is a huge issue. In the Information Technology industry, the average UK worker loses about 9 days per year due to technical issues. Extrapolate that out to the number of employees and average salaries and you are beginning to get a view on one cost element of downtime, outages, and a lack of system and service availability.
Instead of focusing upon the creation of endless KPI reports, detailing irrelevant metrics, which takes man-hours, if not days of peoples’ valuable time, why doesn’t IT focus upon a proactive approach that has prevention as a critical success factor?
Digital Customer Experience is still an Experience
An experience is consumed, it creates a feeling within someone. A positive feeling is a positive outcome for a service provider. Emphasis is usually placed on automating the service through the use of tools and processes to remove manual steps. Emphasis should also be placed upon the human element of any service. This could be to free up our most valuable assets at the support end to focus on higher-value complex tasks, giving them greater motivation and job satisfaction. Whilst the ability to pre-empt customer issues and to resolve them before an experience becomes negative is very powerful in positioning IT as a proactive, coordinated, intelligent function that has its customers at its core.
We strive to help our clients improve services in IT, from a people, process, and technology perspective. We have partnered with excellent tools that can offer automation at the service desk, for Service Request, Incident, and Change management, but also that can support and underpin Problem Management, Capacity, Availability, and Service Asset & Configuration – managing the estate, hardware, software, licensing – to ensure a better all-round experience for the customer.
What is the impact of COVID-19 on ITSM?
Ever since the COVID-19 outbreak impacted the United Kingdom, businesses were forced to move out of their traditional office environment and into remote-working locations. This transition needed to be quick, and as smooth as possible. A major part of the success behind such a rapid migration was spearheaded by the IT service organisations.
Digital Transformation Of Businesses
According to Gartner, 69% of the boards of directors have confirmed that the pandemic has accelerated digital business initiatives. While fields such as Finance, Marketing, Human Resources, and Administration have seen a drop of 2-4.5% in average budgetary changes, the IT departments have seen the largest boost of over 6.9%.
Graph 2: Average Budgetary Changes in 2020 Due to COVID-19
Clearly, the ITSM is an integral part of such a digital transformation. Essentially, the ‘what’ and ‘why’ of ITSM remain unchanged. It is the ‘how’ that has received a lot of attention in the post-pandemic era. New and advanced technologies such as Nexthink, are working on new ways of thinking such as Agile, DevOps, and Lean.
Growth In Popularity For ITIL4
ITIL4 is getting a lot more recognition than it used to as companies look for the proper guidelines and good practices to ensure that they provide quality services to their customers and secure their own future in what is clearly the beginning of an unprecedented era of technology and business working together in digital space like never before.
Output Vs Outcome
Before, the IT service providers only cared about providing outputs. This perception has changed drastically in 2021 as we are now looking to provide outcomes. Measuring the success or failure of a service based on their outputs rarely communicate the benefits that the customers received. Thus, organisations often make decisions that may not directly relate to the kind of quality that comes with their services. Conversely, outcomes are related to the performance levels of the services provided. These are the qualities of the service which are represented quantitatively to compare how they have improved over time.
Cloud IT Service Management
Clout ITSM is a cost-effective, reliable, and secure solution used by organisations in order to manage Incidents, Service Requests, Problems, and Changes in order to support the customers by adopting cloud technology all over the world. The key features of Cloud ITSM include:
High speed of implementation
Reduced overhead costs
Increased capacity and sophistication in scalability