At some point IT will be asked to make a business case for some expense related to the Help Desk. It could be to justify hiring new staff, laptop upgrades, training, or to avoid the axe in a time of tightening budgets. When that time comes, for whatever reason, you’ll want to be able to show the return on investment (ROI) of the Help Desk expenses.
At first, this seems like it should be easy enough to show – simply calculate the cost of the Help Desk, create some metrics to calculate the value of what the Help Desk provides to its customers (customers, not users), and then demonstrate that the second value is greater than the first.
In practice, this is often extraordinarily difficult for two reasons. The first is that it’s actually hard to get people to agree on the value of the Help Desk metrics that are easy to measure. Some examples:
Number of tickets/cases handled: Some will argue that a high number proves the value of Help Desk, while others maintain that it shows the environment is too fault-prone or difficult to use.
The cost of the customer-hours of productivity that Help Desk saves: It’s difficult to get people to agree on the monetary value of a customer-hour or on how much time a particular Help Desk action saved.
Average time to ticket/problem resolution: A low number here is an obvious sign of a good Help Desk, but does a closed ticket mean the problem is actually resolved?
The second reason is that the things you actually want to measure turn out to be really difficult to put a number to. What you really want to know is:
Are our customers happy with the service they’ve received?
Are our customers more productive because of us? If yes, how much more productive?
Was the issue actually resolved satisfactorily, or did the customer simply work around it?
What metrics are you tracking for your Help Desk? What do you wish you could track?
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