By Paul Rigby
In his post last week, Vitalyst CEO Nick Wilkinson outlined the company’s New Year’s resolutions for 2016, and highlighted how we will continue the successes of 2015 by moving forward, building on strengths and cultivating new ones. We liked what we saw last year, and we aim to see more—more goals achieved, more satisfied customers, more engaged employees.
Nick’s post is not just another New Year’s resolution, and that’s good. The problem with many resolutions is that they are often unrealistic, all-or-nothing propositions. While it’s admirable to aim for sweeping business change, progress is more likely to happen when initiatives are broken down into achievable parts, when collaboration and flexibility are encouraged, and when everyone is invested in the outcome.
Progress is more likely to happen when initiatives are broken down into achievable parts, when collaboration and flexibility are encouraged, and when everyone is invested in the outcome.
For the Operations Group, the focus will be directed toward enhancing the customer experience. Providing exceptional customer service is at the core of what we do, and we have set high standards. Our current Net Promoter Score (NPS) of 83 is more than 20 points higher than the industry average.
Living up to those standards requires focus, diligence and attention to detail, especially today, considering the fast pace of enterprise technology change and the increasing generational diversity of the workforce. End-users have significantly greater choice in how, where and when they work and get technical support. They also have remarkably different preferences. Millennials, now the majority generation in the workforce, pose additional challenges for IT departments.
In 2016, we plan to go beyond living up to the standards we have set. We aim to exceed them, and will dedicate increased efforts through the Vitalyst Operational Excellence Program (VOEP) to do so.
VOEP is designed to ensure continual service improvement and is based on the Information Technology Infrastructure Library (ITIL) foundation. The philosophy behind VOEP is to drive end-user productivity by providing solutions that are focused on quality management and continuous service improvement.
The VOEP comprises six core parts:
- Reporting and analytics: Ticket analysis, coupling and integration with problem management, client reporting foundation.
- Transition management: Configures service delivery environment and service management processes.
- Quality management: Contact evaluation includes calibration of client empathy and business understanding, QAP evaluation and reporting.
- License to support: Our advisors complete a compulsory training program that ensures they have technical expertise, customer empathy, industry understanding, security awareness and internal knowledge management skills.
- Workforce management: We proactively plan staffing needs based on forecasts and adjust according to actual demand. It is tightly linked to our License to Support advisor training approach and our client management teams.
- Client knowledge: We share client knowledge with our delivery team, which drives knowledge to end-users and improves operational efficiency and design.
The VOEP applies to all aspects of our business, Software Coaching, Client Training Services and Managed Help Desk Services (MHDS). Stay tuned for a late January post about what we have planned for MHDS in 2016.
We’re excited about the year ahead, and we’re looking forward to making our current and prospective clients and customers even happier. That’s what a new year is all about.