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Welcome!HDICapitalAreaLocalChapter
VendorFairandNetworkingEvent
October 23, 2015
Welcome!UpdatesfromHDICorporateandHDICapitalAreaLocalChapter
October 23, 2015
What’s Hot at HDI
• KCS Foundation and KCS Principles Bundle (ends 10/30): - The KCS Standard and Self-Study Guide ($29 value) - The KCS Online Practice Test ($79 value) - The KCS Certification Exam ($145 value) - HDI Exam Insurance, which provides one free retake of the
certification exam ($49 value) • Technical Support Professional Certification Bonus:
For the rest of the year, we'll give you free exam insurance and a practice test to help you earn this new HDI certification!
• Your Road to BIG Savings!
All Professional level memberships (new and renewals) are now available for only $295. Learn more at ThinkHDI.com/Membership.
Not a Member? Join Today!
Become a Professional member for just $295! Get more benefits to ensure your professional growth today. Enjoy benefits like: • Attend local chapter and vChapter meetings • Access to HDI Practices and Salary Reports • Discounts on HDI Conferences, Events and Training • Apply for HDI awards • And much more!
Learn more at www.ThinkHDI.com/Join
or by calling 800.248.5667
©2014HDI.Allrightsreserved.
Call for Help Desk Analyst & Desktop Support Technician of
the Year Nominees DON’T MISS THIS OPPORTUNITY to recognize your key analysts and technicians. The only investment you make is time to send the information below and complete the application. Your return is truly a heartwarming event that has become a yearend celebration for our teams. I encourage members to nominate your outstanding Analysts and Technicians by emailing the following information to Sandy Seroskie, by Monday, November 2, 2015 at awards@hdicapitalarea.com: • Help Desk Analyst or Desktop Support Technician's Name • Company • A paragraph describing the individuals achievements (why you are nominating them) • Manager's name and contact information **The criteria and nomination form is sent to the Manager to complete. We encourage you to send the information above early, so you have more time to complete the application.**
All nominees and managers as our honored guests, at our Annual Awards Luncheon, on Friday, December 4th, at Maggiano’s Little Italy. Thanks to the success of this event, we have reserved large room. We will recognize each nominee and their manager. Every nominee will receive a plaque and the winners will receive the Analyst of the Year or Desktop Support Technician award. We will have an amazing keynote speaker and a three course lunch.
Thank You HDI CA 2015 Sponsors!!
Today’s Agenda
. AGENDA 9 :00 am — 10:00 am: Registration, Networking, Vendor Tables Open (Continental Breakfast provided) 10:00 am — 10:15 am: Welcome & Announcements 10:15 am — 11:15 am: Speaker – Kirk Weisler 11:15 am — 11:30 am: 1st Prize Drawing & Break 11:30 am — 12:30 pm: Speaker – Rick Joslin 12:30 pm — 2 :00 pm: 2nd Prize Drawing* (Lunch Provided), Networking and Vendor Tables Open 2 :00 pm — 3 :00 pm: Speaker – Leslie O’Flahavan 3 :00 pm — 3 :30 pm: Refreshment/Dessert Break 3 :30 pm — 4 :00 pm Closing Remarks and Prize*
*Must be present to win
Bobsleds, Butterflies, and Breakfast Cereal
Realizing More of Our Potential
Bobsleds, Butterflies, and
Breakfast Cereal
The Principles of Growth May be Taught.
The Desire for Growth Must be Caught.
https://youtu.be/vmuqm1d8HAQ
Peanut Butter Cheerios Commercial #howtodad or #howtoLEAD J
A Flash of Insight & Leadership
Flexible FUN Motivated Enthusiastic Pleasant Happier Confident Contributors Energetic
Creative Team Players Understanding Resilient Fluid Engaged Positive Persuasive Influential Open to Change
20
It’s Not the Books You Own…of even the one’s you’ve read.
It’s the Principles we put into practice and into play that matter.
1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good
work? 5. Does your supervisor, or someone at work, seem to care about you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow?
Gallup's
+
1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good
work? 5. Does your supervisor, or someone at work, seem to care about you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow?
Gallup's
+
“Nothing is so contagious as enthusiasm.”
—Samuel Taylor Coleridge
Has anyone caught yours lately?
www.kirkweisler.com
Good Question? How tall will a tree grow? Great Answer; “As tall as it possibly can.” How much will you grow yourself ?.......
DISTINCT … OR EXTINCT!
“If there is nothing very special about your work, no matter how hard you apply yourself, you won’t get noticed and that increasingly means you won’t get paid much, either.”
Michael Goldhaber, Wired
“Firms will not ‘manage the careers’ of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career.”
Tim Hall et al., “The New Protean Career Contract”
The Myth: Other Driven
The Truth: Self-Driven
External: Motivation depends on our pushing people to perform.
Internal: Motivation depends on people’s pushing themselves to perform.
Scheme: It is our job as leaders to tinker until we find a motivational system that works.
Environment: It is our job as leaders to create a climate in which passion can live and not die.
Grand Plan: We search the literature to find the perfect, one-size-fits-all approach to motivation.
Mass customization: We nurture a multifaceted approach that reaches each person at his or her self-motivated center.
Lock picking: If we persist, we can “crack,” “recode,” and discover the way to make them run.
Door knocking: If we are paying attention, we can knock on people’s hearts in such a way that they will choose to open the door.
Get it ..Right through the Heart
43% trust their boss
Manager – Employee Relationship
39
57% trust a stranger 65% would choose a better boss over a raise
Source: Michael Segalla, Harvard Business Review, 2009; Michelle McQuaid, 2012; The Employee Engagement Group
35% would forgo a substantial pay raise to see their direct supervisor fired
Clarity & Connectedness
40
Understand what their organization is trying to achieve and why
Enthusiastic about their team’s/organization’s goals
Have a clear line of sight between their tasks and their team’s/organization’s goals
Feel their organization fully enables them to execute key
goals
Fully trust the organization they work
for
63%
80% 80% 80% 85%
Source: Stephen Covey, 8th Habit
37% 20% 20% 20%
15%
Clarity & Connectedness
41
All but 2 players would, in some way,
be competing against their own team members, rather than the opponent
Only 2 would care
Only 4 of 11 know which goal is theirs
Only 2 know what position they play, and know exactly
what they are supposed to do
Source: Stephen Covey, 8th Habit
§ Suppose a soccer team had these same scores:
It’s an Incident Dr. Watson
Developed by Rick Joslin HDI Executive Director, Certification & Training
rjoslin@thinkhdi.com
The Facts and Nothing but the Facts
43
Follow the Evidence
44
The Call Comes In The call is answered quickly and
45
a first responder is assigned.
Classification • What type of crime? • Whose jurisdiction? • What is the priority? • What is the
severity? • Is this a known
problem?
46
Initial Response • Safety • Emergency
Care • Establish
Control
47
Secure the Scene • No more changes
48
Record Evidence • Document the symptoms
49
Collect Evidence • Listen to the customer
50
Interview Witnesses
• Ask their name • Use empathy
skills • Begin with open
ended questions • Use their name • Paraphrase for
understanding
51
Record the Data • Who? • What? • When? • Where? • How? • Why? You don’t know what
might be important.
52
Seek to Understand What We Know
• Search the Knowledge Base
53
Ask Clarifying Questions
• Use closed ended questions
• Confirm what you heard
• Get another perspective
54
Analyze the Evidence
• Search the Knowledge Base again
55
Return to the Scene
• Get a closer look at the evidence
• Verify the evidence and witness statements
56
Consider Possible Motives
• Establish a list of possible causes
57
Test the Most Probable Causes
• Consider frequency of occurrence and the cost of the test
• Don’t overlook the simple stuff
58
Call Your Backup - Get Help
59
• Are special skills needed?
• Does the severity require escalation?
Resolve and Recover
• Emergency Care comes first
• Stop the pain • Get the customer
back to work
60
Incident Closure
• Confirm Resolution
• Capture or Update the Knowledge
• Document Actions
61
Incident Ownership • Monitor, track, and communicate status
62
The CSI Way 1. Initial Response:
Touch nothing, Observe and Listen 2. Secure and Document:
Touch nothing, Record observations 3. Collect Evidence: Bag it and Tag it 4. Interview Witnesses: Question and Record 5. Analyze Evidence: Identify and Eliminate
Record all data and actions
63
CSI: A Guide for Law Enforcement
Initial Response/Prioritization of Efforts 1. Receipt of Information 2. Safety Procedures 3. Emergency Care 4. Secure and Control Persons at the Scene 5. Boundaries: Identify Establish, Protect, and
Secure 6. Turn over Control of the Scene and Brief
Investigators 7. Document Actions and Observations
Source:January2000bytheUSACorneyGeneral64
Kepner-Trego’s Problem Analysis
A.K.A. The KT Process 1. Define the Problem 2. Describe the Problem 3. Establish possible causes 4. Test the most probable cause 5. Verify the true cause
65
ITIL® Incident Management Process
1. Incident Detection and Recording 2. Classification and Initial Support 3. Investigation and Diagnosis 4. Resolution and Recover 5. Incident Closure 6. Incident Ownership
66
Thank you for attending this session.
Please fill out a session evaluation form. Contact details:
Rick Joslin HDI Executive Director, Certification & Training rick.joslin@ubm.com (412) 841-9793
Death to the Term “Soft Skills”
Why Writing is an Essential Hard Skill for Support
Professionals October 23, 2015
Leslie O’Flahavan, E-WRITE
Full$disclosure.$I$hate$the$term$“so3$skills.”$
An$actual$so3$skill?$Taking$this$kind$of$
picture…$
Usually,$massage$is$a$“so3$skill”$
If$it$were$possible$to$get$a$job$holding$cats$gently,$that$
would$be$a$so3$skill$
Today’s$topics$1. Why$the$term$“so3$skills”$should$be$
permanently$replaced$2. Which$wriHng$skills$are$essenHal$for$
support$professionals$3. How$to$develop$your$support$team’s$
wriHng$skills$
We$should$replace$the$term$“so3$skills”$
It$is$dismissive$It$is$vague$
EssenHal$so3$skills?!$1. Growth$mindset$$2. SelfPawareness$$3. EmoHon$regulaHon$$4. SelfPconfidence$5. Stress$management$6. Resilience$7. Persistence$and$perseverance$$8. PaHence$9. PercepHveness$10. CommunicaHon$$11. Teamwork$
12. Interpersonal$relaHonship$$
1. MeeHng$management$$2. FacilitaHng$$$$3. Selling$$$4. Management$$$5. Leadership$$$6. Mentoring$and$coaching$$$$7. Managing$upwards$$8. SelfPpromoHon$$$9. Dealing$with$difficult$situaHons$$10. Savvy$in$handling$office$poliHcs$$11. Influence$and$persuasion$$$$12. NegoHaHon$$$$13. Networking$$
$$
It’s$not$“so3”$if$you$spend$this$much$effort$on$it$$
What$should$we$call$them$instead$of$“so3$skills”?$
Three$essenHal$wriHng$skills$for$support$professionals$
1. Use$a$posiHve,$personal$tone$that$shows$empathy$
2. Explain$how$to$complete$a$task$or$procedure$3. Write$at$a$technical$level$the$customer$can$
understand$
Use$a$posiHve,$personal$tone.$Show$empathy.$Customer’s*e+mail*$
To:$DistributorService@abc.com$From:$C.Headlington@mail.com$Subj:*How*do*I*update*my*registra:on?*$
On$Feb.$26,$I$got$a$noHce$from$you$that$my$company’s$Licensed$Distributor$registraHon$had$expired.$$So,$on$that$date,$I$tried$and$tried$to$update$my$registraHon,$to$make$it$current.$$But$I$kept$gehng$a$screen$saying$that$I$could$add$a$new$Distributor$number$for$my$company’s$registraHon.$But$that’s$not$what$I$want$to$do.$I$have$tried$MULTIPLE$Hmes$to$call$you$but$always$get$the$taped$message$that$I$should$call$back$another$Hme$because$your$call$volume$is$too$high.$Please$clarify$P$What$is$wrong$with$my$Licensed$Distributor$registraHon$and$what$should$I$do$about$it?$$What$have$I$done$wrong??$$Thanks$–$$Carl$Headlington$
Does$this$response$show$empathy?$Agent’s*reply*Subj:$$RE:$How$do$I$update$my$registraHon?$Please$understand$the$delay$in$our$response$to$your$inquiry.$We$have$experienced$exceedingly$high$volume$since$the$implementaHon$of$the$new$new$Distributor$registraHon$system$last$month.$In$the$system,$I$can$see$that$you$have,$in$fact,$successfully$renewed$your$Licensed$Distributor$registraHon,$which$will$be$good$unHl$January$17,$2016.$$If$you$believe$you$will$also$need$to$add$a$new$Distributor$number,$please$explain$why.$$If$you$need$further$assistance,$please$let$us$know$by$contacHng$the$Support$Center$at$800P123P4567$or$compleHng$an$online$request.$$
Sincerely,$Steven$Sorrell,$Distributor$Support$RepresentaHve$
Explain$how$to$complete$a$task$Customer’s*email*$
From:$$$$$$$$$$$$$$JeaneleVilla@SciFiBooks.com$To:$$$$$$$$$$$$$$$$$$EasyPay$Consumer$Support$$Subject:$$$$$$$$$$How$do$I$remove$an$ePmail$address?$$$$
Hello,$$$$I$want$to$remove$the$ePmail$address$L.Henson@SciFiBooks.com$from$receiving$noHficaHons$when$someone$purchases$a$book$from$me.$$I$can't$find$the$ePmail$address$anywhere$in$My$Profile$or$My$Sehngs.$Can$you$find$it$and$remove$it?$$Thanks,$Jeannele$
Explain$how$to$complete$a$task$
Write$at$a$technical$level$the$customer$understands$
How$to$develop$your$support$team’s$wriHng$skills$
Develop$your$support$team’s$wriHng$skills$
1. Hire$people$who$like$to$write$and$are$good$at$it.$2. Understand$the$difference$between$big$picture$
wriHng$skills$and$small$picture$wriHng$skills.$Provide$coaching$for$the$specific$type$of$wriHng$skill$the$support$professional$needs.$
3. Provide$your$team$with$a$steady$diet$of$excellent$wriHng$samples.$Discuss$the$samples$regularly.$
4. Recognize$excellence$or$growth$in$wriHng$skills.$5. Offer$wriHng$training.$
$
“Big$picture”$vs.$“small$picture”$wriHng$skills$
• Big$picture$=$more$than$one$way$to$be$correct$• Small$picture$=$only$one$way$to$be$correct$
Provide$your$team$with$a$steady$diet$of$excellent$wriHng$samples$
1. Feature$them$at$weekly$meeHngs$2. Ask$agents$to$submit$their$own$work$or$
others’$3. Collect$them$in$a$$$$
Questions? Comments? Contact:
Leslie O’Flahavan, E-WRITE Leslie@ewriteonline.com 301-989-9583 www.ewriteonline.com @LeslieO
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