REWARD
T he first two parts of this series have explored what service desk technology is and how it can complement the payroll operation to enhance the customer experience, as well as how it can support creating a culture of control. In this third and final article, we’re going to explore how the valuable data that can be derived from service desk technology can lead to better informing and more targeted focussing of objectives and impact for us as professionals. We will then also explore how transitioning to a more technology-driven service changes the roles and skillsets within the team structure model to not only provide operational support, but also to move towards a more proactive service model. Data insights First, let’s look at how we as professionals can be supported in our roles by the data insights a service desk allows us to access. One of the challenges with the cyclical nature of the payroll cycle is that we focus on solving a problem and then actually have little time to think about preventing a future problem. The first point of note here is that the data you get out is only going to be as good as the reporting structure you build within it. So, ensure when implementing that you take the time to identify the classification of the enquiry and any sub-levels and additional information which can allow you to identify the cause for enquiries. You may also want additional information, such as whether the enquiry is from a manager or directly from the employee, and a classification on priority. Further analysis of this information should inform ongoing communication plans and audience targets, as well as themes for supporting preventative self-resolution of future queries through the facilitation of frequently asked questions, video support and guidance. The next use for the data is to understand service responsiveness. Remember that to do this there needs to be agreed timings to measure against, so spend the time to ensure your service level agreement correlates to your enquiry categorisation. This information can help not only inform team performance but also support individual performance, identifying any development needs or resource planning.
Finally, it’s not always what you do, it’s how you do it, and feedback from our stakeholders on the customer service aspects of the response can provide valuable insights and a measurable target. Always consider how you want to see the output data when designing the input data. If you want to feedback on an individual basis on behaviours, then qualitative fields may work best as they can provide a greater range of feeling. If the measures are to be more statistical and tangible, then a scoring methodology which allocates results to bandings may be more appropriate. “If you want to feedback on an individual basis on The right skills So, we know that we’re going to have more data at our fingertips from our service desk technology, but how can we ensure we have the right skills in the team to both provide service desk support and data analysis? Once out of the project phase let’s have a think about the roles, responsibilities behaviours, then qualitative fields may work best as they can provide a greater range of feeling”
and skills that may be needed for a service desk approach. The first decision is whether the service desk is to be integrated with operational roles or is to be more independent, to create capacity and space for the operational roles. You may want to consider a specific service desk structure with a manager or lead role and dedicated assistants, along with identifying if the technical roles to support the software and data analysis are to sit within the function or be provided by other departments such as IT. Also think about designing roles with responsibilities around quality controls, communications, compliance and training as these are all areas that will need to have clear accountability to make the technology successful. Establishing a framework Once the accountability of responsibilities is in place, you can then consider the design of a skills and behaviours framework to support the personal development plans of those attached to the platform. You may want to consider the following (see table below). So, there we have it. The world is becoming more technology-driven and now the payroll profession can use solutions to improve its service delivery and impact. Over this series we have explored the service desk approach and the underpinning principle of treating employees as customers. We hope that it has provided you with some thought nuggets and insights to explore further and keep progressing your own service delivery. n
Technical skills
Soft skills
Behaviour
Proficiency with software
Communication skills
Proactive attitude
Technical troubleshooting
Empathy
Ownership and accountability
Data analysis
Problem solving
Continuous learning
IT knowledge
Customer service
Resilience
Documentation skills
Adaptability
Ethical conduct
Teamwork
Professionalism
Time management
Feedback receptivity
Attention to detail
Problem ownership
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| Professional in Payroll, Pensions and Reward |
Issue 101 | June 2024
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