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2012
Large Team Submission | Prepared by Emma Dickson
HEINEKEN
IT SERVICE
DESK IT SERVICE EXCELLENCE AWARDS
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HEINEKEN in the UK
Welcome to our Level 1 Support Team
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Welcome to our Service Desk and
Level 1 Support Team, we provide
24hr support, 365 days a year to our
HEINEKEN in the UK colleagues, the
wider HEINEKEN group and third
parties.
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HEINEKEN in the UK is the country’s
leading beer and cider business and
part of HEINEKEN N.V, the world’s most
international brewer. The UK operating
company was formed in 2008 when
HEINEKEN N.V. acquired the UK
business of Scottish and Newcastle PLC.
Headquartered in Edinburgh, we
employ around 2,300 people. As well as
a brewer and cider maker, we manage
around 1,300 pubs through our S&N
Pub Company business.
We are passionate about our beer & cider
brands and the services that we offer to our
customers. Our unrivalled portfolio of brands
includes Foster's, Heineken, Strongbow,
Kronenbourg 1664, John Smith's and Bulmers
together with a full range of niche and
speciality brands. We have breweries in
Manchester, Tadcaster and Edinburgh and our
cider business is based in Herefordshire.
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Our 2012 Submission:
The HEINEKEN in the UK, Service Desk team were
delighted to make it to the top three finalists of the IT
Service Excellence Awards in 2011. We have been
working hard across the last 12 months and we are
looking forward to sharing some of that work with you
in this year’s submission.
We have a few new faces this year including a new
Service Desk Manager, Service Account Manager and a
some new Service Desk Analysts too; who are all
supporting us to meet the demands of projects, support
new services and align ourselves with both the UK and
central HEINEKEN business.
The Service Desk team truly live the HEINEKEN values
and we certainly had a lot of enjoyment pulling our
submission together. We believe that the document
satisfies the SDI Award criteria and demonstrates how
our Service Desk delivers cutting edge IT service and
support making us one to watch!
Emma Dickson, Level 1 Support Manager.
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Contents
Introduction to our Service Desk 2
Leadership 7
Policy and Strategy 13
People Management 19
Partnerships and Resources 25
Processes 31
People Satisfaction 34
Customer Satisfaction 39
Performance Results 47
Social and Corporate Responsibility 52
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Leadership
Business Alignment
A defined UK Business Engagement Strategy is in place which is set by our Business
Systems Director and Leadership Team in conjunction with our business.
Our three year IT Roadmap ensures that we deliver maximum return on our investments
and shows that we truly are an engaged and trusted business partner.
Our IT Roadmap is supported by a robust Business Requirements Management
framework and PMO (Project Management Office) and Project Management strategy and
framework.
Where and how do the Service Desk fit in? Within IT Service Delivery we have a Service
Transition Framework & Team. Service Transition ensures the successful transfer of the IT
Roadmap projects into live operation with minimum impact to the business, our
customers or the department.
The Level 1 Support Team have all played key roles in 2011 in supporting Service
Transition project delivery and ensuring that our Service Desk is aligned to the IT
Roadmap and ultimately our business needs. For each new project, we review our
processes, create knowledge documentation and workflows and roll out training or
knowledge transfer sessions to the whole Level 1 Team in advance of project go-live
dates.
In our 2011 Climate Survey, ‘Direction and Alignment’ delivered a 99% positive response
from Business Systems colleagues which is an increase of 19% from 2010!
Project Framework Business Gate Service Transition
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Our ‘Underlying IT Principles’ show you ‘how’ our department works
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Alignment to our business needs:
In 2011, HEINEKEN in the UK sold WTBS (joint venture);
this has resulted in less UK sites. As a result we received
feedback from our field based colleagues about their
challenges in getting to a HEINEKEN site if their laptop
requires swap-out. They advised that they couldn’t be
without their laptop for too long when posting it back to
the Service Desk.
In response to this, we scoped out and implemented a
laptop swap out pilot. This involves sending a vendor
engineer to a colleague’s home to perform the laptop
swap-out.
“Home visit swap-outs are a great
idea. This is a great step forward as
it keeps the Sales guys moving.
All very good news as it
reflects an increasing
understanding of the needs of the
field teams- a really good piece of
innovation from the Service Desk
team”
Richard MacNair
Project Manager (OnTrade Sales)
In December, the Service Desk also supported the set-up a new site in London. Two of
our Service Desk Analysts took part in the project and were based in London for the
set-up and launch.
In May, we implemented our UK ‘StarBar’ in Edinburgh to provide a new flexible way
to seek IT Support for staff and visitors.
We have continued to deliver a series of IT Help Booths; taking our IT support on the
Road to all sites to meet and support our colleagues.
SERVICE INITATIVES
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Interaction with Central IT
Leadership: Communications, Team work and Results
UK Managing Director, Stefan Orlowski, visits our
Service Desk, even dropping off a Christmas gift for
each of the team in December.
The Service Desk interacts with the IT Service Delivery
Team at Quarterly Team Briefs and the weekly
operational ‘Cascade’.
Quarterly ‘BSezine’ departmental newsletter.
IT Snippets (Business Systems Intranet) to share
information and successes.
Quarterly Departmental Briefings for whole
department.
Bi-Annual departmental, HEINEKEN funded parties.
Departmental Brands Led Activities programme.
Climate Survey focus groups.
Star Port Development - Team Building activities
Business Agreed SLA’s in place.
Service Desk are given project opportunities
Cross skilling in Level 1 to support resource
optimisation and staffing.
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Promoting the Service Desk
Over the last 2 years we have been developing an IT support brand and logo to promote our
Service Desk throughout the Business. We have done this via our Help Booths, IT Self Service
Portal, Corporate Inductions, new services e.g. the StarBar and our new ‘iGuides’.
IT Self Service Portal:
Our branded IT Banners for the Level 1 team area; we also them on the road with our IT Help Booths
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Policy & Strategy Vision and Mission:
In 2011, the Service Desk reviewed our mission statement as a team, in line with the HEINEKEN in
the UK mission Statement. Everyone in the team gave their input and together we agreed our
2011/2012 team statement. We have put in a review date of summer 2012 to ensure it’s still fit
for purpose and business aligned.
We enjoyed working on this as a team to make sure that everyone has had their say and
therefore believes and champions our mission statement.
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We have aligned our Operations and Service Desk strategy to the HEINEKEN in the UK strategy
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Goals & Objectives:
The UK Management Team hold twice annual Leadership Cascades; this is attended by a number of
managers within Business Systems including the L1 Support Manager. This information is cascaded
downwards at the quarterly Business Systems team briefs and in our team meetings. We share the
key messages with our team and ensure they understand how their role and objectives fit into the
bigger picture.
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All individuals in our team have goals and objectives that link into the company objectives.
These are discussed in monthly 121s and then again at the bi-annual Star Review.
Line Managers received extra help with SMART objective setting this year with the launch
of a new e-learning module.
This covers performance objectives, functional and technical competencies and learning
and development goals and objectives.
HEINEKEN support their people leaders by providing them with a specially tailored,
interactive Employment Law workshop delivered by an Employment Law Specialist. The
Service Desk Managers and Team Leaders have attended this training in 2011.
In our 2011 Climate Survey 98% of our staff said “HEINEKEN in the UK’s Business Strategy
and Goals are clear to me” (up 18% from 2010)
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Business & Operational Plans:
The IT Roadmap portfolio of projects are delivered into operation via Service Transition. The
Service Transition framework ensures that all operational impacts are considered in advance.
All Service Transition projects are signed off by the Service Delivery Leadership team which
includes the Level 1 Support Manager.
In HEINEKEN in the UK we operate with an adapted ITIL v3 framework.
We review our Service Desk objectives bi-annually in line with the Star Review process to
ensure they are relevant and add value.
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Stakeholder Input:
Annual Customer Surveys are undertaken for both the Service Desk and Business Systems; these
feed into our CSI initiatives and planning. Any customer who requested a call back was contacted
and their feedback was documented.
In 2011 we sought customer feedback during pilots of new kit e.g. iPads , new services e.g. our
Home visit laptop swap-out process and user training initiatives e.g. Microsoft Skills training for
PA’s.
We seek customer feedback via surveys at Help Booths and post visits to our UK IT StarBar.
The Service Desk have an integrated complaints process on our Ticketing tool which allows us to
mark a ticket as a compliment or complaint. This is backed up by our Service Desk Complaint
process .
We invite ongoing stakeholder input via our Service Account Manager who goes to all UK sites and
conducts IT Services Reviews.
Members of the IT operations team conducted a Marketing & IT Review to understand the real life
IT experiences of our marketing colleagues all over the country. The findings were translated into
a joint action plan.
Our Service Desk collates feedback on vendor performance and feed this into the L1 Support
Manager who attends key vendor meetings.
Our Service Desk has been invited to share our UK best practice with our HEINEKEN in Nigeria
OpCo. Martin Glancy, Service Desk Team Leader has been invited to their offices for 3 weeks in
early May.
Marketing & IT Review
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People Management Job Descriptions:
All roles have clear job descriptions in place.
All roles are graded and have associated functional and technical competencies.
These competencies form part of the Star Review annual appraisal process.
The rating of the annual review drives employee pay rises.
Service Desk Analyst Job Description
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Training & Development:
Team member training needs are identified via 121s, on the job observations and call quality
monitoring. These training needs are captured as L&D objectives in our bi-annual Star Review
process; this forms part of our on the job development plans.
HEINEKEN offer a range of development workshops; our team attended a number of sessions
which we captured in our training tracker- with over 300 learning activities recorded in 2011.
In 2011, Heineken launched its e-learning site; our team have completed the Brands Led Business
activity and gained a certificate.
All new staff are given a tailored on the job induction plan
All new permanent staff are invited to a 2 day ‘Open Your World’ Corporate Induction Event to
learn about the company.
A Career Development and Succession Planning process is in place in conjunction with HR.
All permanent members of the Service Desk team attended the SDI Service Desk Analyst Training,
which they thoroughly enjoyed. We followed the course up with mini in house sessions linking into
our CSI plan.
We are extremely proud of our IT Climate Survey Results for
2011! They showed substantial increases year on year across
a range of indicators. “Personal Development” delivered an
85% positive response (+15%) and “My Manager” ranked in
at 89% (+17%). Here is a taster of some of our results below!!
95% of colleagues gave a positive response to “My Line
Manager is accessible when I need him or her” (+5% on
2010).
90% of colleagues said “My Manager provides clear and
regular feedback on my performance” (+29%).
90% of colleagues said “I feel free to give feedback to my
Manager (+12%)
85% of colleagues said “My Line Manager coaches or
counsels me in my career development” (+24%)
94% “I feel part of the team” (+16%)
95% of colleagues said “There is good cooperation and
team work within my team (+16%)
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Career Planning
Employee Feedback:
All of our team get regular feedback from their Manager via weekly discussions, monthly 121s and our Star
Review Process.
Service Desk Analyst’s calls are quality monitored regularly each month; this generates a score which feeds
into the monthly 121. All feedback is delivered in a coaching session with the Manager.
In the Level 1 Support Team, our leaders live the HEINEKEN values and we have developed a happy and
positive team culture which promotes two way feedback and innovation.
Our team are empowered to suggest new ways of working, suggest process enhancements and Knowledge
Base documentation. In our Climate Survey, 87% of colleagues responded positively to “I am encouraged to
be innovative in my job (i.e., come up with new or better ways of doing things” (+10% from 2011).
Call Monitoring
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At HEINEKEN and on our Service Desk, our people definitely come first!
We all live the Heineken values of Passion for Quality, Respect and Enjoyment of Life!
We have a great rapport both in and out of work; meet some of my team and our colleagues below!
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; Formal reward and recognition
Our Climate Survey results are collated and reviewed against historical data.
A department focus group was set-up in early 2011, with representation from the Service
Desk team.
In our 2011 Climate Survey, 96% of staff said “I feel proud to work for HEINEKEN’ (+22%) &
96% of staff said “I would recommend HEINEKEN in the UK a friend (+19%) and 93% of
staff said “I have a clear understanding of how my job performance is measured” (+26%).
At HEINEKEN we truly value and recognise our staff in a number of different ways:
Colleagues can achieve an annual pay rise; this is linked into their on the job performance.
Colleagues receive an annual bonus subject to company results.
Colleagues benefit from a monthly beer voucher to spend at the company shop.
Colleagues share a drink at the company Bar on Friday nights.
Colleagues benefit from twice annual departmental fully funded parties.
We regularly say ‘Thank You’ for a job well done!
Thanks are passed on via the Cascade and the IT Snippets intranet!
We also reward our staff with project opportunities
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Partnerships & Resources
Service Desk - Financial Resources:
Across 2011, the L1 Support Team have been working hard to understand, control and measure
our performance against budget; so we can clearly demonstrate the value for money service that
we provide. The Level 1 Support Manager has accountability for the annual budget for training,
recruitment and service initiatives.
As a team we are also very focused on one of HEINEKEN in the UK’s ‘Must Win Battles’ which is
‘Hunt for Cash’. This means that we think about every penny we spend on anything from travel
and accommodation to educating our users about ‘Taking care of their equipment’
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Our People- Physical Environment & Ergonomics:
Our Service Desk layout supports our
people.
Open plan office providing a nice working
environment with personal desk.
Access to Team Leaders and robust IN &
OOH escalation process.
Plasma TVs, wallboards and Proximity to 2nd
and 3rd line teams.
Subsidised Canteen and Costa Coffee.
Friday Night staff bar & table football,
comfortable breakout areas- our site and
facilities have the WOW factor.
A real team spirit across the Service Delivery
and the wider Business Systems
Department!
Reward partnerships through HR ‘My
Heineken’ portal.
Heiport – Our company intranet keeps up to
date with latest company news; all UK and
International vacancies advertised including
secondments.
Refresh magazine- Service Desk can share
their initiatives company wide.
Lots of amenities available from showers,
car spaces to bike racks and beer vouchers!
Access to HR advice, Occupational Health
and Health and Wellness checks.
Strong relationship with our current
recruitment provider – Alexander Mann
Solutions.
Onsite dry cleaning, car valet, weekly
massage clinic, jewellery and gift stands.
StarPort development tool and workshops!
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UK Service Delivery
Our Recruitment Partner
Our 2L Colleagues – supporting our Knowledge Transfer and development
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Tools & Infrastructure:
3rd party g. enhanced solar winds network monitoring
Service Desk Tools for the Job:
We have a CA Technologies Ticketing tool called Service Plus:
It provides us with the opportunity to export reports.
An Integrated Knowledge Base.
Integrated Change Calendar – view by period, priority, risk and status.
Integrated Configuration Management Base & Asset Management.
IT self service portal for our customers.
PC Anywhere Remote Access provides the opportunity for quick real time resolution.
Hi-Path Telephone System and 100% call recording.
IVR technology allows us to make emergency changes and refresh our message options.
Two mounted wallboards showing key statistics e.g. queue & available etc.
A testing environment for our analysts to ensure they have access to user systems to support
troubleshooting.
Our Build room offers the opportunity to build multiple laptops at one time.
Our 2nd Line teams are one of our biggest resources. The Service Desk supports the SAP team
overnight by monitoring batch performance.
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ploy
ed on a 27 inch screen in the Service Desk area where Analysts can review UK map and spot any
site issues
Service Availability graph
Security via IT usage, SSL VPN,
Infrastructure & Security:
At HEINEKEN in the UK we have a managed WAN with resilient failover via dual links. The
Service Desk receive automated alerts and have a 24/7 network monitoring.
Our LAN is also managed via a third party supplier; again the team receive automated alerts
Our 2nd Line Infrastructure team look after the Heineken Network and support and play a key
role in transferring knowledge into the Service Desk especially our night shift team. This
enables us to monitor our enhanced Solar Winds - 27 inch screen with a UK map showing site
performance.
We have a strict IT usage policy in place that is cascaded to each new employee at induction.
We have Altiris software in place to deploy large scale applications and upgrades.
Further security is delivered via IT Web Security and monitoring and Symantec anti-virus and
Firewalls.
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Business Systems have a large number of Vendors, partners and
third party suppliers; these are all managed via our Vendor
Manager, Stuart Russell. He conducts formal monthly reviews,
manages all elements of Vendor performance and implements
Service Improvement Plans as required. The Level 1 Support
Manager attends key Vendor Reviews.
Stuart Russell - Vendor Manager
Engagement Resources:
24/7/365 Service Desk & IT Self Service Portal.
Company Intranet.
Global & UK Site Wireless and Guest wireless
access.
UK Help Booths.
UK IT StarBar.
Desktop Help Icon with offline help documents.
Home Broadband.
3G, iPass and SSL VPN.
Password Reset Manager Tool.
User Software portal.
Home based laptop swap out for field based users.
Welcome to your kit sessions’
Feedback via portal desk or satisfaction survey.
BRAND NEW – iGuide Leaflets and corresponding
videos are currently in production – designed by
Level 1 team!
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Processes
Behind every great service are robust processes. All our processes are designed
with our colleagues and customers in mind. We ensure they are available on our
Knowledge base but also at hand in desktop flipcharts. All changes to processes
are fully briefed out to our Analysts in a timely fashion and new processes are
always briefed before implementation. The Service Desk plays a pivotal role in our
department processes and meetings to ensure that we are delivering the best
possible service to our colleagues and customers. We have a great working
relationship with our ITIL Service Team within Service Delivery and continue to
support them in CSI activities and also general day to day Incident and Change
Management.
Incident Management – Weekly reports are sent to the Service
Desk Management team to ensure we are aware of any
changes to backlog, current request and incident levels. It also
gives a breakdown of the current problems and any updates.
We track and trend our incident via a dashboard process as
above.
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Change Management:
Service Desk Management attend a
weekly CAB and also sign off on any
RFCs put in place even if they are only
for information ensuring that we have a
full 360° view of changes. For weekend
changes a weekly meeting is held with
the Change Management team on a
Friday to ensure that our weekend shift
colleagues have a full view of the
schedule for the weekend and any
support tasks required from the Service
Desk.
Problem Management – The ITIL team, Service Desk and Second Line discuss
problems every two weeks in a Service Line Review meeting. This allows us to
ensure that problems are updated and that the Service Desk is fully aware of any
changes to the status of problems and also any potential workarounds that are
available. We also have a robust process for ensuring we learn from any problems,
high priority incidents and also Major Incidents with the RCA (Root Cause Analysis)
process.
Andrew Binian, ITIL Manager
and the ITIL team
Access Management:
The Service Desk champions the SML (Starters Movers Leavers) process. Every
Starter, Mover or Leaver will have Service Desk tasks to complete. Whether it is
additional access, creating of access or even moving account into a dead users group
we ensure that they are all dealt within a business agreed SLA. The L1 Support Team
also are heavily involved in the SML process as they need to ensure that equipment
requests are dealt with once the access has been created. The access requests are
then supplied back to the Manager in an email giving full access instructions.
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Asset and Configuration Management:
The Service Desk and the L1 Support team
work hard to ensure that our Asset
Management database is up to date. We
ensure that with every new item of kit issued
or replaced that it is updated in Service Plus.
Each item of kit is assigned to a colleague
along with model, serial, asset tag and
warranty information. When an item of Kit is
issued to a colleague it has an asset tag
attached which has contact details for our
Service Desk. This potentially allows for the
asset to be recovered should they be lost or
stolen. We have regular ‘Environment days’
to check our CMDB environment.
Major Incident Process and Disaster Recovery:
The IT Major Incident Process has been in place for a number of years and is rehearsed
twice a year. The Level 1 Manager and also a Service Desk Team Leader are part of the
process and also make up the Major Incident Team. In the event of a Major Incident we
have a crash bag. The crash bag is a briefcase which has laptops, Major Incident
manuals, laptop chargers, network cables and an eight way hub should we need to re-
locate to our Disaster Recovery site. Even when the fire alarm rings the Service Desk
Team Leaders ensure a quick process is activated so callers are aware we have
evacuated the office and ensure we have the crash bag with us!
One of Our Asset Tags in place on an issued
Laptop
Sungard – our DR Site
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People Satisfaction People Feedback:
At HEINEKEN we run an annual climate survey to understand how our staff feel about their
job roles their manager, the company and a range of other indicators. Each year we collate
these results and identify improvements delivered and also gap areas. In each department
in conjunction with HR a climate survey focus group is established and using the results we
empower a team of IT representatives to collate team ideas, contribute to the focus group
and ultimately support the delivery of positive changes. We are very proud of our 2011
climate survey results as they show increases across almost every area.
Dimensions Overview
All the 2011 results show large increases from 2010; the management team +21% the
Customer Orientation +20% the My Manager is up 17% and the job is up 16%. These
really are results to be proud of and to continue to work on!
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Direction and Alignment
My Manager
My Job
We also take staff feedback at monthly 121s ad hoc at the Service Desk via
Feedback boxes and in huddles and team meetings. We have created a
culture where all ideas and feedback are welcome as evidenced in our climate
survey responses!
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Below is just a small selection of the positive outputs from the climate survey working party:
What we wanted….
1. ‘To improve the quality timeliness
and relevance of communication’
2. ‘To further embed “One Department”
which communicates and shares best
practice and feedback’
3. ‘To improve manager capability. In
coaching, feedback and career
guidance’
4. ‘To introduce genuine recognition on
a departmental basis’ & ‘To review
and standardise the process for out
of hours working’
5. ‘To have clearly defined and
documented processes which are
consistently applied and used by all’
What Happened?
1. ‘SnipITs’ Business Systems intranet launched in November2011.
BS communication guidelines and etiquette. BS communication
plan.
2. ITIL essentials workshops. ‘Brands Led’ business team activities.
Paint London Green Event. “One Team” social events – BS
Summer BBQ.
3. Star Review launched with training for all line managers in
2011. Focus on setting ‘SMART’ objectives. StarPort’s
Development Guide has 47 development activities under the
Communicating & Influencing competency and 42 under
Improving & Learning
4. New OOH policy trialled during festive period 2010 &2011.
Regular recognition communicated in ‘BSezine’.
5. Business Analysis framework phased rollout launched in
February. Roadmap definition delivered through road shows in
March. BS Project Framework revised, refined and re-launched
in October.
2010 Business Systems Climate Survey Focus Group
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Staff Attrition:
On the Service Desk we believe it is about selecting the right people from the
outset; whether permanent or contractors we complete a robust assessment
process.
Once our staff start in their roles we give them the tools knowledge and support to
do their jobs via our internal induction plans. All staff are assigned a buddy to help
them though the initial induction.
Therefore it is important to us on the Service Desk to treat our staff with respect
and make sure they enjoy their role.
Luckily for us in Heineken over the entire year of 2011 we had only 1 permanent
leaver; and now he is back contracting for us! That delivers us a 0.2 % attrition rate-
see Graeme’s story below – his own words!
I left Heineken because I have always had a love for travel and wanted to have one last turn at hitting the trail and so, headed to Australia. I was sorry to leave as my time spent here working for such a prestigious company and an excellent team was really great. Once I had left I realised that I missed my life and work back home and so, 4 months later, I decided to come back to Scotland with hopes of returning to my old job. I got in touch with Emma and the team while in Australia and they welcomed me back with open arms. They had a job in place for me before I'd even entered the country which was a fantastic feeling. Now that I'm back I feel like I've never been away as I return to good fun and good work and hope to be here for some time to come. I can't speak highly enough of my managers as they have been great throughout the whole process. They encouraged me when I decided to leave and supported me when I came back. There's no place like home. Glad to be back- Graeme!
Glad to have you back to Graeme! Emma Dickson Service Desk Manager. Graeme Finch
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Service Desk Employee Unplanned Absence days:
HEINKEN in the UK is committed to providing a healthy working environment for all colleagues. Our aim is to do this by implementing modern workplace wellbeing approaches, developing appropriate wellbeing policies and by providing excellent employee support services.
On the Service Desk we track our unplanned absence
on our online Absence Tracker. This allows us to
review each team member over the year to identify
any trends or patterns.
All staff who call in sick must report to a Team Leader
or leave their details for a call back; one hour prior to
shift start. This allows us to plan for contingency.
All Team Leaders have been on HR training and
understand how to manage attendance and have full
HRBP support. We have an excellent Occupational
Health Nurse where required.
The HEINEKEN absence policy has rolling trigger points
and erratic absence that exceeds our thresholds is
managed in conjunction with HR.
Our stats below show that we have a 99% attendance
rate at HEINEKEN in the UK.
Ultimately we care about our staff a lot and we make
reasonable adjustments if applicable to support our
people.
2011 Total Work days 2011 Total Days of Unplanned Absence
2011 % Attendance
Core Team 1610
27 days 98.3%
Shift Team 1779
18 days 99%
Total Team 3389
42 days 99%
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On an annual basis we collect year on year customer satisfaction that is aligned to our
organisation objectives and our customer expectations. We review these scores to regularly
assess the level of overall customer satisfaction comparing year on year trends and
identifying opportunities to improve, enhance or extend our services.
We were thrilled with our 2011 Operational customer survey responses; please see a
snapshot below! Our overall satisfaction was rated as 4.4/5 and we received a 15% response
rate. Our annual results show a year on year increase across all indicators from 2010 to
2011.
Customer Satisfaction
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Each of our customers who requested a call to discuss their feedback was contacted
by Ross Laird, our Service Account Manager. He thanked them from their feedback
and completed a form for each one detailing any required actions to be taken. We
want our users to know that we value and use their feedback to effect process change
and increase our operational efficiency and business alignment.
We also publish our survey results on Heiport our company wide each year too and so
we ensure our users know what our overall results are; as part of promoting our
service but also importantly that we value and appreciate the time they have taken to
provide this feedback to us!
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73
32
1
0
0
0 10 20 30 40 50 60 70 80
Excellent
Good
Adequate
Poor
Unacceptable
Overall, how do you rate the quality of the service we provide?
Response Count
A sample of survey feedback
The speed in which you were met by one of the StarBar
team – 4.7/5
The StarBar Analayts manner – 4.8/5
The StarBar Analysts understanding of your issue – 4.7/5
Overall Satisfaction rating = 4.7/5
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User Training & Educations:
In 2011, we have delivered some key user training and education initiatives:
Business Systems Corporate Induction Material developed and implemented.
‘Welcome to your equipment service’ & ‘Welcome to IT e-mail’
Microsoft Training pilot sessions
Six iGuide pamphlets developed on topics such as ‘Getting Connected’ and ‘Lotus Notes Help’ and
‘Blackberry Apps’. 6 iGuide Videos are underway.
Training sessions at IT Help Booths across 2012 – reaching an audience of 500+ users and generating a
satisfaction score of 4.4/5
IT Help Booth at Sales Conferences to provide assistance and training; in Jan 2012 we reached 100
staff and delivered a satisfaction score of 4.8/5!
The Service Desk Manager conducts a level of business engagement and involves the L1 team
appropriately e.g. attending pre Christmas planning department meetings; liaising with Sales on a
monthly basis and interfacing with HR on corporate induction and firming up the commuter process
from an IT perspective.
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Complaint and Compliment Handling: Out Service Plus Ticketing Tool has an inbuilt facility to select
‘complaint’ or ‘compliment’. We have also aligned our HEINEKEN Complaint Management process
to the SDI process- why re create the wheel? Please see our complaint form below:
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Service Account Manager - Ross Laird
Responsible for Service Management within HEINEKEN in the UK, he manages all service led aspects of the IT service provision life cycle.
His role is aligned to UK Business Systems Operations and he report directly into the L1 Service Desk Manager.
He visits all of our HEINEKEN in the UK customer sites on a monthly basis as part of my monthly formal service review engagement.
At each customer review he collates satisfaction ratings so we can build a picture of our service at site level from key stakeholders.
See pictures of Ross at our new site in London where we were awarded a 5/5 for our first formal IT Service Review!!
"Emma, It was a really useful service review meeting and a very good forum to discuss any issues. Thanks to both Ross and yourself for making the effort to come down and meet with us. Colin has been a great physical 'IT presence' in London and he has made a real difference to our commercial teams which has really enhanced their appreciation for IT as a support function in my opinion; he has been a suburb positive example of great service!” Phil Collard, UK Facilities Manager.
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Customer Focused Support:
As part of our Service Delivery Team we have an
EDI Manager, Frank McNeil. He oversees day to
day operational support and E-commerce
development. Electronic Data Interchange (EDI)
is available 24/7, it replaces a paper based
purchase order system, reducing the chance of
human error, streamlining our processes,
improving quality and reducing costs. We
currently have approx 104 EDI vendor codes, 73
partners and approx. 15000 files per month.
We are proud to have this way in which to do
business! The Service Desk manage any EDI
Support queries via our Service Plus Ticketing
tool and they work closely with Frank on
specific processes e.g. our Tesco Advanced
Shipping Notification Process. The Service Desk
plays an integral role to support the EDI service
and thus delivery key business benefits!
Frank McNeil, EDI Service
Delivery Manager
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Performance Results PERFORMANCE RESULTS:
Everything we do we have our Customers,
Colleagues and our Business in mind.
Whether it is configuring a Blackberry device
for a new Sales starter or re-imaging a laptop
for the Managing Director. HEINEKEN have
well publicised Business Competencies and
Must Win Battles using these we ensure that
our Performance measurements and KPI’s
align to these core principles.
Our KPI and Performance Measures are:
Clearly Defined metrics
Targets are relevant and directly aligned to
business objectives and industry best
practice
Efficiently gathered, automated where
possible
Presented in user-friendly, easy to
understand way
Drive specific decisions
Improve business outcomes.
Enable behavioural and cultural change
Embed concept of continuous improvement
HEINKEN LEVEL 1 MEASURES:
Montly Measurement of Customer Touchpoints –
Inbound Calls, Outbound Calls, Self Service,
Helpbooths and Visits to the StarBar
SDA Tickets vs Calls – Ensuring that for every inbound
call we receive we log a ticket in Service Plus. Providing
us full IT customer experience history per user For
2011 we logged 100% of all our calls recieved.
Daily Level 1 Perfomance Reports – Inbound calls,
Outbound Calls, Abandonded Calls, Abandon Rate
using 15seconds as our buffer, Maximum Wait Time,
Customer Chase Up’s, Percentage of Calls Answered
within 15seconds and Daily Log of Major Incidents or
P1/P2 Calls .
Monthly Personal Scorecards – Personal SDA
Scorecards showing performance against objectives
and targets based on our StarReview objectives
First Time Fix (FTF Rate) at Level 1- Calls being
resolved by different L1 Resolver Groups alongside
the Service Desk – an average 77% of our Requests
and Incidents were resolved at 1L over 2011.
First Time Fix (FTF Rate) for Individual Analysts
First Call Resolution (FCR) – Resolution of Requests
and Incidents at Level 1
Percentage of Calls resolved within Business agreed
SLA’s
Backlog Management and Reporting – Weekly SIP
Reports and Incident Management Overviews
Monthly Service Account Management – Monthly
reporting showing RAG status for each of our Sites,
Number of Customer Complaints and New and
Ongoing Project updates
Three Year Rolling Call Handling Trends – Analysing
current call volumes against previous levels and help
provide guidance with resource management
.
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Measurement of Customer Touchpoints
Abandoned Calls
Average Talk Time
Right First Time
Level 1
FTF Rate
FCR
Meeting Business Demands
Percentage of Calls resolved within Business
agreed SLA’s
Backlog Management and Reporting
Major Initiatives
As a Team the L1 Support Manager and L1 Team Leaders work closely with the ITIL Service Team
who help us monitor daily throughput but also support with Incident, Change and Problem
Management.
One Major initiative that was completed in 2011 along with the ITIL team was the re-alignment
of our requests and incidents. We completed workshops to ensure that we correctly categorise
break-fixes and service requests under the correct banner. The benefits achieved were the
ability to determine what our true customer IT experience was. From these we worked out that
Mean Time between Incidents (MTBI) for our HEINEKEN users is currently 40 days. With this in
mind we also began a campaign to promote the Self Service Portal. It a saw a change of culture
from calling the Service Desk towards using our portal. In 2011 we increased the level
percentage of Self Service Calls vs Inbound calls from 6% to 25%, allowing us to ensure that we
focus fully on high priority and greater business impact inbound calls to the Service Desk.
We re-launched our Call Quality and Coaching in 2011 using Passion for Brands under a new
name called ‘It’s your Good Call’. The new process is customer focused ensuring that we meet
all our objectives both at a personal level for our SDA’s but also as part of Business Systems. We
introduced a new scoring system which mirrors our current Star Review scoring system. This
allows us to recognise our SDA’s efforts in a greater way rather than a simple yes/no scoring
system.
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0
1
2
3
4
5
6
Jan % Feb % Mar % Apr % May % Jun % Jul % Aug % Sep % Oct % Nov % Dec %
Abandon Rate 2010 - 2012
2010 Abandon Rate ( Raw )
2010 Abandon Rate ( Normalised )
2011 Abandon Rate (Raw)
2011 Abandon Rate (Normalised)
2012 Abandon Rate (Raw)
2012 Abandon Rate (Normalised)
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Social and Corporate
Responsibility
Community Integration Through our strategic initiative 'HEINEKEN
Cares', we focus on the empowerment of our
people and the communities in which we
operate.
Our business is one that has long been at
the heart of communities, both through
brewing and cider making as well as our
links to the pub trade, and HEINEKEN in the
UK has a strong history of contributing to
these communities.
HEINEKEN in the UK is the first ever alcohol
company to achieve the CommunityMark.
As well as opportunities to encourage
alcohol responsibility, we focus on building
long term relationships especially with
communities where we have major
HEINEKEN sites.
During 2011 we have had two people join the
desk on Work Experience. We are firm believers
of enabling people to get their first steps onto
the IT ladder. Both really enjoyed their time
with HEINEKEN and we gave feedback on their
work experience to the schools.
“I decided last year
that I wanted to do
some charity or
voluntary work.
After looking at
various options, I
chose to start a
voluntary position
with Barnardo's of
Scotland.
I spend a few hours a week with a primary aged child, doing activities with them or taking them to the cinema/bowling alley etc.”
Paul Hunter one of
our Service Desk
Analysts is a volunteer
for Barnardo’s
providing help to
Children.
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Charitable Activities
Environmental Protection
Service Desk Analyst Helen Robertson,
has been involved with the Beavers for
quite some time!
“I run the 12th Midlothian Beavers, and have done for 13 years. This is part of the scout movement for boys aged 6-8years. We meet each week, for fun activities, easily recognised by their distinctive turquoise sweatshirts, Beaver Scouts enjoy making friends, playing games, going on visits and helping others.”
RECYLCING OF KIT We use BTR as our appointed UK Recycling agents and have been doing business with them for over 5 years now and have established a close working relationship. Over the years, through our various restructures, BTR have assisted us with site closures and openings and general offices moves ensuring that any IT kit movements have happened with minimal disruption to our business. Over 98% of the material that they handle is NOT consigned to landfill - a figure that significantly exceeds all targets currently promoted within the EU. They understand our needs and offer a tailored service that is both flexible and responsive which can cater for our ever changing industry. Any data contained on the hard drives is physically removed and then wiped using the latest "Blancco" software erasure programme - Blancco is acknowledged as the most effective product of its type and is the only product authorised by the Government for data erasure upto "Enhanced" and "Baseline" standards. A typical collection of old IT related kit: • Desktops 30 • Laptops 68 • TFT/CRT monitors 35 • Printers 7 • Peripherals 127 • Telecoms 15 • AV equipment 2 All equipment collected totalled 5 pallets and weighed in at just over a metric ton.
HEINEKEN support many many
charities around the world. HEINEKEN
pledge to double moneys rose for
charities by employees. In the UK one
that gets alot of attention is
Movember. Last November a group or
colleagues from Business Systems and
the Service Desk joined Movember
and proudly sported a moustache for
the fund raising! Overall they raised
£552! See the photo below!
On the 17th September,
members of the Service Desk
joined with HEINKEN
Business Proficiency Team to
take part in the Marine
Conservation Society's
Beachwatch weekend.
“We're keen environmentalists and wanted to become
involved. We've already been involved in setting up
projects in the office, including providing mugs for
staff to save on plastic cups and removing bins to
encourage recycling.” Michael Finnan, L1 Team
Leader
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Brewing a Better Future
Energy and Waste
HEINEKEN UK energy use is lower than the global HEINEKEN average.
We need energy to brew and package our brands and to heat, cool and light our offices. Saving energy reduces our costs and increases our profitability.
We recycle more than 95% of our waste.
The predominant waste produced by our manufacturing sites is organic material removed from beer during maturation and recovered as a fertiliser. The remaining waste, mostly packaging, is largely recycled.
Water
Our Manchester brewery is one of the most water efficient HEINEKEN breweries globally.
We need water to brew beer, make cider and package our products, therefore both water availability and quality are priorities.
We release water once it has been used in the brewing process with our sites producing large volumes of effluent. This requires treatment to minimise any possible environmental impact. Our Tadcaster and Manchester breweries have on-site effluent treatment plants, helping us increase business efficiency and reduce costs. Managing, treating and reducing water consumption is a high priority.
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We hope you have enjoyed reading our submission as much as we enjoyed creating it.
We hope this has given you an insight into our IT Service and Support at
HEINEKEN in the UK.
Thank You!
HEINEKEN UK LEVEL 1 SUPPORT TEAM