Case Study - Help Desk

BankUSA Help Desk - Case Study Brent Schmitz Business 4208 Notre Dame de Namur July 28, 2013 Abstract The purpose of this case study is to recommend how to increase the overall effectiveness and improve the planning of the Help Desk business unit for BankUSA. This study will look at what are the service management characteristics of the customer service representative, create a suggested mission statement for the Help Desk and review which forecasting technique is best used by the team. BankUSA Help Desk - Case Study The Help Desk of BankUSA is the primary customer contact unit within fiduciary operations. The department consists of 20 employees broken down into 14 full-time customer service representatives (CSRs), 3 CSR support employees and 3 managers (Collier & Evans, 2013). The senior manager of the Help Desk, Dot Gifford, has established a team to address short-term forecasting. The Help Desk currently handles approximately 2000 calls a week from over 50 different internal processes and organizational units. This comprises approximately 98% of their daily call volume. The remaining 2% of calls originate from designated external customers that are mostly comprised of large estate and trust administrators. The team has several additional items to discern in addition to the short-term forecasting of call volume and must be ready to review all items at an informal presentation in 10 days time. Service Management Characteristics The initial question that must be asked is, what are the service management characteristics of the CSR job? We can start by looking at the service-encounter design for the Help Desk (Collier & Evans, 2013). 1. Customer Contact: The CSR position requires a physical interaction between the customer and CSR and would be characterized as a high contact system. As a result, the CSR must be able to handle customer concerns by making the customer feel as if they are their only priority.

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