Hdi 2006 Ps Survey

8/22/2019 Hdi 2006 Ps Survey

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Practices and Salary Survey

H D I 2 0 0 6

8/22/2019 Hdi 2006 Ps Survey


8/22/2019 Hdi 2006 Ps Survey


HDI® 2006 Practices and Salary Survey

8/22/2019 Hdi 2006 Ps Survey


Copyright ©2007 HDI® • All rights reserved.

Printed in the United States o America.ISBN: 1-57125-018-2

HDI

102 South Tejon Street, Suite 1200 • Colorado Springs, CO 80903 USAU.S. and Canada: (800) 248-5667www.ThinkHDI.com

HDI assumes no liability or error or omission.

No part o this publication may be reproduced without the consento HDI, with the exception o trade publications reporting on the data.In such cases, credit must be given to HDI.

HDI® is a registered trademark o ThinkService, Inc.

www.ThinkHDI.com.

ITIL® is a registered trademark, and a registered community trademark o theOfce o Government Commerce, and is registered in the U.S. Patent and Trademark Ofce.IT Inrastructure Library® is a registered trademark o the Ofce o Government Commerce.

Executive Summary Ron Muns, Founder and CEO, HDI®

Peggy Libbey, President and COO, HDI®

Statistical Analysis Jenny Rains

Executive Editor Rich Hand, Executive Director o Membership, HDI®

Editor Julie Neider

Art Director Scott Hanson

Graphic Design Maggie Adams

8/22/2019 Hdi 2006 Ps Survey


About our Sponsor

BMC Sotware delivers the Business Service

Management solutions IT needs to increase

business value through better management o

technology and IT processes. Founded in 1980,

BMC has oces worldwide and scal 2006

revenues o more than $1.49 billion.

Activate your business with the power o IT.

www.bmc.com

H D I ® 2 0 0 6 P r a c t I c e s a n D s a l a r y s u r v e y

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Contents8 Executive Summary

15 Demographics

21 Tools and Technology

31 Process Measurement

39 Metrics

57 Outsourcing and Costs

67 Incident Management and Training

Salary Survey

15

Demographics

31

ProcessMeasurement

21

Tools andTechnology

79

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57

Outsourcingand Costs

39

Metrics

67

IncidentManagementand Training

Introduction

We made changes to the 2006 Practices and

Salary Survey in response to comments

we received rom our membership. Some

changes were made so that it would be easier to respond

to your uture requests, and others were made to make

the data easier to nd. As always, we encourage your

input and eedback to help us make the survey the bestit can possibly be. Thank you.

As you will notice, in the ront o the book we have taken

some o the most common industry metrics and put

them into an easy-to-read matrix that we hope you will

nd helpul. We have also laid out the written report in

alignment with the way the questions were presented in

our 2006 survey. At the beginning o each section, we

have a matrix that acts as a quick reerence guide to the

data to make searching the survey more user-riendly.

In the end, this is your industry survey. We use the data

you provide and analyze and interpret it to to better

understand the support organization, or the benet o

the entire community.

We acknowledge that it takes time to participate in these

surveys and we hope that the six iPods given away in2006 encouraged you to participate. We will continue

to do these drawings in the coming year and i you have

ideas or other incentives or i you would like to see who

won the iPods in 2006, please visit the ThinkHDI.com

Web site.

We look orward to bringing you this and other surveys

throughout 2007 and we would like to thank our sponsor,

BMC, or their continued support in helping us to bring

you the most comprehensive survey in our industry.

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Executive Summary

Demographics

This year we organized the survey into smaller sections

in an eort to reduce the time needed to participate

in the survey. We organized it under the ollowing

headings; Demographics (who are you?); Tools and

Technology (what are you using to do your job?);

Process Measurement (what are your key processes

and what are you measuring?); Outsourcing and Costs

(are you outsourcing and what is support costing your

organization?); Incident Management and Training

(how are you handling problems and how are you

training your sta?); Metrics (what are the numbers

or what you are measuring?); and the Salary Survey.

A total o 1,141 people responded to at least one

section o the survey but most responded to themajority o the survey sections. As with past surveys,

a diverse group o industry sectors were represented in

the results. We had over 35 industry sectors represented

with those that described themselves as part o the

Financial Services industry leading the pack at nearly

14%. The Healthcare/Pharmaceutical and Education

industries were not ar behind at 11.2% and 10.7%

respectively. There were 10% that described themselves

as “Other” but based on closer observation the majority

o these responses could be categorized within one o

the existing categories.

The type o support organization responding in the

survey remained consistent with last year’s responses.

66% are calling themselves Internal organizations.

Blended (50-50 between Internal and External) is at

19%, rounded out with those providing External

Support at 15%.

What organizations call themselves is an important

indicator o how they perceive what they do. The

percentage that call themselves “Help Desks” continues

to decline in our survey. In 2004, 39% o respondents

called themselves a Help Desk which decreased to 36%

in 2005, and 34% in this year’s survey. Interestingly

enough, Service Desk has gone rom 8.4% in 2004 to

11.6% in 2005, and 15.4% in 2006. With the adoption

o ITIL® Processes (see Process Measurement section)

on the increase, it seems the adoption o the ITIL term

“Service Desk” is a refection o this movement.

We had good representation rom organizations that

support as ew as 100 users to those organizations that

support over 50,000 users. Again this year, a majorityo organizations responded that they have only 1

support center (57%), with the rest being spread out

between 2 support centers (12%) to those that said they

had 10 or more support centers (7%).

Tools and Technology

When it comes to Tools and Technology we have seen

consistency with the vendor tools that respondents are

using. We do not ask about specifc vendor tools but

rather the generic tools being used. This year we added

a ew opinion questions on the tools necessary to have a

“minimally” eective support organization to the “wish

list” o tools to add i budget were not a consideration.

With the adoption o the ITIL ramework, it is not

surprising that respondents are looking or tools that are

in compliance with the ramework.

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Process Measurement

It is rewarding to see the number o respondents that

consider their support organization “Business Centric”

(68%). HDI® considers being Business Centric as a key

indicator o the maturity o the support organization.

There are still many (24%) that consider their supportorganization “Reactive.” We believe there are many

in the “Business Centric” respondents that are also

“Proactive.” Those calling themselves “Proactive”

are at 8%.

Many respondent’s organizations have adopted at

least some o the ITIL processes, mostly the ones with

the largest impact on the support organization. ITIL

Incident Management has the highest adoption rate

at 33% with 49% having an Incident Management

process, that is exclusive o ITIL. Only 18% have no

Incident Management process down rom 26%

last year that responded they had no process or

handling incidents. We have seen the adoption

o each ITIL process increase over the last year.

Only 18% do not measure Customer

Satisaction. Almost hal (49%) do not measure

Employee Satisaction either (see Metrics

section). HDI considers both o these areas

to be critical areas in a Balanced Scorecardo Key Perormance Indicators.

Most o the respondents are measuring all

channels o support (53%). The number o

those maintaining Service Level Agreements

(SLA) or Operational Level Agreements (OLA)

remains the majority with only 26% o you

that don’t maintain either SLAs or OLAs.

That number is down rom 28% in 2005.

Metrics

The majority o organizations answer the Phone

within 30 seconds (72%). A majority (61%) have an

Abandonment Rate o less than 5%. Most incidents

are handled over the Phone (70%). Proprietary

Applications and Password Resets are the most commonrequests received by our respondents. A signicant

majority o organizations do not measure the usage o

Sel-service Tools (85%). The majority o organizations

resolve an incident received via E-mail in 1-3 exchanges

with a user (87%).

IT/IS Management is the most likely group to

see metrics rom the support organization (68%).

C-level Management is likely to review only a

ew key metrics (59%).

Ron Muns, HDI®

Founder and CEO

9

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e x e c u t I v e s u m m a r y

Outsourcing and Costs

A majority o respondents outsource some aspect

o support operations (57%) which is up rom last

year (48%). The most likely area to be outsourced is

Hardware Support and Repair (31%). Cost is most oten

the reason given or not outsourcing (37%), whichis interesting as outsourcing is oten seen by upper

management to be the main reason that outsourcing

is considered to be an attractive option.

Desktop Support is the most costly service the support

organization can provide ($33.71 per incident) with

Phone being the next costliest channel o support

($24.08). Organizations are nding ways to increase

productivity on the phone. Average costs have

decreased rom $31.73 in 2004, $27.60 in 2005,

to $24.08 in 2006.

Incident Management and Training

The number o support organizations responding

that incidents are increasing is at (61%) compared to

those that say they are decreasing (13%). Changes,

such as upgrades, conversions, and installations,

remain the reasons most sighted or these increases

(75%). For those organizations that do not conduct

24/7 operations, most organizations are orwarding

incidents to cell phones and pagers when the supportorganization is not staed (44%).

Sot Skills are still the most coveted skills or a

support proessional (98% view them as very

important). In comparison, Technical Skills were

chosen as runner-up to Sot Skills (66% view them

as very important).

Overall, the report indicates a support industry that

is continuing to mature, is ocused on the importance

o IT to the business, and continues to learn about

and pursue new tools and technologies to get the job

o supporting the business done in the most ecient

manner possible. There are still some disparities

between organizations, but the trend is toward

improving IT as a business.

We hope you nd the new report helpul in your

pursuit o knowledge about the support industry. We

welcome any and all eedback regarding the survey and

we encourage you to share the inormation with others

in your organization. Please visit the Web site to contact

us regarding this or any other industry inormation

you would like inormation on or are willing to share.

The HDI Web site is www.ThinkHDI.com.

Salary Survey

Peggy Libbey, HDI®

President and COO

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This year the Salary Survey was based on 216 U.S. and

36 Canadian responses. Overall, the salary inormation

remained consistent with past survey responses. A college

degree remains an important credential in the support

industry. All support positions show that a college degree

can mean as much as 20% more in salary per year.

The outlook or employment is good or the IT support

proessional with 52% o respondents anticipating a

hiring increase in the next 12 months. Only 8% are

anticipating layos and nearly 20% anticipate a lack o

qualied workers to ll IT support positions, leaving a

positive outlook or qualied IT support proessionals

but a dicult time ahead or hiring managers.

This year we asked your opinion on the value o

certifcations. HDI believes that certifcations based on

open industry standards are a value to both the individual

and the organizations that pursue and accomplish

certifcation. We have seen an increase in the drive to get

certifed by both individuals and support centers within

organizations. There are a number o reasons driving this

trend; personal growth, organizational development, and

competitive advantage.

Organizations that traditionally compete or business

like outsourcers, and vendors, see certication as avaluable marketing tool. In an increasingly competitive

global market, certication indicates to the marketplace

that an organization has a standard o operation that is

published and is accepted in the general market place.

By committing the organization to these certication

standards, they are showing that they are dedicated to

continuous improvement, that they are willing to invest

in their organization, and that they want to attract a

higher quality o IT proessional that values personal

development and proessional growth.

Organizations that pride themselves as industry

leaders are most likely to pursue both individual and

organizational certication. It is a matter o pride and

a badge o honor that the organization has achieved a

particular certication standard. Whether it is HDI®,

ISO, ITIL®, SCC, or Six Sigma, it indicates a company’s

commitment to excellence.

There is a certain segment o individuals in the

IT population that is committed to keeping their skills

and marketability current by achieving individual

certications. Oten companies are willing to support

these individuals in their pursuit because the reality

is that these individuals provide value to the company.

Based on the survey results, individuals that carry an

IT certication are sought ater by organizations (77%).

The number o organizations that see no value in

certication is 15%. Only 26% o respondents elt that

there was no dierence between individuals that are

certied and those that held no certication. 32% elt

certied individuals were more knowledgeable, 12%

independent thinkers, 11% more productive, and 10%

potential candidates or promotion.

The results indicate that certication impacts pay;

30% o respondents pay more or certied individuals

and 52% don’t pay more but consider the certication

as important.

Overall it looks like a challenging year or support

organizations when it comes to hiring. The outlook

remains strong or the support proessional and in

particular the certied support proessional.

11

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12

e x e c u t I v e s u m m a r y

Industry MetrIc2006 HdIsurvey

2005 HdIsurvey

IndustryAverAge

HdI recoMMendedBest PrActIce

Aa sp Aw (Ph) 15.4 Secs. 16.6 Secs. 34.6 Secs.(Purdue) <=30 Secs.

Aba ra 7.7% 5.2% 5.50% (Purdue)<=5% (STI)

<=3.70% (Purdue)

Aa Ii p Mh 7,325 7,796 N/A

Pa ca b chal

• Phone

• E-mail• Chat • Desktop• Walk-up

69.7%

22.1%1.6%7.4%5.2%

62.1%

18.9%1.9%14.8%6.0%

ua sl-i tl Ma?

• Yes• No

15.1%84.9%

75% (Est.)25% (Est.)

Aa e-mail rp tim• 40 minutes to less than 1 hour• 1 hour to less than 2 hours• 2 hours to less than 3 hours• 3 hours or more

12.6%15.1%6.0%

15.0%

12.6%12.2%7.4%

22.3%

nmb e-mail exha sl o Pblm

• 1–3• 4–5• 6–7• 8–9• More than 9

87.3%10.5%1.5%0.4%0.4%

Lngh f tim slv on Pblm rpd by e-mail

• Less than 30 minutes• 31–60 minutes• 61–90 minutes• >90 minutes

33.2%31.6%14.0%21.2%

75% (Est.)25% (Est.)

XX

Pa Ii sl a:

• Level 0 (Self-help)• Level 1• Level 2• Level 3• Deskside Support

6.0%57.9%22.0%9.7%

17.8%

5.5%57.4%22.9%8.7%

14.8%

10% (Est.)55% (Est.)

18.0% (Est.)5.0% (Est.)10% (Est.)

HDI’s Most Requested Metrics or2006 Support Center Industry Statistics

8/22/2019 Hdi 2006 Ps Survey



Industry MetrIc2006 HdIsurvey

2005 HdIsurvey

IndustryAverAge

HdI recoMMendedBest PrActIce

Pa Ii rl a Fi ca:

• 91–100%• 81–90%• 71–80%• 61–70%• 51–60%• 41–50%• 31–40%• 21–30%

5.5%14.2%17.5%18.2%9.5%9.8%

11.4%7.4%

4.7%14.9%20.7%16.0%13.1%11.1%8.2%6.2%

spp cm saiai rai:

• 1 to 1.9• 2 to 2.9• 3 to 3.9• 4 to 4.9• 5.0

7.2%1.3%

20.9%60.4%10.2%

25%75%

tp Fi ra oi:

• Hardware Support and Repair• Desktop Support • Network/LAN• Software Applications• After-hours Service

30.5%16.1%13.3%12.4%11.60%

21.6%10.4%10.4%9.80%9.30%

Aa Fll-b c/Ii:

• Chat/IM

• Desktop Support • E-mail• Fax• Phone• Self-service• Walk-ups

$16.07

$33.71$19.64$12.91$24.08$12.33$21.88

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Demographics

“The HDI® Practices and Salary Survey is the barometer against which

I have always benchmarked my support organizations. Whether I am looking

or a single data element, doing trend analysis, or simply need a sanity check,

this guide has everything necessary to statistically manage your teams.”

Dan Wilson

General Manager/CTO, PMV Technologies

15

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20062005

0 2 4 6 8 10 12 14

Percentages

I n d u s t r i e s

What Industry Best Describes Your Company?

.7

.2

10.9

.4

4.0

.7

8.7

9.6

12.2

12.9

6.9

2.2

.9

2.4

2.2

.9

3.1

4.2

3.8

.7

2.4

3.8

6.2

Utilities/Energy

Travel

Telecom

Retail

Outsourced Services Provider

Other

Nonprofit/Association

New Media/Publishing

Manufacturing (Non-computer)

Legal

Healthcare/Pharmaceutical

Government

Food and Beverage

Financial Services

Entertainment

Education

Distribution

Consumer Products

Consulting

Computers

Chemical/Biotechnical

Automotive

Advertising Agencies

.7

.6

3.1

1.0

10.7

13.7

11.2

6.6

8.7

1.0

1.5

1.2

3

1.1

2.6

5.7

2.8

.9

2.8

1.9

10.1

8.9

.2

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What industry best describes your company?(select one )

The type o support organization responding in the

survey remained consistent with last year’s responses.

66% are calling themselves Internal organizations.

Blended (50-50 between Internal and External) is at

19%, rounded out with those providing External

Support at 15%.

Which type o support does your supportorganization provide? (select one )

BLENDED–The SupportProvided is Split 50-50

Between Internal & External

EXTERNAL–The Majority ofSupport Provided is External

14.9%

66.3%

18.8%

INTERNAL–The Majority ofSupport Provided is Internal

What organizations call

themselves is an important

indicator o how they perceivewhat they do.

Demographics

17

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N u m b e r U s e r s / C u s t o m e

r

50,000

45,000

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

3 ,

0 0 0

Median Mean

4

3 ,

4 4 7

C u s t o m e r s / U s e r

Percentages

5.0

10.2

10.0

7.65.3

23.0

12.6

18.7

7.7

0 5 10 15 20 25

Less than 100

100–499

500–999

1,000–1,499

1,500–1,999

2000–5,000

5,001–10,000

10,001–50,000

Over 50,000

We had representation rom organizations that support as ew as 100 users to those organizations that support

over 50,000 users. Again this year, a majority o organizations responded that they have only 1 support center

(57%), with the rest being spread out between 2 support centers (12%) and those that said they had 10 or more

support centers (7%).

What is the total number o support centersin your organization? (select one )

N u m b e r o f C e n t e r

0 10 20 30 40 50 60

Percentages

1

2

3

4

5

6–10

10 or more 6.9

7.6

57.1

3.8

5.4

7.1

12.1

Customers/Users Supported

How many customers/employeesdoes your support organization serve?

1

D e m o g r a P H I c s

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Help Desk

Service Desk

TechnicalSupport

SupportServices

Customer

SupportCenter

ServiceSupportCenter

CustomerServiceCenter

CallCenter

End-UserComputerSupport

IT/IS Support

15.4%10.4%

9.3%

7.5%

7.4%

6.1%

3.8%3.7% 2.5%

33.8%

Which o the ollowing most closely matchesthe name o your support organization?(select one )

What organizations call themselves is an

important indicator o how they perceive what

they do. The percentage that call themselves

“Help Desks” continues to decline in our survey.

In 2004, 39% o respondents called themselves

a Help Desk which decreased to 36% in 2005,and 34% in this year’s survey. Interestingly

enough, Service Desk has gone rom 8.4% in

2004 to 11.6% in 2005, and 15.4% in 2006.

With the adoption o ITIL® Processes (see Process

Measurement section) on the increase, it seems

the adoption o the ITIL® term “Service Desk”

is a refection o this movement.

19

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20

D e m o g r a P H I c s

Onsite Users/Customers Only

RegionalUsers/Customers

Users/Customers Throughout theUnited States

Users/Customers Throughout theUS, Canada, and Mexico

Users/CustomersWorldwide/Global

34.4%

8.1%

22.7%

20.4%

14.6%

Does your support center provide support to:(select one )

N u m b e r o f

E m p l o y e e s

8,000

7,000

6,000

5,000

4,000

3,000

2,000

1,000

0

1 ,

7 7 5

7 ,

3 0 6

Median Mean

How many employees in your entire organization?(did not include two responses of 100,000 )

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Whether I’m considering job titles, salary requirements, sta ratios,

or support trends, the Practices and Salary Survey gives voice to

a larger perspective which can help me make more balanced

decisions or my own organization.”

Bill Vriesema

Assistant Director o Technology Support Services, Calvin College

21

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22

What call tracking/problem management system do you use?(select all that apply ):

Summary Statistics or Tools and Technologies

survey QuestIon 2006 2005

I y Kwl Maam tl Ia Iy Ii taki tl?

y n y n

48.2% 23.0% X X

th M cmm sl-hlp tl A:

• FAQs

• Access to Incident/Problem Status

• Access to Downloads

• Documentation Library

• Knowledge Mgmt. Search Tool

• Message Boards

69.7%

55.2%

42.9%

41.1%

37.2%

25.1%

77.2%

52.2%

47.8%

56.6%

49.1%

28.5%

A ei spp oaizai Il:

• Incident Tracking Sotware (CRM)

• ACD System

• Customer Satisaction Measurement Tool

• Remote Support Tool

• Knowledge Management Tool

• Sel-help Tool

89.8%

79.9%

71.8%

70.4%

62.0%

45.4%

X

X

X

X

X

spp oaizai Wih Li

• KM Tool

• Start Over rom Scratch

• Add an Asset Tracking or CMDB

• Change Nothing

16.8%

15.1%

13.8%

12.2%

X

X

X

X

Fll uilizi crM tl?

• Some, but Not All Features

• All Features Implemented

• No or Just One Feature Implemented

32.0%

14.8%

15.9%

X

X

X

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23



We have seen consistency with

the vendor tools that respondents

are using. We do not ask about

specifc vendor tools but rather the generic tools being used.

Percent of Organizations Using Each Call Tracking/Problem Management System

V e n d o r

0 5 10 15 20 25 30

Remedy - ARS

Peregrine

FrontRange Solutions' HEAT

Remedy - Magic

Homegrown

Computer Associates

Intuit - Track-It

Clarify

PeopleSoft Vantive

Axios

Tivoli Service Desk

Other

.4

.6

Kemma BridgeTrak .3

1.3

DK Systems .9

2.3

GWI 2.0

5.7

5.7

6.7

9.3

10.4

11.1

18.9

25.4

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24

t o o l s a n D t e c H n o l o g y

Percent Ranking Each Technology as “Very Important”

T e c h n o l o g y

0 10 20 30 40 50 60 70 80 90 100

Multimedia Applications

Message Boards

Self-healing Tools

Distribution of Online Training Programs

Voice Response Units

Staff Modeling/Scheduling Software

Online Chat/Instant Messaging

VOIP

Extranet

Self-diagnostic Tools

Direct Customer Review of Their Requests

Project Management Software

Automation of Password Resets

Alert/Prompter/Display Systems

Frequently Asked Questions (FAQs)

Direct Customer Input Reporting of Incidents

Change Control Software

Customer Survey Software

Inventory/Asset Management Tools

Web-based Knowledge Base/Search Tools

Knowledge Management Software

Automatic Call Distributors

Network Performance Tools

Problem/Service Management Software

Remote Monitoring/Support Tools

Incident Management Software 90.3

79.4

71.7

66.3

66.0

64.4

62.6

58.3

55.0

52.8

49.8

47.9

43.2

42.8

42.7

42.1

35.4

34.3

33.0

33.0

31.7

31.3

31.3

30.0

29.0

26.2

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25

No

23.0%

Yes

48.2%

We Do NotHave a KnowledgeManagement Tool

28.7%

Is your knowledge management tool integrated

into your incident tracking tool?

This response indicates that almost hal o support

managers are making decisions to purchase products

that have integrated capabilities.

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Percentages

0 10 20 30 40 50 60 70 80

FAQs

Access to Incident/Problem Status

Access to Downloads

Documentation Library

Knowledge Management/Search Tools

Message Boards

Self-healing (Automated Solutions BasedUpon System Findings from System Diagnostics)

Self-diagnostic (AutomatedDeterminations of Error Conditions)

T o o l s

8.4

8.6

25.1

37.2

41.1

42.9

55.2

69.7

Do you provide any o the ollowing sel-help tools? (percentage based on those that provide self-service tools )

While FAQs are the most utilized type o sel-help tool, the number o organizations using them has continued to

decline since 2004 (80.9%). This suggests that the adoption o knowledge management is growing in use.


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Percentages

0 10 20 30 40 50 60 70 80 90 100

Incident Tracking Software (CRM)

Call Center Tracking Tool (ACD System)

Customer Satisfaction Measurement

Remote Support Tool

Knowledge Management Software

Self-help Tools

CMDB / Asset Management Tool 38.8

45.4

62.0

70.4

71.8

79.9

89.8

At a minimum an eective support organization includes:

The high response rates or incident tracking sotware and call center tracking tool (ACD system)

indicates the acceptance o these tools as undamental to support center success. In addition, the high

response to customer satisaction measurement aligns with the increase o the IT industry’s ocus on

the customer experience.


8/22/2019 Hdi 2006 Ps Survey


Percentages

0 2 4 6 8 10 12 14 16 18

Add a Knowledge Component to My Tools

Throw It All Away and Start Over

Add an Asset Tracking or CMDB Tool to My Tools

Would Not Change a ThingI Am Satisfied With My Current Tools

Change My Current CRM Tool

Change the KnowledgeComponent of My Tools

Upgrade My Current CRM Tool

Change the Asset Tracking orCMDB Component of My Tools

Add a Remote Tool to My Current Tools

Change the Remote Component of My Tools 1.0

4.3

5.0

9.4

10.5

11.9

12.2

13.8

15.1

16.8

I budget was not a consideration, I would:

Respondents were asked to select ONE o the above choices. From these, only 12%

are completely satised with their current tools, while 15% o respondents would

“throw it all away and start over” i budget was not an issue.


8/22/2019 Hdi 2006 Ps Survey


29


31.4%

30.0%

25.7%

12.8%It Is A Necessity

Very ImportantBut Not Necessary

SomewhatImportant

No Importance At All

69.7%

30.0%

.3%

It Is a Must

SomewhatImportant

Not Important At All

8.5%

3.1%

7.4%

64.3%

16.6%

We Have NoCRM Tool

We Bought a Tooland Have Not Had

Time to ImplementIt At All

We Use One

Feature butKnow It Can

Do More

We Use Some Features but Have Not Been Able to Implement to the Capability of the Tool

We HaveImplementedto the Limitsof the Tool

Is ITIL® compliance an important aspect ochoosing support tools?

61% o respondents report that they consider ITIL

compliance an important aspect o choosing support

tools. 31% o those consider it to be a necessity. HDI®

considers this a positive development as it indicates

the growing recognition o ITIL as a ramework

worth accepting. In addition, any ramework that

osters a planned, disciplined, and consistent approach

to managing a support and IT operation, is a step

towards support success and organizational maturity.

Do you believe it is important to continually improve,upgrade, or add tools to increase your supportorganization’s success?

The high response (69.7%) selecting “It is a must” indicates

that support managers have embraced the relationship

between support tools and support success.

Are you ully utilizing all the eatures o your

support center CRM tools?

The high response (64.3%) or “We use some eatures,

but have not been able to implement to the capability

o the tool” indicates that support managers and their

organizations are still struggling with the areas o

selection, implementation, budgeting, and allocation

o resources.

8/22/2019 Hdi 2006 Ps Survey


30


29.9%

9.7%

13.7%

32.0%

14.8%

We HaveNo Knowledge

Management Tool

We Bought a Tool and HaveNot Had Time to

Implement It At All

We Use One Feature but Know It Can Do More

We Use SomeFeatures but HaveNot Been Able toImplement to the

Capability of the Tool

We Have Implementedto the Limits of the Tool

Are you ully utilizing all the eatures o your support

center knowledge management tools?

The 32% responding “We use some eatures but have

not been able to implement to the capability o the tool”

indicates similar problems discussed regarding the

CRM tool in the previous graph.

33.1%

11.9%

13.7%

31.2%

10.1%

We Have No AssetManagement/CMDB Tool

We Bought a Tool andHave Not Had Time toImplement It At All

We Use One Feature butKnow It Can Do More

We Use Some Features

but Have Not Been Ableto Implement to theCapability of the Tool

We Have Implementedto the Limits of the Tool

Are you ully utilizing all the eatures o your supportcenter asset management/CMDB tools?

IT and support operations that have implemented an asset

management/CMDB tool (31.2%) are not using the tool to

its ull capability. This response is another indication that

support and IT managers continue to struggle with the

implementation o new sotware tools.

8/22/2019 Hdi 2006 Ps Survey


Process Measurement

“Having documented processes and measuring people against them is

very important as they clearly dene success criteria or our employees.

Accountability, accuracy, consistency, eciency, predictability, and repeatability

are all reasons we document, train, implement, and measure against processes.”

John Savage

VP o Vendor Relations, San Diego Chapter Manager, IT Client Services

31

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32

Summary Statistics or Process Measures

survey QuestIon 2006 2005

Ali spp oaizai’ Mam :

• Organization’s Strategic Goals• Support Organization’s Goals• Both

67.9%17.7%14.4%

XXX

I y oaizai:

• Proactive• Reactive• Business Centric

8.0%23.5%68.4%

XXX

Bi cii Maam?

• No, We Do Not Follow a Process• Yes, We Follow the ITIL® Framework• Yes, but We Do Not Follow ITIL®

42.7%10.9%46.4%

45.1%6.9%55.3%

Ii Mi Ma

• Incident Management Support Channels

• Phone and E-mail• Phone and Service Tickets Entered• Phone Stats. Only• Phone, E-mail, and Sel-service

53.9%

25.9%0.3%19.2%9.8%

X

XXXX

cm saiai Mam:

• CS Tool Built Into System• Special Purpose Surveying• None• Other

43.3%33.8%17.9%5.0%

XXXX

Fq cm saiai Mam:

• 100% o Closed Incidents

• Random Sampling o Closed Incidents• Monthly Surveys o Customer/User Base• Quarterly Surveys o Same• Annual Surveys o Same

17.3%

43.2%4.9%9.0%21.5%

X

XXXX

Maiai sLA a/ oLA?

• Yes–SLAs• Yes–OLAs• Both• None• Other

41.2%4.0%25.5%26.2%3.1%

44.6%5.1%21.9%28.3%

X

Fq Pi Pma saii 2006 2005 2004 2003

• Daily• Weekly• Monthly• Quarterly• Semi-annually• Annually• Upon Request• All o the Above• None

29.0%37.90%63.3%19.8%7.6%

25.5%29.3%11.0%3.6%

40.2%48.4%67.6%25.6%11.6%36.7%37.3%

X3.6%

38.9%50.2%68.7%28.9%11.9%32.6%38.6%

X4.7%

43.0%49.9%74.4%33.4%11.4%36.5%39.7%

X5.7%

8/22/2019 Hdi 2006 Ps Survey


33


Do you align your support organization’smeasurements and goals to:

This very high response (67.9%) indicates that support

managers have accepted the importance o the concept o business alignment in their organization’s work.

Is your organization:

The ongoing campaign to convince support and IT

organizations that they are part o a parent organization

is showing signs o success. The overwhelming response

(68.4%) in avor o the “Business Centric” model suggests

that the concept has been embraced by a large number o

support organizations.

67.9%

17.7%

14.4%

The StrategicGoals of theOrganization

The OperationalGoals of the Support

Organization

Both

8.0%

23.5%

68.4%

Proactive

Reactive

Business

Centric

It is rewarding to see the number

o respondents that consider their

support organization to be “Business

Centric.” HDI® considers being Business

Centric a key indicator o the maturityo the support organization.

Process Measurement

8/22/2019 Hdi 2006 Ps Survey


34

P r o c e s s m e a s u r e m e n t

0

10

20

30

40

50

60

No,We Do NotFollow Any Process

Yes, We Follow theITIL Framework

Yes, We Have aProcess, but It Is

Not Based On theITIL Framework

Incident Management

P e r c e n t a g e s

20062005

1 7 .

6

2 6 .

2

3 3 .

6

2 5 .

3

4 8 .

8

4 7

. 8

0

10

20

30

40

50

60





2 1 .

2

3 0 .

9

2 5 .

2

1 9 .

8

5 3 .

6

4

9 .

3

Change Management


20062005

0

10

20

30

40

50

60



Yes, We Have aProcess, but It IsNot Based On theITIL Framework

3 5 .

9 3 8 .

2

1 3 .

0

1 0 .

0

5 1 .

1

4 6 .

9

Release Management

P e r c e n

t a g e s

20062005

0

10

20

30

40

50

60




4 9 .

1

4 7 .

3

1 0 .

5

6 .

4

4 0 .

4

4 2 .

0

Availability Management

P e r c e n

t a g e s

20062005

Has your support organization implemented the ITIL® (IT Inrastructure Library) processes or any o theollowing categories?

While the ITIL ramework is gaining acceptance across the

IT industry, the respondents to this year’s survey indicate

8/22/2019 Hdi 2006 Ps Survey


35


0

10

20

30

40

50

60





2 4 .

1

3 0 .

7

2 5 .

1

2 0 .

7

5 0 .

7

4 7

. 3

Problem Management


20062005

0

10

20

30

40

50

60




5 1 .

2

4 8 .

9

9 .

9

5 .

6

3 8 .

9

4 0 .

0

Capacity Management

P e r c e n

t a g e s

20062005

0

10

20

30

40

50

60

Continuity Management


20062005




4 2 .

7 4 5 .

1

1 0 .

9

6 .

9

4 6 .

4

4 2 .

9

0

10

20

30

40

50

60

Configuration Management


20062005





4 0 .

1

4 0 .

2

1 4 .

6

1 2 .

7

4 5 . 3

4 4 . 7

a low (10% to 34%) level o ITIL implementation. In

general, respondents indicate that they are ollowing some

orm o process ramework other than ITIL.

8/22/2019 Hdi 2006 Ps Survey


What incident metrics do you measure?

It is good news that over hal o the support

centers surveyed (53.9%) are measuring all

support channels (telephone, e-mail, chat, Web

sel-service) related to incident management.

0 10 20 30 40 50 60

Percentages

We Measure Phone andService Tickets Entered

We Measure Phone,E-mail, and Self-service

We Measure Phone Statistics Only

We Measure Phone and E-mail

We Measure All Support Channelsfor Incident Management

53.9

25.9

19.2

9.8

.3

36

8/22/2019 Hdi 2006 Ps Survey


37


No MetricsProduced

16.0%

A Few Key Metrics

58.6%

All MetricsProduced

23.1%

Other

2.4%

How many metrics are reviewed by C-level management (CIO, CEO, etc.)?

84% o organizations are reviewing at least a ew key

metrics. This indicates that support managers and their

C-level executives are working more closely together.

CS Tool BuiltInto System

43.3%

SpecialPurpose Surveying

33.8%

We Do NotConduct Customer

Satisfaction Surveys

17.9%

Other

5.0%

100% ofIncidents Closed

17.3%

Random Samplingof Incidents Closed

43.2%

Monthly Surveysof Customer/User Base

4.9%

QuarterlySurveys ofCustomer/ User Base

9.0%

Annual Survey ofCustomer/User Base

21.5%

Other

4.1%

Do you have a process to measurecustomer satisaction?

It is encouraging to see that 82% o support

organizations are using some type o tool to

measure their customer satisaction levels.

How oten do you measure customer satisaction?

As expected, random sampling o closed incidents

(43%) is the most used method o measuring

customer satisaction.

8/22/2019 Hdi 2006 Ps Survey


3

Yes, SLA's

41.2%

Yes, OLA's

4.0%

Both

25.5%

None

26.2%

Other

3.1%

P r o c e s s m e a s u r e m e n t

Does your support organization maintain Service Level

Agreements and/or Operational Level Agreements?

As seen by the large number o support organizations using

SLAs (67%), it appears that a large number o organizations

are concerned with user satisaction. However, in order

to provide consistent support, organizations should also

be utilizing OLAs. Only one-third o organizations are

maintaining OLAs, or both.

Percentages

0 10 20 30 40 50 60 70 80

Weekly

We Do NotProduce Statistics

Daily

Monthly

Quarterly

Semi-annually

Annually

Upon Request

All of the Above*

3.63.6

11.0

37.329.3

36.725.5

11.67.6

25.619.8

67.663.3

48.437.9

40.229.0

20062005

How oten does your support organization produce perormance statistics? (select all that apply )

“All o the above” is a new response option or 2006.

8/22/2019 Hdi 2006 Ps Survey


Metrics

“The Practices and Salary Survey gives me a leg up when speaking

to executives and peers inside or outside o my company when

speaking o processes, measurements, and metrics.”

Paul N. Hopkins

IT Project Manager, Hotel Systems

39

8/22/2019 Hdi 2006 Ps Survey


Summary Statistics or Metrics

survey QuestIon 2006 2005 2004 2003

Aa sp Aw (AsA)

• Less than 10 seconds• 10–20 seconds• 21–30 seconds• 31–59 seconds• 60–90 seconds• More than 90 seconds

25.6%28.5%17.4%17.7%7.6%3.2%

21.1%28.2%18.0%16.4%7.3%8.9%

24.9%28.2%19.1%14.5%7.7%5.7%

XXXXXX

s M cmml rp Aba ra

• 1.00%• 2.00%• 3.00%• 4.00%• 5.00%• 6.00%• 10–15%

14.4%8.1%11.1%6.7%13.8%7.7%13.8%

16.7%4.2%7.6%6.0%13.1%5.3%11.3%

16.0%4.7%6.7%7.5%12.7%2.6%11.9%

XXXXXXX

Aa nmb Ii rp 7,325 7,796 7,561 X

Pa Ii ri b ca chal

• Phone• E-mail• Chat• Desktop• Walk-up

69.7%22.1%1.6%7.4%5.2%

XXXXX

XXXXx

XXXXX

Fi M rp cai si rq

• Proprietary• Password Resets• Standard Desktop Questions and Problems• Service Requests• Data

20.6%20.3%12.6%12.3%11.5%

22.2%18.4%13.4%10.4%10.4%

21.5%17.2%13.9%10.9%10.1%

15.5%14.8%12.0%8.7%9.2%

diibi spp sa di• Telephone• E-mail• Desktop• Call Wrap-up• Research• Projects• Administrative/Meeting• Voicemail• Walk-ups

50.8%14.9%13.5%8.1%7.4%7.1%4.5%3.5%3.4%

52.9%13.7%

X10.4%7.6%7.6%5.8%4.1%6.2%

51.5%13.8%

X9.6%8.3%9.0%5.5%4.6%5.1%

50.2%11.9%

X8.8%7.2%7.4%5.2%3.3%3.9%

d y Ma h u sl-i tl?

• No

• Yes

84.9%

15.1%

X

X

X

X

X

XPa tal Ii sl b sl-i? 18.9% X X X

Fi M rp e-mail rp tim i 2006:

• 3 hours or more• 40 minutes to less than 1 hour• 1 hour to less than 2 hours• 5 minutes or less• 5 minutes to less than 10 minutes

22.3%12.6%12.2%9.2%8.9%

19.1%12.8%18.9%7.6%7.1%

23.2%10.5%16.1%7.6%6.8%

18.3%11.7%16.1%8.458.5%

Hw Ma e-mail exha d I tak sl o Pblm?

• 1–3• 4–5

• 6–7• 8–9• More than 9

87.3%10.5%

1.5%0.4%0.4%

XX

XXX

XX

XXX

XX

XXX

8/22/2019 Hdi 2006 Ps Survey


41

Survey Question 2006 2005 2004 2003

rli tim thh e-mail:

• Less than 30 minutes• 31–60 minutes• 61–90 minutes• More than 90 minutes

33.2%31.6%14.0%21.2%

XXXX

XXXX

XXXX

Fi call rli ra b ca chal• Telephone• E-mail• Desktop Support• Walk-up• Chat

86.0%46.6%20.2%21.4%4.0%

XXXXX

XXXXX

XXXXX

Ii rl a h Fllwi spp Ll:

• Level 0 (Sel-help)• Level 1• Level 2• Level 3• Deskside Support

6.0%57.9%22.0%9.7%

17.8%

5.5%57.4%22.9%8.7%14.8%

5.6%58.7%21.8%8.2%16.2%

3.5%56.6%22.8%7.3%8.7%

tp Fi Pa Ii rl Fi ca:

• 91–100%• 81–90%• 71–80%• 61–70%• 51–60%

5.5%14.2%17.5%18.2%9.5%

4.7%14.9%20.7%16.0%13.1%

5.7%16.2%21.1%15.8%13.1%

XXXXX

tp Fi Pa Ii rl di Fi call

• 91–100%• 81–90%• 71–80%• 61–70%

• 51–60%

4.0%17.8%17.2%15.6%

12.3%

5.8%14.4%19.3%16.9%

11.1%

5.2%16.0%21.6%15.8%

11.4%

XXXX

Xtp Fi Pa Ii rl b eli Ma a Fi ca

• 91–100%• 81–90%• 71–80%• 61–70%• 51–60%

6.2%8.6%

11.1%9.0%9.0%

7.1%12.2%9.6%11.8%9.8%

5.9%10.6%16.6%9.9%11.3%

Wha I y cm saiai rai?

• 1 to 1.9• 2 to 2.9• 3 to 3.9• 4 to 4.9

• 5.0

7.21.320.960.4

10.2

XXXX

X

XXXX

X

XXXX

Xd y Ma empl saiai?

• Yes• No

49.2%50.8%

XX

XX

XX

Wha I y empl saiai rai?

• 1 to 1.9• 2 to 2.9• 3 to 3.9• 4 to 4.9• 5.0

29.462.96.21.00.5

XXXXX

XXXXX

XXXXX

8/22/2019 Hdi 2006 Ps Survey


42

6%

Less Than 10 Seconds

10–20 Seconds

21–30 Seconds

31–59 Seconds

60–90 Seconds

More Than 90 Seconds

0 5 10 15 20 25 30

Percentages

8.9

3.2

7.3

7.6

16.4

17.7

18.0

17.4

28.2

28.5

21.1

25.6

2005 2006

What is the average speed to answer time (by phone) at your organization? (select one)

28.5% report that their ASA is 10-20 seconds, with 25.6% reporting that they have an ASA o less than 10 seconds.

These are certainly speedy responses, but it is necessary to remind support managers and executives that by itsel,

ASA is only one Key Perormance Indicator.

Metrics

IT/IS management is the

most likely group to see metrics

rom the support

organization.

8/22/2019 Hdi 2006 Ps Survey


43


Percentages

0 2 4 6 8 10 12 14 16 18

None

Less Than 1%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10–15%

16–20%

21–30%

31% or More.7

1.1

.7

2.05.4

11.3

13.8

4.7

1.3

4.0

5.0

6.0

4.7

5.3

7.7

13.1

13.8

6.0

6.7

7.6

11.1

7.6

8.1

4.2

7.0

16.7

14.4

9.8

.3

0

2005 2006

What is the abandonment rate o your support center (phone)?

This is one o the most requently asked questions regarding metrics by our members. The abandonment rate

provides an indication o how well a support operation is managing the incoming call load. I a support operation is

losing a “high percentage” o calls to hang-ups, customer satisaction suers. However, it is important to determine

WHEN the callers are abandoning. For example, callers that abandon at 30 seconds were most likely not serious

about contacting the support center.

8/22/2019 Hdi 2006 Ps Survey


N u m b e r o f I n c i d e n t s

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

Mean Median

7 ,

3 2 5

7 ,

7 9 6

2 ,

5 0 0

2 ,

5 0 0

2005 2006

What is the average number o incidents(inquiries, problems, service requests, etc.)

your support organization receives each month?

44

8/22/2019 Hdi 2006 Ps Survey


45


Average Response

0 20 40 60 80 100

Phone

E-mail

Desktop

Walk-up

Chat

69.7

22.1

7.4

5.2

1.6 What is the percent o incidents that are receivedthrough the ollowing contact channels?

Despite the increasing availability o more and

more contact channels, telephone (69.7%) ande-mail (22.1%) remain the two most popular means

or contacting support centers by a wide margin.

0 5 10 15 20 25

Proprietary Applications

Password Resets

Standard Desktop Software

Service Requests

Data Communications/Network

Hardware (Except Printers)

Operating Systems

Printers

Other

Databases

Voice Communications

Average Percent of Requests

4.55.0

6.86.5

8.57.8

7.98.0

8.48.7

13.210.8

10.411.5

10.412.3

13.412.3

18.420.3

22.220.6

2005 2006

What percent o your service requests alls into each o the ollowing categories:

8/22/2019 Hdi 2006 Ps Survey


46

m e t r I c s

Average Percent of Hours

0 10 20 30 40 50 60

Call Wrap-up

E-mail

Phone

Desktop*

Walk-ups6.2

3.4

13.5

Voicemail4.1

3.5

Research 7.67.4

Projects7.6

7.1

52.9

50.8

13.714.9

Chat/Instant Messaging2.42.6

10.48.1

Administrative/Meetings5.8

4.5

Fax1.4

0.8

2005 2006

During a typical shit, what percentage o hoursdoes your support sta spend on each o the rontline duties listed?

Phone calls (50.8%) and e-mail messages (14.9%) remain the two largest draws on resources or the survey’s

respondents. These responses suggest that customers retain a commitment to the telephone as a support tooland are growing more comortable with e-mail as an alternative to the telephone.

*Desktop is a new response option or 2006.

8/22/2019 Hdi 2006 Ps Survey


47

No

84.9%

Yes

15.1%

Do you measure the use o sel-service tools providedto your customer/users?

Sel-service tools are an emerging support tool or support centers, but by

not gathering basic data on their use, organizations are missing critical

inormation about how the tool is being used. Without data regarding

how these tools are being used, inormed decisions about

implementation and utilization cannot be made.

0

2

4

6

8

10

12

14

16

18

20

P e r c e n t a g

e

Mean

1 8 .

9

I you measure sel-service usage, what percentageo the total incidents are solved by sel-service?

8/22/2019 Hdi 2006 Ps Survey


4

m e t r I c s

0 2 4 6 8 10 12 14 16 18

5 Minutes or Less

5 Minutes to Less Than 10 Minutes





40 Minutes to Less Than 1 Hour

1 Hour to Less Than 2 Hours

2 Hours to Less Than 3 Hours

3 Hours or More

Percentages

17.1

15.0

10.3

6.0

15.9

15.1

12.1

12.6

5.8

8.8

9.8

7.7

6.8

9.1

8.1

8.4

7.8

7.4

6.3

9.5

2005 2006

How long does it take your support organization to respond to an incident or problem reported through e-mail?(select one )

The largest percentage o respondents (15.1%) indicates that they respond to an incident or problem through e-mail in

1 hour to less than 2 hours. 15.0% o respondents report that they respond in 3 hours or more and 12.6% report that

they respond in 40 minutes to less than 1 hour. Good customer service suggests that aster is generally better when

dealing with customer response times. It appears that the e-mail handling processes used by support organizations

have improved. As seen on the graph, the number o organizations reporting to have longer response times has

decreased, and the number reporting shorter response times has increased.

8/22/2019 Hdi 2006 Ps Survey


49


5 Minutes or Less






40 Minutes to Less Than 1 Hour

1 Hour to Less Than 2 Hours

2 Hours to Less Than 3 Hours

3 Hours or More

Percentages

0 5 10 15 20 25

19.1

22.3

7.6

7.4

18.9

12.2

12.8

12.6

4.8

5.9

9.6

8.9

4.3

3.7

8.3

8.9

7.1

8.9

7.6

9.2

2005 2006

What is your target average speed to response to an incident or problem reported through e-mail?(select one )

Consistent with last year’s results, the largest number o responses have a target o three hours or more. Choices such

as this beg the question, “Is e-mail a contact channel that is automatically classied as slower than a telephone call?”

8/22/2019 Hdi 2006 Ps Survey


50

m e t r I c s

Average Percent of Incidents

0 10 20 30 40 50 60 70

Level 0 (Self-help)

Level 1 Support

Level 2 Support

Level 3 Support

Deskside Support14.8

17.8

8.79.7

22.922.0

57.457.9

5.56.0

2005 2006

What percent o incidents are resolved at the ollowing points?

Level 1 and level 2 support are resolving the majority o incidents.

“Other” option was not available in 2006, so responses may be slightly infated compared to 2005.

Do you measure rst call resolution or the ollowing channels?

Percentages

0 20 40 60 80 100

Chat

Desktop Support

E-mail

Phone

Walk-up 21.4

86.0

46.6

20.2

4.0

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51


87.3%

10.5%

1–3

6–7 1.5%

4–5

8–9 0.4% More Than 9 0.4%

How many e-mail exchanges does it take to solveone problem?

87% o the survey respondents indicate that they

can solve a problem within 1 to 3 e-mail exchanges.

This is encouraging because a customer’s level o

rustration and impatience tends to grow signicantly

ater more than 3 e-mail exchanges.

Less Than30 Minutes

31–60 Minutes

61–90Minutes

More Than90 Minutes

21.2%

14.0%

31.6%

33.2%

How long does it take your support organizationto solve a problem reported through e-mail?

Calls HandledWithout Escalationto Another Level

Customer Calls andthe Person Who Receivesthe Call Resolves the Problem

The Ticket Is ClosedWithin X Minutes of

Being Opened

7.6%

36.2%

56.3%

Which o the ollowing methods most closely refects the way you calculate rst call resolution?

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52

m e t r I c s

Percentages

0 5 10 15 20 25

1–10%

11–20%

21–30%

31–40%

41–50%

51–60%

61–70%

71–80%

81–90%

91–100%

Not Applicable.7

1.5

4.75.5

14.914.2

20.717.5

16.018.2

13.19.5

11.1

9.8

8.211.4

6.27.4

2.22.8

2.22.0

2005 2006

Approximately, what percentage o all incidents are resolved on the rst contact? (select one )

50% o respondents reported that their support organization is resolving between 61-90%

o incidents on rst contact.

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53


0 5 10 15 20 25

1–10%

11–20%

21–30%

31–40%

41–50%

51–60%

61–70%

71–80%

81–90%

91–100%

Not Applicable

Percentages

.92.5

5.84.0

14.417.8

19.317.2

16.915.6

11.112.3

11.1

8.0

8.09.2

6.26.8

2.24.0

3.82.8

2005 2006

Approximately, what percentage o incidents taken over the phone are resolved on the rst contact?(select one )

The largest percentage (17.8%) o respondents report that 81-90% o their incidents reported via the phone

are resolved with the rst call. Just over hal o the respondents resolve between 61% and 90% o their

phone incidents with the rst call.

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54

m e t r I c s

1–10%

0

11–20%

21–30%

31–40%

41–50%

51–60%

61–70%

71–80%

81–90%

91–100%

Not Applicable

Percentages

0 2 4 6 8 10 12 14 16

4.214.5

7.16.2

12.2

8.69.6

11.1

11.89.0

9.89.0

8.27.1

10.27.4

6.79.6

8.08.6

8.47.1

3.8

1.9

2005 2006

Approximately, what percentage o incidentstaken by electronic means are resolved on therst contact? (select one )

44% o respondents are resolving 50% or more

o their incidents reported by electronic means

on the rst contact.

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Yes

49.2%

No

50.8% Do you measure employee satisaction?

It is gratiying to see that almost hal o the

respondents (49.2%) measure employee

satisaction, but it is also disconcerting that

almost hal (50.8%) do not. Measuring

employee satisaction can provide data to

aid organizations in improving morale and

productivity as well as retaining employees

in general.


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56

m e t r I c s

Percentages

0 10 20 30 40 50 60 70 80

IT/IS Management

Other Management, Executives

All IT/IS Data Processing Departments

Everyone (Stats Posted or Published)

Customers

Vendors

Other 6.53.7

5.31.3

21.916.4

26.525.4

30.427.8

46.137.1

73.7

67.6

2005 2006

Who sees your perormance statistics?(select all that apply )

Percentages

8.9

0 10 20 30 40 50 60 70

1 to 1.9

2 to 2.9

3 to 3.9

4 to 4.9

5

S a t i s f a c

t i o n

S c o r e s

6.2

62.9

29.4

1.0

.5

What is your employee satisaction rating?

The low scores indicate a need or more ocus on employees.

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“O all o the problems and challenges acing IT leaders today, outsourcing

and costs rank near the top o the scale o complexity and importance.

The Practices and Salary Survey gives managers the data and inormation

they need to research and analyze outsourcing trends and costs.”

Robert S. LastContent Manager, HDI

57

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5

Summary Statistics or Outsourcing and Costs

survey QuestIon 2006 2005 2004 2003

d y o sm It Fi?

• No• Yes

43.5%56.5%

51.8%48.2%

51.4%48.3%

57.3%42.7%

tp Fi Fi cl o:• Hardware Support and Repair• Desktop Support• Network/LAN Support• Sotware/Applications Support• Ater-hours Service

30.5%16.1%13.3%12.4%11.6%

21.6%10.4%10.4%12.4%9.3%

21.8%9.7%8.8%11.2%6.5%

23.5%9.1%7.2%10.2%8.3%

tp Fi Fi ci oi:

• None Being Considered• Ater-hours Service• Desktop Support• Peak Call Loads• Hardware Support and Repair

74.6%9.1%5.4%5.4%4.8%

61.1%10.2%5.3%3.1%4.2%

61.5%9.7%5.5%3.1%3.9%

XXXXX

ra not oi:

• Cost• Customer Backlash• Employee Morale• Security Issues• Other

37.4%14.7%9.2%19.4%19.4%

34.8%18.6%8.0%

15.3%23.3%

33.6%19.9%5.9%18.2%22.4%

XXXXX

cha spp si?

• No• Yes

53.1%46.9%

66.6%33.4%

66.7%32.5%

49.4%50.6%

spp si ha A chaabl:

• Internal Customers – Included in Technology Cost Allocation

• Internal Customers – Based on Fixed Allocation• Internal Customers – Based on Usage• External Customers – Fixed Fee per Service Contract• External Customers – Fixed Fee per Support Contract• External Customers – Length o Call

36.0%

29.9%23.2%39.6%22.0%5.5%

28.7%

22.7%23.3%49.3%23.3%10.7%

26.6%

22.9%10.9%47.3%25.7%7.6%

38.0%

19.9%17.2%37.2%21.9%7.7%

Wha I h Aa Fll-b c p Ii, y spp oaizai?

• Chat/IM• Desktop Support • E-mail• Fax• Phone• Self-service

• Walk-ups

$16.07$33.71$19.64$12.91$24.08$12.33

$21.88

Whih h Fllwi callai M cll r yMh callai c p Ii:

• Total Annual Support Expenses Divided by the Total Number oIncidents Received per Year

• Company Overhead Expenses Divided by the Total Number o Incidents

57.6%

42.4%

X

X

X

X

X

X

d y spp oaizai calla h c “dw tim”?

• No, We Don’t Calculate the Cost Impact o Down Time

• Yes, We Calculate the Cost Impact o Down Time on the Business o at LeastSome Critical IT Applications and Systems

71.%

22.9%

X

X

X

X

X

X

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59




0

10

20

30

40

50

60

No Yes

4 3 .

5 5 1 .

85

6 .

5

4 8 .

2

2005 2006

Does your organization contract with outsourcersor any IT unctions?

Outsourcing continues to be a presence in the IT sector

with an increase in outsourcing contracts o 8.3% rom

2005 (48.2%) to 2006 (56.5%).

57%

A majority o respondents

outsource some aspect o support

operations which

is up rom last year.

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60

o u t s o u r c I n g a n D c o s t s

Which o the ollowing unctions are being considered but not currently being outsourced?

Some o the population considering outsourcing in 2005 are now currently outsourcing which may explain

the reduction in the percentage o respondents considering outsourcing as an option in 2006.

0 10 20 30 40 50 60 70 80

After-hours Service

All Support Organization Services

Asset Management

Desktop Support

Employees/Customers inOther Countries

Hardware Support and Repair

Internet Support

Network/LAN Support

Peak Call Loads


Software/Applications Support

Support Management

None Being Considered

Percentages

61.174.6

2.21.7

5.64.0

3.63.4

3.15.4

4.22.5

4.24.8

3.82.3

5.35.4

4.94.5

6.23.7

10.29.1

2.0

1.4

2005 2006

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61


Which o the ollowing unctions are currently outsourced?

The three highest responses suggest that the break/x, desktop support, and network/LAN as organic unctions to a

company/organization is coming to an end and will be replaced by outsourcing. This may not be a bad development

as it will allow greater emphasis on more substantial aspects o support.

0 5 10 15 20 25 30 35

Percentages

Hardware Support and Repair

Software/Applications Support

Desktop Support


Network/LAN Support

After-hours Service

Internet Support

Employees/Customers in Other Countries

All Support Organization Services

Asset Management

Support Management

Peak Call Loads

2.22.0

2.74.2

3.14.8

3.1

6.5

5.69.9

9.311.6

10.413.3

9.810.9

10.416.1

9.812.4

21.630.5

4.73.3

2005 2006

8/22/2019 Hdi 2006 Ps Survey


Which one o the ollowing reasons most closely refects your reason or not outsourcing?

0 5 10 15 20 25 30 35 40

Cost

Security Issues

Customer Backlash

Employee Morale

Other

Percentages

23.3

19.4

8.0

9.2

18.6

14.7

15.3

19.4

34.8

37.4

2005 2006

Which statement most closely refects the impacto outsourcing on your organization?

Outsourcing Has Become a Motivatorto Improve Our Internal Processes

Outsourcing HasBeen a Distraction

in Our SupportOrganization

Outsourcing Has HadNo Impact on Our

Support Organization

None ofthe Above

17.2%

13.3%

20.3%

49.2%


0

10

20

30

40

50

60

No Yes

4 3 .

5 5 1 .

8 5 6 .

5

4 8 .

2

2005 2006

Does your support organization charge orsupport services?


62

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63

Which o the ollowing calculations most closely refects your method o calculating cost per incident(of those it applies to ).

This is a new question in 2006. It is important to

note that these two methods are widely used by our

participants. The majority (57.6%) use a calculation

method that only considers the expenses directly

related to the support organization. The rest o the

group (42.4%) includes the overhead expenses or

the entire organization in their cost calculation.

Based on these ndings, we anticipate reporting

costing results by each o these categories as part

o the 2007 Practices and Salary Survey results.

Company Overhead ExpensesDivided by the Total Numberof Incidents Received

Total AnnualSupport Expenses

Budget Divided by the Total Number of Incidents

42.4%

57.6%

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64


0 $5.00 $10.00 $15.00 $20.00 $25.00 $30.00 $35.00 $40.00

Mean

Median

Mean

Median

Mean

Median

Mean

Median

Mean

Median

Mean

Median

Mean

Median

D e s k t o p

S u p p o r t *

C h a t / I n s t a n t

M e s s a g i n g

E - m a i l

F a x

P h o n e

S e l f -

s e r v i c e

W a l k - u

p s

Dollars

$16.00

$29.30$21.88

$5.00

$5.00

$13.50$12.33

$20.00

$16.00

$27.60$24.08

$15.00

$11.50

$18.90

$12.91

$16.00$12.00

$21.67

$19.64

$21.00

$33.71

$17.90

$10.00

$9.00

$16.07

$25.00

2005 2006

What is the average ully-burdened cost per incident, or your support organization?

*Desktop support was added in 2006.

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65

Which statement most refects your expectations or outsourcing as it relates to your support

organization? (select one )

0 5 10 15 20 25 30 35 40 45 50

Percentages

We Do Not Outsourceor Plan To

We Will Not Change OurCurrent Level of Outsourcing

We Will Reduce OurLevel of Outsourcing

We Will Outsource More

5.69.0

17.117.2

31.832.4

45.641.4

2005 2006

0 10 20 30 40 50 60

Internal Customers, Included inOverall Technology Cost Allocation

Internal Customers, Charge toDepartments at Fixed Allocation

Internal Customers, Charge toDepartments Based on Usage

External Customers, Fixed FeeService Contract

External Customers, Fixed Feeper Support Service

External Customers, Basedon Length of Call

Other*

Percentages

6.7

10.75.5

23.322.0

49.339.6

23.323.2

22.729.9

28.736.0

2005 2006

Which support services does your support organization charge or? (select all that apply )

The percent o respondents charging external customers decreased rom 2005, and the percent o respondents

charging internal customers increased rom 2005. * “Other” was added as an option in 2006.


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8/22/2019 Hdi 2006 Ps Survey


Incident Management and Training

“I have used the Practices and Salary Survey as a benchmark on what

the industry norms are or service delivery, to validate i we are meeting or

exceeding industry norms, and or determining the salary range we were going

to oer new employees in the area to ensure competitive salaries.”

Anthony Bigonia

Program Manager, CDO Technologies Inc.

67

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6

Summary Statistics or Incident Management and Training

survey QuestIon 2006 2005 2004

th Mhl nmb Ii (call, Fax, e-mail, .) a y spp oaizai I:

• Increasing• Decreasing• Remaining the Same

60.9%13.0%26.0%

11.6%62.4%26.0%

11.8%57.2%30.9%

Wha a h tHree M Likl ra Ia i Ii:

• Changes• More Responsibilities• More Customers• Customer Demands or Increasing IT Usage• New Business/Company Growth• Increased Support Organization Awareness• Reduced Customer Training• Decreased Product Quality

75.0%49.0%42.4%39.6%38.0%21.6%16.1%6.0%

72.8%48.0%54.8%39.5%41.6%17.8%3.6%4.3%

78.2%45.5%50.1%38.7%40.2%18.9%12.3%

5.1

d y Ha a Fmal ealai P Maai Ii?

• Yes, or All Incidents Received

• Yes, or Specifc Categories o Incidents• Yes, or Specifc Departments• No, We Treat All Incidents the Same

64.6%

22.7%8.9%7.3%

58.9%

28.2%12.7%10.7%

X

XXX

Mh Hali A-h si:

• Forward Requests to Sta via Cell Phone, Pagers, etc.• Voicemail, Answering Machine, or Service• E-mail• Forward Requests to Computer Operations• No Procedure Specifed or O-hours

44.3%40.2%25.8%16.0%8.2%

39.7%47.5%32.1%19.3%12.5%

36.0%50.3%36.0%20.0%11.4%

M Impa Qalii i a spp P:

• Sot Skills• Technical Skills

• Sot Skills Certifcations• Technical Certifcations

98.2%66.1%

19.3%7.6%

98.2%66.4%

17.7%6.7%

XX

XX

F Aa Fmal taii:

• Customer Service Skills• Personal Management Skills• Technology and Support Tools• Problem Solving and Troubleshooting Skills• No Formal Training• Other

66.7%35.7%76.3%46.6%11.2%2.3%

61.8%33.6%69.8%45.6%15.1%4.0%

65.5%41.1%71.4%43.3%12.7%4.3%

da taii nw spp Pial:

• 0

• 1• 2–4 Days• 5–10 Days• 11–20 Days• Over 20 Days

2.4%

3.4%16.0%32.7%24.1%21.5%

2.2%

3.6%20.0%32.2%23.8%18.2%

3.8%

4.9%16.5%34.3%23.6%16.9%

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69


LengtH oF servIce In A suPPort center 2006 2005 2004

call si/dipah• 1–2 Years• 3–5 Years• Over 5 Years

33.5%33.0%27.1%

39.2%29.2%22.9%

40.0%29.6%23.6%

Ll 1 spp

• 1–2 Years• 3–5 Years• Over 5 Years

34.6%42.4%20.5%

31.5%39.2%26.1%

29.6%45.4%24.0%

Ll 2 spp


15.5%46.7%36.9%

15.7%48.0%35.9%

29.6%45.4%24.0%

Maa


12.0%31.3%56.4%

8.3%30.2%60.8%

6.3%33.1%60.3%

Incident Management

and Training

The reasons or the increase

in incidents continues to be

led by changes: upgrades,conversions, and installations.

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70

I n c I D e n t m a n a g e m e n t a n D t r a I n I n g


0

10

20

30

40

50

60

70

Decreasing Increasing Remainingthe Same

1 3 .

0

6 0 .

9

1 1 .

6

6 2 .

4

2 6 .

0

2 6 .

0

2005 2006

Reasons or the increase in number o incidents.

The reasons or increases in incidents remain the same and continue to be led by changes,

such as upgrades, conversions, and installations.

0 10 20 30 40 50 60 70 80

Changes: Upgrades,Conversions, Installations

More Responsibilities forthe Support Organization

More Customers

Customers Demanding MoreService, Increasing Computer Usage

New BusinessCompany Growth

Increased Awareness ofthe Support Organization

Reduced Customer Training or

Increased Employee Turnover

Decreased Product Quality

Percentages

4.36.0

3.6

16.1

17.821.6

41.638.5

39.539.6

54.842.4

48.049.0

72.875

2005 2006

The monthly number o incidents (calls, ax, e-mail,etc.) at your support organization is... (select one )

The continued trend toward increased incidents

supports a cause and eect relationship as organizations

continue to rely on upgrading, changing, and adding

technology in their business which increases the

number o incidents generated. This relationship

continues to be a signature characteristic o almost

every support center.

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71


0 10 20 30 40 50 60 70

Systems are More Stable

Better Customer Training

Root Cause Problem Elimination(Quality Initiatives)

Proactive Resolution/Troubleshooting

Customers Are More Experienced

Customer Use of Self-help Tools

Increased Product Quality

Business/Workforce Reduction

Less Responsibility/Narrower SLAs

Business Functions Outsourced

Percentages

3.83.4

5.82.3

17.310.7

21.6

32.727.6

17.334.1

48.135.4

40.435.9

23.145.3

57.746.9

46.2

2005 2006

Reasons or the decrease in numbero incidents.

The two highest responses (46.9%

or “Systems are more stable” and 45.3%

or “Better customer training”) indicate

that improvements are being made

in the areas o sotware and system

development. It also indicates that

there is value or training users prior to

releases, upgrades, and installations.

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72


0 10 20 30 40 50 60 70

Yes, for All Incidents Received

Yes, for SpecificCategories of Incidents

Yes, for Specific DepartmentsWithin the Organization

No, We Treat All Incidents the Same

Percentages

10.77.3

12.78.9

28.2

58.964.6

22.7

2005 2006

0 5 10 15 20 25 30 35 40 45 50

Forward Requests to Support Staffvia Cell Phones, Pagers, etc.

Voicemail, Answering Machine,or Answering Service

E-mail

Forward Requests toComputer Operations

No Procedure Specified

for Off-hours

Percentages

12.5

8.2

19.316.0

32.125.8

47.540.2

39.744.3

2005 2006

Do you have a ormal escalation process or managing incidents?

These results are encouraging. Many organizations have developed ormal escalation plans (64.6%).

The importance o escalation processes appears to have wide-spread acceptance.

When your support organization is not staed, how do you handle customer requests or service?(does not include those with 24-hour service )

It appears that organizations are moving away rom the use o voicemail/answering machines 47.5% in 2005

to 40.2% in 2006. The move toward orwarding requests to support sta via cell phones, pagers, etc. was 39.7%

in 2005 and has increased to 44.3% in 2006.

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73



0

20

40

60

80

100

2005 2006

1 .

8

0 0 1 .

8

Soft Skills

9 8

. 2

9 8

. 2

MinimallyImportant

SomewhatImportant

VeryImportant


1 .

3

1 .

6

Technical Skills

MinimallyImportant

SomewhatImportant

VeryImportant

0

20

40

60

80

100

2005 2006

3 2 .

6

3 2 .

0

6 6 .

1

6 6 .

4

Technical Certifications

P e r c e n t a

g e s

MinimallyImportant

SomewhatImportant

VeryImportant

7 .

6

6 .

7

0

20

40

60

80

100

2005 2006

3 9 .

6 4 2 .

4

5 2 .

9

5 0 .

9

0

20

40

60

80

100

2005 2006

Soft Skills Certifications

P e r c e n t a

g e s

MinimallyImportant

SomewhatImportant

VeryImportant

3 5 .

7 4 0 .

4 4 5 .

1

4 1 .

8

1 9 .

3

1 7 .

8

How important is each o the ollowing qualities or a support person?

The customer/user experience is just as valuable as the technical prociency o the analyst. The trend over the last two

years (98.2% reporting “Very Important”) supports a strong need or the “Sot Skills” in the rontline support analyst.

It maintains strong importance right through all levels o support.

8/22/2019 Hdi 2006 Ps Survey


0 10 20 30 40 50 60 70

Microsoft

HDI®

ITIL®

CompTIA

Cisco

Novell

Citrix

Oracle

Linux

Sun

Sybase

BEA

Other

Percentages

23.4

5.7

7.8

10.7

13.3

15.6

22.1

29.4

38.3

53.6

63.3

1.3

2.9


What ormal industry certications do your sta and management hold and/or are planned or the next

12 months? (select all that apply )

Microsot technical certications are, by ar, the most widely held ormal industry certications (63.3%).

HDI certication programs are ocused on the customer experience (sot skills) and have remained a strong

second-place (53.6%) in this category.

8/22/2019 Hdi 2006 Ps Survey


0 10 20 30 40 50 60 70 80 90

Customer Service – Communication,What to Ask, How to Ask, etc.

Personal Management – Stress, Time,Assertiveness, Interpersonal Skills

Technologies and SystemsUsed by Customers

Technologies and SystemsUsed to Provide Support

Troubleshooting/Problem-solving

No Formal Training

Other

Percentages

4.0

15.111.2

45.646.6

66.469.0

69.876.3

33.635.7

61.866.7

2.3

2005 2006

On average, how many days otraining does a new support proessionalreceive beore unctioning alone at yourorganization? (select one )

Overall, the trend seems to show an increase in

the number o days o training or a new support

proessional beore unctioning in the organization.


2 .

4

2 .

2 3 .

4 3 . 6

1 6 .

0

2 0 .

0

3 2 . 7

3 2 .

2

2 4 . 1

2 3 . 8

2 1 .

5

1 8 .

2

0

5

10

15

20

25

30

35

0 1 2–4Days

5–10Days

11–20Days

Over20 Days

2005 2006

75


In which areas do your sta receive ormal training?

The results here show the recognition o the importance o training (76.3% o respondents provide training on

technologies used by customers, 69.0% provide training on technologies and systems used to provide support,

and 66.7% receive training in customer service skills). Those with “No Formal Training,” have decreased

(rom 15.1% to 11.2%) as well.

8/22/2019 Hdi 2006 Ps Survey


5

10

15

20

25

30

35

40

45

Less than1 Year

1–2 Years

3–5 Years

Over 5 Years

6 .

48 .

8

3 3 .

5

3 9 .

2

3 3 .

0

2 9 .

2

2 7 .

1

2 2 .

9

Dispatch


2005 2006

0

5

10

15

20

25

30

35

40

45

Less than1 Year

1–2 Years

3–5 Years

Over 5 Years

3 .

3

2 .

5

3 4

. 6

3 1 .

5

4 2 .

4

3 9 .

2

2 0 .

5

2 6 .

1

Level 1 Support


2005 2006

On average, how long do sta remain in your support organization?

Over the years it has remained that the higher

levels o support positions retain their employees

longer than rontline. As we see this year, in

level 1 support the percent o employees on

average who remain with the organization

5 years or more is 20.5%, level 2 is 36.9%,

supervisors is 46.2% and managers is 56.4%.


8/22/2019 Hdi 2006 Ps Survey


Less than1 Year

1–2 Years

3–5 Years

Over 5 Years

. 9

. 5

0

10

20

30

40

50

60

1 5 .

5

1 5 .

7

4

6 .

7 4 8

3 6 .

9

3 5 .

9

Level 2 Support


2005 2006

Less than1 Year

1–2 Years

3–5 Years

Over 5 Years

0

10

20

30

40

50

60

. 6 .

8

1 1 .

9

1 0 .

0

4 2 .

3

4 0 .

0

4 6

. 2 4

9 .

2

Supervisors


2005 2006

Less than1 Year

1–2 Years

3–5 Years

Over 5 Years

. 3 .

7

4 9 .

2

0

10

20

30

40

50

60

70

1 2 .

0

8 .

3

3 1 .

3

3 0 .

2

5 6 .

4 6 0 .

8

Managers

P e r c e n t a g

e s

2005 2006

77


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7

Serious Issue

63.4%

6.3%

25.0%

5.4%

Minor Issue

Moderate Issue

No Problem

Is employee turnover an issue or yoursupport organization? (select one )


8/22/2019 Hdi 2006 Ps Survey


Salary Survey

“There are ew areas o concern greater to an organization’s managers and

employees than questions about compensation. I compensation is too high, the

organization risks the wrath o the CFO, i it is too low, it risks losing the lieblood

o the organization, its people. The data in the HDI® Salary Survey allows me

to balance these sometimes competing challenges with objective, industry

inormation that I can use to assist my organization’s C-level managers.”

Joyce JardineCompensation Manager

79

8/22/2019 Hdi 2006 Ps Survey


Summary o Salary Survey Statistics

QuestIon 2006

Wha B dib y opii cifai?

• We Do Not Perceive a Value to Certifcation• We Require Formal Certifcation• We Seek Individuals with Certifcation

14.8%8.6%76.6%

o y cif empl, Whih h Fllwi B dib thm?

• More Knowledgeable• No Dierence rom Employees that Are Not Certifed• Independent Thinkers• More Productive• Potential Candidates or Promotion• Team Leaders• Sel-motivated

32.6%26.8%11.6%10.9%10.1%7.6%0.4%

d y Pa M empl Pial Hi ha A cif?

• No, but We Do Consider Certifcation as Important• Yes, We Feel They Are Worth More

• No, We Don’t Feel There Is Any Added Value

51.8%30.2%

17.9%

d Hlp dk/spp c sa a/ Maam ri A Fm B?

• Both Management and Sta Receive Bonus Compensation• No Bonus Compensation Is Received• Yes, Management Receives Bonus Compensation• Yes, Sta Employees Receive Bonus Compensation

43.2%37.7%16.9%2.3%

I B cmpai Ba Iiial Pma Pi All empl a eqiabl Bai?

• Both Individual and Company-wide Bonuses Are Available• Company-wide Bonus Distribution i Company Meets Goals• Based on Individual Perormance Only

44.3%34.3%21.4%

d y cmpa Fiaiall rwa/Pa empl :

• Overtime Pay• Ater-hours Pager• Ater-hours On-site• Call-in Service-request Pay

58.5%31.1%21.7%5.0%

Wha 5 Fa A M Impa i dmii sala Ia h Pii call s?

• Customer Service Skills• Help Desk or Support Experience–Overall• Quality o Work• Meeting Job Metrics or Standards• Specifc Technical Knowledge

42.6%41.3%36.6%22.1%18.6%

Wha 5 Fa A M Impa i dmii sala Ia h Pii Ll 1 spp?

• Quality o Work• Customer Service Skills• Help Desk or Support Experience–Overall• Meeting Job Metrics or Standards• Specifc Technical Knowledge

69.1%68.8%60.9%38.5%38.2%


• Quality o Work• Customer Service Skills• Specifc Technical Knowledge• Help Desk or Support Experience–Overall• Meeting Job Metrics or Standards

64.4%49.5%45.1%39.4%33.4%

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1


2006 Salary SurveyThe outlook or the support proessional and in particular

the certifed support proessional remains strong.

QuestIon 2006


• Quality o Work• Specifc Technical Knowledge• Technical Certifcations• Customer Service Skills• Meeting Job Metrics or Standards

50.2%41.6%35.6%31.2%31.2%

Wha 5 Fa A M Impa i dmii sala Ia h Pii spp Maa?

• Management or Leadership Skills• Customer Service Skills• Quality o Work

• Help Desk or Support Experience–Overall• Meeting Job Metrics or Standards

78.9%57.4%55.5%

45.7%36.9%

Wha 5 Fa A M Impa i dmii sala Ia h Pii si spp Maa?

• Management or Leadership Skills• Continuing Education• Quality o Work• Customer Service Skills• Help Desk or Support Experience–Overall

76.3%64.4%48.6%43.8%38.8%

Wha Mia y d y Jb?

• Contribution to the Company• Compensation

• Work Perormance/Work Experience• Management/Recognition rom Management• Training Opportunities

34.0%28.4%

27.7%19.0%2.0%

Wha A y Aiipai a/ Pla h nx 12 Mh y spp oaizai?

• Increased Hiring• Lack o Qualifed Workers to Fill Positions• Hiring Freeze• Increased Outsourcing• Salary Freeze• Layos• Eliminated Bonuses

52.5%19.5%19.2%13.5%8.5%7.9%2.2%

8/22/2019 Hdi 2006 Ps Survey


2

2006 tal us s: 216

suppot rlatd Wok expinc

JoB LeveL Aa sala Aa ya

Call Screener/Dispatch $30,768 3.3

Level 1 Support $36,205 3.7



Desktop Support Analyst $44,485 4.9

Support Manager $64,720 7.2

Senior Support Manager $82,205 10.4

2005 tal us s: 289








Support Manager $65,760 7.8Senior Support Manager $83,715 10.7

2004 tal us s: 455









USA

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3

2006 tal caaia s: 36



Call Screener/Dispatch limited data 2.6





Support Manager $65,180 6.9

Senior Support Manager $81,192 8.9

2005 suppot rlatd Wok expinc


Call Screener/Dispatch $30,833 2.8Level 1 Support $40,478 5.3Level 2 Support $48,962 5.7Level 3 Support $59,588 6.8Desktop Support Analyst $46,338 6.9


2004 suppot rlatd Wok expinc


Call Screener/Dispatch $26,333 3.3Level 1 Support $38,288 3.0Level 2 Support $44,937 4.9Level 3 Support $49,571 5.6Desktop Support Analyst $41,679 4.8


CANADA

tal caaia s: 33

tal caaia s: 37

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4

s a l a r y s u r v e y

call s call s call s Ll1

Ll1

Ll1

Ll2

Ll2

Ll2

2006 2005 2004 2006 2005 2004 2006 2005 2004

under $15k 3% 6% 1% 1% 2% 1% 1%

15-20k 3% 6% 9% 3% 1% 2% 1%

21-25k 24% 27% 23% 7% 8% 8% 2% 3%

26-30k 24% 21% 28% 18% 19% 17% 5% 10% 5%

31-35k 25% 29% 17% 27% 26% 28% 17% 13% 15%

36-40k 9% 8% 11% 18% 23% 21% 24% 23% 25%

41-45k 3% 4% 3% 14% 11% 13% 17% 20% 22%

46-50k 5% 2% 2% 7% 9% 5% 14% 13% 14%

51-55k 1% 2% 2% 3% 1% 1% 9% 10% 6%

56-60k 1% 1% 1% 1% 4% 5% 4%

61-65k 1% 1% 4% 4% 2%

66-70k 1% 3%

71-75k 1% 1% 2% 1% 1%76-80k 1% 1%

81-85k

86-90k 1%

91-95k 1%

96-100k

101-125k

over $125k

PercentageTable –

USA

call s call s call s Ll1 Ll1 Ll1 Ll2 Ll2 Ll2

2006 2005 2004 2006 2005 2004 2006 2005 2004

under 25k limited data 33% 33% 3% 4% 11% 7%

25-30k 33% 6% 11% 21% 11%

31-35k 33% 33% 18% 14% 11% 6% 8% 4%

36-40k 33% 27% 32% 29% 18% 8% 11%

41-45k 24% 7% 18% 27% 27% 15%

46-50k 3% 21% 7% 12% 23% 41%

51-55k 12% 7% 9% 15% 4%

56-60k 6% 4% 9% 12% 4%61-65k 2% 9% 4%

66-70k 4%

71-75k 6% 4%

76-80k 3%

81-85k

86-90k

91-95k

96-100k

over 100k

PercentageTable –CANADA

8/22/2019 Hdi 2006 Ps Survey


5


l3

Ll3

Ll3

dk tp dk tp dk tp sp. M sp. M sp. M s. sp.M

s. sp.M

s. sp.M

006 2005 2004 2006 2005 2004 2006 2005 2004 2006 2005 2004

1%

1% 2% 1%

1% 2% 1% 1%

1% 1% 2% 5% 3% 5% 1%

5% 9% 10% 14% 12% 13% 2% 3% 1% 1%

15% 17% 10% 19% 22% 16% 6% 4% 4% 1% 1% 1%

17% 12% 15% 19% 22% 18% 5% 9% 7% 3% 2%

18% 16% 18% 14% 19% 17% 11% 12% 12% 3% 2% 4%

7% 10% 15% 9% 9% 12% 8% 7% 12% 3% 4% 4%

11% 14% 12% 7% 6% 7% 15% 18% 12% 4% 6% 5%

10% 9% 7% 5% 3% 4% 11% 11% 12% 4% 6% 8%

5% 3% 6% 3% 3% 1% 10% 10% 15% 6% 6% 9%

7% 7% 2% 1% 2% 1% 12% 8% 7% 16% 10% 12%1% 1% 2% 1% 5% 4% 6% 14% 15% 11%

1% 1% 7% 6% 5% 7% 11% 12%

1% 1% 3% 3% 2% 13% 12% 13%

1% 3% 1% 1% 5% 7% 4%

2% 2% 2% 10% 6% 7%

1% 2% 1% 9% 11% 7%

1% 3% 2%

l3 Ll3 Ll3 dk tp dk tp dk tp sp. M sp. M sp. M s. sp.M s. sp.M s. sp.M

006 2005 2004 2006 2005 2004 2006 2005 2004 2006 2005 2004

ted data 14% limited data 11% 10%

14%

7% 15% 7% 4% 4%

6% 14% 15% 29% 4%

21% 23% 36% 4%

12% 15% 14% 15% 4% 11% 3%

35% 29% 23% 18% 12% 18% 7% 4%

18% 7% 15% 12% 14% 3% 4% 15%6% 8% 12% 24% 18% 10%

12% 7% 9% 8% 18% 7% 10%

9% 8% 7% 13% 15%

6% 6% 4% 17% 17% 15%

9% 4% 7% 13% 10%

6% 6% 16% 4% 14% 8%

10% 4%

7% 13% 15%

4% 7% 21% 10%

8/22/2019 Hdi 2006 Ps Survey


6


2006

eAst centrAL West

JoB LeveL (49 ) (94 ) (19 )

Call Screener/Dispatch $28,963 $30,655 limited data

Level 1 Support $36,987 $35,053 $38,650

Level 2 Support $54,200 $42,401 $44,676

Level 3 Support $56,257 $50,805 $57,824

Desktop Support Analyst $46,432 $41,151 $50,214

Support Manager $66,104 $61,463 $70,478

Senior Support Manager $84,500 $78,913 $88,529

2005

eAst centrAL West

JoB LeveL (96 ) (152 ) (40 )

Call Screener/Dispatch $32,007 $28,182 $30,300

Level 1 Support $36,807 $34,309 $41,337

Level 2 Support $45,345 $40,325 $49,069

Level 3 Support $54,962 $47,210 $61,000


Support Manager $65,320 $57,639 $97,030


2004

eAst centrAL West

JoB LeveL (156 ) (254 ) (46 )

Call Screener/Dispatch $30,305 $26,857 $29,143Level 1 Support $34,981 $34,546 $39,120

Level 2 Support $42,502 $41,113 $46,283

Level 3 Support $49,307 $54,702 $57,811


Support Manager $70,289 $59,725 $69,376


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7


2006

JoB LeveLL tha 12

yaHih shlgaa

sm cll( )

thialshl d

2-ya clld

4-ya clld

Aad

Call Screening no data $29,038 $31,000 no data no data no data no data

Level 1 Support no data $33,415 $35,288 $37,417 $37,899 $38,218 no data

Level 2 Support no data $40,080 $42,289 $43,915 $47,062 $49,438 no dataLevel 3 Support no data no data $48,250 $47,820 $48,533 $56,618 no data

Support Manager no data no data $68,923 no data $58,883 $65,769 $63,533

Senior Support Manager no data no data no data no data no data $81,894 $87,793

2005

JoB LeveLL tha 12

yaHih shlgaa

sm cll( )

thialshl d

2-ya clld

4-ya clld

Aad

Call Screening no data $28,043 $31,059 no data no data no data no data

Level 1 Support no data $32,910 $35,098 $36,870 $38,878 $38,528 no dataLevel 2 Support no data $42,067 $42,034 $43,264 $40,561 $46,333 no data

Level 3 Support no data no data $46,593 $48,041 $51,344 $54,497 no data

Support Manager no data no data $57,960 $54,000 $61,017 $70,467 $66,692

Senior Support Manager no data no data $77,471 no data $75,261 $85,846 $83,500

2004

JoB LeveLL tha 12

yaHih shlgaa

sm cll( )

thialshl d

2-ya clld

4-ya clld

Aad

Call Screening no data $25,831 $29,387 $33,299 $34,000 $36,833 no dataLevel 1 Support no data $34,465 $34,068 $33,586 $36,355 $39,337 no data

Level 2 Support no data $36,992 $41,369 $41,866 $41,241 $44,667 no data

Level 3 Support no data $46,683 $64,533 $46,925 $49,618 $52,177 $60,500

Support Manager no data $67,000 $60,878 $57,936 $58,227 $63,859 $70,163

Senior Support Manager no data $893,333 $73,863 $80,250 $80,890 $78,004 $86,251

8/22/2019 Hdi 2006 Ps Survey


$30,655

$28,963

$30,300

$28,182

$32,007

$29,143

$26,857

$30,305

$0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000

West*

Central

East

Call Screener/Dispatch Salary by Region

200620052004

* The number o responses in 2006 is

too low to report or call screener/

dispatch in the west.

8/22/2019 Hdi 2006 Ps Survey


Level 1 Salary by Region

$38,650

$35,053

$36,987

$41,337

$34,309

$36,807

$39,120

$34,546

$34,981

$0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000

West

Central

East


$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000

$44,676

$42,401

$54,200

$49,069

$40,325

$45,345

$46,283

$41,113

$42,502

West

Central

East


200620052004

$57,824

$50,805

$56,257

$61,000

$47,210

$54,962

$57,811

$54,702

$49,307

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000

West

Central

East

9


8/22/2019 Hdi 2006 Ps Survey


90


$50,214

$41,151

$46,432

$52,753

$43,811

$44,291

$46,928

$43,294

$47,998

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000

West

Central

East

Desktop Support Analyst Salary by Region

West

Central

East

$70,478

$61,463

$66,104

$97,030

$57,639

$65,320

$69,376

$59,725

$70,289

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000

Support Manager Salary by Region

West

Central

Senior Support Manager Salary by Region

200620052004

East

$88,529

$78,913

$84,500

$94,524

$79,271

$85,300

$85,096

$77,907

$79,853

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000

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91


In 2006, 38% o companies reported that they do not oer bonuses to any o their employees. This has gone up

slightly rom 2005 (33%). O the organizations that give bonuses, a third o them base their bonuses solely on the

company meeting its objectives. Another 44% o organizations base bonuses on company as well as individual

perormance. Only 22% provide bonuses based on individual perormance alone. These results are similar to

last year’s ndings o 32%, 46%, and 22% respectively.

Most Important Factors in Determining Salary Increases

Respondents were asked to choose the ve most important actors in

determining salary increases or each level o employee (call screener/dispatch,

levels 1, 2, and 3, support manager, and senior support manager).

• Quality o work is in the top three actorsselected or every level o employee.

• Management/leadership skills is the number

one actor or both levels o managers.

• Customer service skills are considered very

important actors or lower levels o support

(call screener, level 1, and level 2) while technical

knowledge becomes important in the higher levels

as well (level 2 and level 3).

• Overall help desk or support experience is animportant determining actor or almost all levels o

employees. For level 3 support, it is only used as a

determining actor by 21% o companies, while it is

used by between 39%-61% o companies or all other

levels o employees.

• Meeting job metrics/standards is not the number one

actor or any employee level, however, it is one o the

top ve actors or all levels except level 3 support.

2.3%

16.9%

37.7%

43.2%

Both Managementand Staff Receives

Bonus Compensation

Yes, Staff Employees ReceiveBonus Compensation

Yes, ManagementReceives BonusCompensation

No Bonus Compensationis Received

Do help desk/support center (or comparable function) sta and/or management receiveany orm o bonus?

Is bonus compensation based on individualperormance or provided to all employeeson an equitable basis?

21.4%

44.3%

34.3%

Both Individualand Company-wide

Bonuses are Available

Company-wide BonusDistribution if Company

Meets Objectives

Base on In ivi ualPerformance Only

8/22/2019 Hdi 2006 Ps Survey


92


Do you pay more or employees or potentialhires that are certied?

The graph below illustrates the percent o respondents who rated the ollowing actors as the number one reason

they are motivated to do their job. “Contribution to company” is the number one motivation at 34%, while 28% o

respondents selected “Compensation” as their main motivation.

( Note: It was possible to select more than one actor as their rst choice, so percents will not add up to 100%.)

What motivates you to do your job?

51.8%

17.9%

30.2%

No, But We DoConsider Certification

as an Import Criteria forHiring and Promotion

No, We DonʼtFeel There Is Any

Added Value

Yes, We Feel Theyare Worth More

0 10 20 30 40

2.0

19.0

27.7

28.4

34.0

Training Opportunities

Management/Recognition from Management

Work Performed/Work Experience

Compensation

Contribution to the Company

Percentages

8/22/2019 Hdi 2006 Ps Survey


Looking at the Support Industry in the Next Year

When asked, “What are your anticipations and/or plans

or the next 12 months or your support organization?”

over hal o the respondents said that they planned to

increase hiring in the next 12 months. However, 20%

o respondents believe that there is a lack o qualied

workers to ll these positions.

In regards to outsourcing, 14% o organizations plan

to/anticipate that they will increase outsourcing.

This may be refected in the 19% o organizations

that anticipate a hiring reeze and the 8% that are

predicting layos in the next 12 months.

As or salary adjustments, only 9% o organizations

anticipate a salary reeze. Just over 2% willeliminate bonuses.

Certication in the Support Industry

When hiring, 77% o organizations that responded

seek certied individuals over non-certied individuals,

but only 8% actually require a ormal certication.

In almost one-third o the support organizations,

employees with certications are paid more than

employees who are not certied.

More than two-thirds o respondents believe that the

certied employees within their organization have

skills that exceed those o employees who are not

certied. For example, 33% o respondents believe

that certied employees are more knowledgeable than

non-certied employees. 12% say certied employeesare independent thinkers, 11% say they are more

productive, and 8% say that certied employees are

team leaders. In addition, 10% consider certied

employees as potential candidates or promotion.

What best describes your opinion on certication?


93

14.8%

8.6%76.6%

We Do Not Perceive a Value to Certification

We RequireFormal

Certification

We Seek Individualswith Certi ication but

o ot equire t

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Documents

Hdi 2006 Ps Survey