SDI Service Desk Standard v6 1

The Service Desk
Standard
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The formal Service Desk Standard

In today’s business, the need to demonstrate the ability to provide
services that meet customer requirements is evident. The SDI standard
represents an industry consensus on quality standards for service
desk management processes and a commitment to continual service
improvement.
The full standard covers nine concepts and these can be found on the pages
that follow. This standard is the definitive reference guide for any service
desk looking at how and where to improve service levels.
The Service Desk Standard (version 6.1)
Concept 1 - Leadership
How all levels of management and other staff in team leadership roles
define success, and inspire and drive continual improvement.
1.01 Alignment with core business

Service desk management ensure that service desk staff understand
the relationship between support services and the core business of the
supported organization.
Maturity Level Maturity Level Description
1 Reactive Service desk management can describe at least
three of the most important factors for the success
of their customers’ businesses and it cascades this
understanding to service desk staff.
2 Proactive The service desk team understand the specific
business impact of technology or service failures
from an end-user perspective.
3 Customer-led Services offered by the service desk are
demonstrably designed to support the success of
its customers.
4 Business-led Service desk management act as a trusted business
partner and enabler through established links with
the business in order to understand its evolving
requirements and to support business growth,
productivity and flexibility.
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1.02 Interaction with IT

Service desk management promote a broad level of understanding of the
role of IT service management across the IT organization.
1 Reactive Service desk management display a clear
understanding of how the service desk interacts
with other IT processes and IT departments.
2 Proactive The service desk team proactively engages and
communicates with the entire IT organization.
3 Customer-led The service desk team understands its relationship
with the entire IT organization. It collaborates with
the other IT teams and understands their needs.
4 Business-led The service desk performs an integral role in the IT
decision making process.
1.03 Resource optimisation

There is an established and regularly maintained process for effectively
optimising support resources.
1 Reactive A procedure is in place to determine the resources
needed to provide the required level of service.
2 Proactive A documented support resourcing model is used
to determine the resources needed to meet the
required levels of service and operating goals.
3 Customer-led Service level agreements are in place that assist
in determining the appropriate level of resource
required.
4 Business-led Resources are planned for and adjusted to reflect
business demand in order to meet service level
commitments.
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1.04 Promoting teamwork

All levels of IT management actively promote and participate in team
building activities and advocate teamwork throughout the IT support
operation.
1 Reactive There are obvious procedures and training
objectives designed to encourage teamwork within
the service desk.
2 Proactive There are organized and regularly scheduled team
interaction activities to promote and encourage
teamwork throughout all areas of the IT support
operation.
3 Customer-led There are documented procedures for recognizing
the success of team- based efforts throughout the
IT organization and for measuring the success of
those efforts against objectives.
4 Business-led The results of team-based efforts are successfully
fed into documented continual service
improvement initiatives.
1.05 Promoting the service desk

All levels of IT management effectively raise the visibility of the service desk
throughout the organization and they promote it as a valued business
partner.
1 Reactive All levels of IT management recognize and
articulate the value of the service desk function to
the entire organization.
2 Proactive All levels of IT management promote the service
desk and its function by encouraging appropriate
use across support groups and by personal
example.
3 Customer-led The service desk proactively involves itself with
other departments in the organization in order to
promote its role and value.
4 Business-led The service desk is able to influence and participate
in activities intended to improve the overall
business performance of the organization.
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1.06 Information distribution

Service desk management actively facilitate and promote the distribution of
support-related information and performance data.
1 Reactive Service desk performance is measured against
goals, service level agreements or relevant targets
at least monthly.
2 Proactive Performance results reports are readily available to
service desk staff and other IT groups.
3 Customer-led Service desk management regularly delivers
information and guidance to provide direction to
the service desk team and others about service
delivery.
4 Business-led End-users have access to timely, meaningful and
relevant service delivery performance information.
1.07 Critical success factors

Service desk management understand and communicate the critical
success factors derived from the goals of the service desk.
1 Reactive Simple and measurable critical success factors are
defined.
2 Proactive Critical success factors are communicated to staff
appropriately.
3 Customer-led Critical success factors are supported by key
performance indicators and they are periodically
reviewed.
4 Business-led When performance is measured against the critical
success factors improvement is evident.
1.08 Inspiring and driving continual service improvement

Service desk management visibly inspire their team(s) to put forward ideas
that lead to service improvements.
1 Reactive Service desk management is visible to, and
regularly engage with, the service desk team.
2 Proactive IT leadership is demonstrably committed to
continual service improvement.
3 Customer-led There are planned and regularly scheduled
opportunities for the service desk team to
interact with the management team on service
4 Business-led The service desk team initiates, drives and delivers
continual service improvement activities.
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Concept 2 - Policy & Strategy

Service desk management incorporates the organisation’s values
and quality concepts into the definition, communication, review, and
improvement of service desk policies and strategies.
2.01 Vision and mission

The service desk has a vision statement and a mission statement that
reflect both the service desk’s role in, and contribution to, the organization’s
success.
1 Reactive The service desk understands the organization’s
vision and mission statements.
2 Proactive The service desk team is involved in documenting a
memorable mission statement that is embedded in
its culture.
3 Customer-led There is a procedure to review, revise and promote
the service desk’s vision and mission statements on
a periodic basis.
4 Business-led The service desk’s vision and mission statements
are aligned with the business’s vision and mission
statements and their messages are marketed
across the organization and to support partners.
2.02 Goals and objectives

The service desk has specific and measurable operational level goals and
objectives that reflect its mission statement.
1 Reactive The service desk has established objectives that
relate to its mission statement.
2 Proactive Documented, quantitative performance goals have
been established for most objectives.
3 Customer-led Service desk goals and objectives are consistent
with and supported by the goals and objectives
contained in service level agreements. They are
reviewed regularly and adjusted as required.
4 Business-led Strategic goals are aligned to and support the
organization’s vision and mission. Performance
results related to these goals are communicated to
service desk staff and all relevant stakeholders.
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2.03 Business and operations plans

There are business and operations plans in place that establish strategies
and tactics to achieve the service desk’s goals and to meet its defined
objectives.
1 Reactive There is some evidence of documented business
plans.
2 Proactive Service desk business plans exist that include
all basic elements. These include its mission,
key objectives, services provided, infrastructure
requirements, financial information and plans,
strategies, and action plans to achieve the service
desk’s goals and to meet its defined objectives.
3 Customer-led A coordinated and documented service desk
operations plan is in place to support the
implementation of the business plan. It includes
plans for staffing, training, special projects, and
technology implementation.
4 Business-led Strategic plans exist that specify how service
desk operations support and integrate with the
strategic plans of the organization, and there is a
defined process to ensure that the service desk’s
business plans are updated regularly to support
the changing requirements of the organization and
it is consistently followed.
2.04 Stakeholder input

The service desk’s mission, objectives and plans incorporate stakeholder
input in a practical, meaningful and balanced manner.
1 Reactive Service desk management and staff are able to
define and readily identify stakeholders and their
relative importance.
2 Proactive The service desk has a documented procedure to
pro-actively solicit stakeholder input to its goals
and plans.
3 Customer-led Stakeholders are invited to participate in
developing the action plan that results from their
input.
4 Business-led There is a procedure to provide feedback to
stakeholders on how their input was evaluated and
used.
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2.05 Diversity and inclusion

Service desk management and staff are respectful of differences, treat
colleagues, end-users and suppliers with dignity and respect, and value and
leverage each person.
1 Reactive The service desk embraces the organization’s
diversity and inclusion practices.
2 Proactive Diversity and inclusion form part of the service
desk’s strategic plan.
3 Customer-led Service desk staff are trained in diversity and
inclusion practices.
4 Business-led Diversity and inclusion are integral to the service
desk’s activities and are embedded in its culture.
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Concept 3 - People & Management

Realising the full potential of human resources.
3.01 Job descriptions

There are job descriptions for all positions within the service desk that
accurately describe the skills and competency requirements and the roles
and responsibilities.
1 Reactive Job descriptions exist that accurately describe the
skills and competency requirements and the roles
and responsibilities for all service desk positions.
2 Proactive The roles and responsibilities established in the job
descriptions are documented and reviewed on a
regular basis and they accurately reflect those of
the described positions.
3 Customer-led Job descriptions are specifically referred to during
performance appraisal meetings and 1-to-1s and
they are reviewed and revised as necessary.
4 Business-led Job descriptions are supported by detailed skills
and competency matrices that relate to each role in
order to indicate an individual’s level of expertise in
each core area.
3.02 Training plans

There are plans in place to address the need for adequate technical,
business, and customer service skills training of service desk staff to ensure
that they consistently meet service levels.
1 Reactive There is a skills development plan for each position
and member of staff.
2 Proactive A gap analysis exists and there are documented
training plans for each service desk position and
member of staff and they are updated on a regular
basis.
3 Customer-led There is a budget allocated to achieve the
minimum training levels specified in the plan and
time for training is included in the staffing model.
4 Business-led A service desk staffing skills matrix exists and it
is periodically reviewed; changes are made as
necessary to match the competencies of existing
staff to requirements.
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3.03 Career development plans

There are career development plans in place in order to ensure that staff
reach their full potential, to support succession planning, and to increase
job satisfaction.
1 Reactive Career development plans exist for members of
the service desk team.
2 Proactive Career development plans for service desk staff
are documented. They reflect any agreed personal
preferences for career direction and development
and progress is monitored in 1-to-1s.
3 Customer-led Career development plans align training and
qualification/certification goals with higher-level job
descriptions.
4 Business-led Job description reviews, career development
planning, compensation reviews, and performance
appraisal processes are integrated.
3.04 Personal performance appraisals

There are agreed staff performance appraisal objectives in place that align
with the objectives of the service desk, the IT organization, and the entire
organization.
1 Reactive There is a performance appraisal programme in
place.
2 Proactive The programme is documented, key job
performance criteria are linked to service desk
and organizational objectives, and appraisals are
conducted annually.
3 Customer-led Supervisors/managers give regular feedback to
service desk staff between formal performance
appraisal meetings.
4 Business-led The formal appraisal programme is scheduled
bi-annually during which service desk staff input to
and agree objectives and areas for improvement
are identified.
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3.05 People satisfaction

There is a programme in place for managing employee satisfaction. Targets
are set, results are measured and management initiate improvements
based on the results.
1 Reactive A programme exists to determine people
satisfaction levels.
2 Proactive The programme is documented and a measurable
people satisfaction programme is regularly
scheduled and performed.
3 Customer-led The programme includes measurements that are
meaningful to the service desk, and the results of
the measurements are communicated to service
desk staff.
4 Business-led People satisfaction results are measured and
compared to meaningful targets on a regular basis
and service desk management take direct action in
response to the results.
3.06 Compensation programme

There is a formal compensation programme in place that maintains staff
productivity, satisfaction and retention.
1 Reactive Service desk staff compensation is reviewed on an
ad hoc basis.
2 Proactive The formal compensation programme is
documented and compared to similar positions
within the same industry sector and geographic
area.
3 Customer-led The formal compensation programme rewards
service desk staff for achieving personal, team and
organizational objectives.
4 Business-led Service desk staff participate in the development
of the formal reward and recognition programme.
Management regularly review the impact of
the programme and make adjustments and
improvements based on the review results.
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3.07 Informal reward and recognition

An informal reward and recognition programme for service desk staff is in
place in order to increase the incidence of desired behaviours.
1 Reactive Service desk staff are given positive feedback about
all desired behaviours.
2 Proactive There is evidence of a documented informal service
desk reward and recognition programme for
individuals and teams.
3 Customer-led Service desk staff participate in the development
and maintenance of the informal reward and
recognition programme.
4 Business-led Service desk management periodically review the
impact of the informal reward and recognition
programme and make adjustments and
improvements based on the review results.
3.08 Staff attendance

Service desk management monitor and measure absenteeism and instigate
measures to address unacceptable behaviour.
1 Reactive There is a procedure in place for measuring and
monitoring staff absences through sickness.
2 Proactive A trend analysis of sickness records is regularly
performed.
3 Customer-led Back to work interviews are conducted after several
periods of absence within a specified time-frame.
4 Business-led Unacceptable levels of sickness are addressed
through personal improvement plans.
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3.09 Service desk careers

The service desk is positioned as an aspirational career path with a
mechanism in place for others in the organization to move into a service
desk role.
1 Reactive Staff working elsewhere in the organization are
able to move, and have moved, into a service desk
role.
2 Proactive Procedures exist to allow staff working elsewhere
in the organization to consider and initiate a move
into a service desk role.
3 Customer-led A career move into the service desk is published
and actively promoted throughout the
organization.
4 Business-led The movement of staff, in line with the published
career options into the service desk, is operational
and evidence of the derived benefits exists.
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Concept 4 - Partnerships & Resources

Access to the resources and tools necessary to achieve objectives.
4.01 Physical environment and ergonomics

The service desk’s design reflects a safe, appropriate and ergonomically
effective work area.
1 Reactive The service desk’s work area conforms to
standards for general-purpose office space and is
comparable to other administrative/office facilities
within the organization.
2 Proactive The facilities reflect the special requirements of
a typical service desk environment such as: low
traffic and noise levels, headsets, easy access to
facilities and information.
3 Customer-led The service desk has facilities available for both
public and private interactions between staff and
management.
4 Business-led Workspaces have a high level of ergonomic design
that demonstrates the service desk’s value to the
organization.
4.02 Infrastructure
There is appropriate functionality, capacity and reliability in the technical
infrastructure for support tools and related services to be effective.
1 Reactive Connectivity links together support analysts, end-
users, key workgroups and suppliers.
2 Proactive The service desk, or its support partners, capture
and report metrics on the reliability, capacity and
availability of infrastructure components in order
to identify capacity issues.
3 Customer-led The telephony infrastructure, the network and the
servers are reliable and unplanned interruptions
are minimized.
4 Business-led Capacity and availability models and metrics results
are used to plan and implement changes and
improvements to the infrastructure.
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4.03 Distribution of incoming interactions

To ensure that incidents and service requests are delivered to analysts
quickly there is a system in place to distribute incoming interactions via
telephony, or by other methods of communication.
1 Reactive There is a system and/or process for appropriately
distributing incoming interactions to analysts from
all channels of communication (i.e. email, internet,
telephony, instant messaging, live chat, SMS, self-
service, social media).
2 Proactive The distribution system or process provides
routing capabilities and it monitors and reports the
incoming interaction volumes and response times.
3 Customer-led The distribution system alerts the service desk and
end-users when volumes peak and it has advanced
reporting capabilities.
4 Business-led The distribution system is integrated with the
incident tracking or IT service management system.
4.04 Diagnosis and testing environment

The IT support operation has hardware, software and other technology
available that facilitate replication of incidents and/or problems in order to
assist analysts to deliver an efficient resolution.
1 Reactive Service desk analysts have access to up-to-date
documentation for all supported systems, tools,
and products.
2 Proactive Service desk analysts have access to systems and
configurations commonly used by end-users in
order to reproduce incidents/problems.
3 Customer-led Common end-user systems and configurations are
accessible from service desk analysts’ workstations.
4 Business-led There is a facility available for service desk analysts
to replicate incidents generated by less commonly
used systems, devices, configurations or tools.
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4.05 Staffing and scheduling

The types and levels of staffing resources deployed within the service desk
are sufficient to meet the requirements of the services it is contracted to
provide, and the levels of service required.
1 Reactive Staffing levels are based on a formal method or
model that accounts for the volume of service desk
work that includes the number of incidents/service
requests and the work-time involved.
2 Proactive Staffing levels are based on a formal documented
method or model that takes into account the
required service levels.
3 Customer-led Staffing levels are set and approved according to
the output of the staffing model and/or planning
tool used.
4 Business-led The staffing model or planning tools used have the
capability to incorporate routine workload peaks
and troughs in order to anticipate future workload.
This information is used for developing long-term
staffing strategies.
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4.06 IT service management system

There is an IT service management system implemented that tracks and
facilitates the handling of all end-user incidents and/or service requests
from any point of contact.
1 Reactive An IT service management system is implemented
in the service desk.
2 Proactive All support groups utilize the same IT service
management system (or automatically share data)
as their primary tool for tracking incidents and
service requests.
3 Customer-led The IT service management system provides end-
users with the ability to log their own incidents
and service requests (interactions), check status
and access other relevant information. The system
also provides end-users with alternative means
of access to the service desk (email, internet,
telephony, instant messaging, live chat, SMS, self-
service, social media).
4 Business-led The IT service management system proactively
notifies end-users of changes in interaction
status and escalates interactions if service level
commitments are approaching a breach situation,
or if they are missed, using an appropriate delivery
channel (email, internet, telephony, email, instant
messaging, live chat, SMS, self-service, social
media).
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4.07 IT service management system - product capability

The functionality of the IT service management system provides
comprehensive and effective interaction logging and tracking facilities along
with incident management reporting and other IT service management
process capabilities.
1 Reactive The service desk has implemented a basic
interaction logging and tracking system.
2 Proactive The service desk has implemented an interaction
management system that provides integrated IT
service management service support processes.
3 Customer-led The IT service management system allows for full
IT service management functionality e.g. multiple
levels of SLAs and service delivery processes.
4 Business-led The IT service management system is configured
to realize the aims and objectives of the business
and demonstrates the value of IT services to the
organization.
4.08 Remote access and control

The service desk has systems and performance tools in place to enhance
its capabilities and to effectively monitor and control resources, to quickly
diagnose issues, to handle incidents and to deliver service from and to
remote locations.
1 Reactive The service desk has implemented a tool to provide
analysts with access to end-users’ devices to aid
diagnosis and resolution.
2 Proactive The remote access system or tool has become an
integral and accepted component of the support
process used by the service desk team.
3 Customer-led Remote access tools are integrated with IT service
management tools where possible in order to
improve productivity and efficiency.
4 Business-led There is a capability to generate incident and
service requests and initiate the appropriate
actions automatically.
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4.09 Knowledge management

There are systems and methods to capture, record and share knowledge
in order to answer common questions, search for known errors and to
improve service to end-users.
1 Reactive A knowledge management system or process is
in place and accessible for analysts to use in the
resolution process and it is moderately accepted by
the service desk team.
2 Proactive The knowledge management system is integrated
into standard workflow processes and its use is
tracked and monitored.
3 Customer-led Service desk staff regularly maintain and contribute
to knowledge content and the knowledge
management system is culturally accepted by all
support levels. There is a procedure in place that
publishes appropriate knowledge to end-users.
4 Business-led Knowledge is viewed as a significant support asset
and its creation is valued. It is used effectively and
published to the wider community.
4.10 Self-service
There is a self-service facility that provides a communication channel to
the organization. It gives end-users access to the information required to
answer common questions and resolve incidents themselves (self-help) and
log incidents or request service without the assistance of a support analyst
(self-logging).
1 Reactive Basic information about IT services is
communicated to the organization.
2 Proactive Procedures exist that allow end-users access to
information to answer basic support questions,
and that provide them with the ability to log their
own incidents and check incident status.
3 Customer-led Self-logging effectiveness and usage is regularly
reviewed, and the self-help content used for
incident resolution is regularly reviewed and
updated as necessary.
4 Business-led Evidence exists that self-service has positively
impacted end-user productivity and satisfaction
and the service desk’s efficiency.
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4.11 Integrated systems

Support systems are integrated in order to provide advantages such
as increased efficiency, accuracy and capability, thereby increasing the
usefulness of support information.
1 Reactive Data is able to be imported from other systems
into the IT service management system (ITSMS).
2 Proactive Communication with support staff and customers
occurs automatically through electronic
communication channels from the ITSMS.
3 Customer-led Integrated tools are accessible to support staff
from within the ITSMS system.
4 Business-led The IT service management system automatically
enables activity in other systems and receives
updates from other systems as activities take place.
4.12 Reporting systems

Reporting and analysis tools are regularly used to monitor and manage the
activity of various service desk operations in order to optimize quality and
performance.
1 Reactive Monitoring, reporting and analysis of critical service
desk activities are performed on a regular basis.
2 Proactive All relevant service desk process results are
regularly reported such as; incident history,
customer satisfaction, and service level agreement
fulfilment.
3 Customer-led The reporting tools show progress in performance
and quality by comparing process results to goals
and highlighting areas where actions to improve
performance and quality are possible.
4 Business-led Content from reporting systems is regularly
analyzed, optimized and presented to key
stakeholders and, as a result, meaningful actions
and improvements are made.
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4.13 Service catalogue management

The service desk delivers the services defined in a service catalogue agreed
with business customers.
1 Reactive A structure of services is defined and documented
for reference purposes.
2 Proactive The services have been discussed and agreed with
customers and the catalogue is published for end-
users.
3 Customer-led The service catalogue is presented through an
integrated actionable portal for end-users to
request services.
4 Business-led The service catalogue provides a framework for
business and IT reporting that is accepted and that
delivers value to the organization.
4.14 Financial management

Service desk management demonstrate a realistic understanding of the link
between service desk requirements, budgeting, staffing levels, technology
and facilities and understand the performance results of both the service
desk and the IT organization.
1 Reactive There is a defined budget for the IT support
operation.
2 Proactive Actual spending is compared to budget and
regularly reported on.
3 Customer-led The service desk manager has influence over the
allocation of the budget.
4 Business-led Service desk management utilizes financial and
performance metrics to calculate overall return on
investment.
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4.15 Security
There are security measures in place to protect the service desk and the
information it manages in order to maintain system integrity, maintain the
confidentiality of end-user information and for the service desk to fulfil its
mission.
1 Reactive Security measures are in place to monitor and
control access to service desk facilities.
2 Proactive All support staff have their own ID and password
for accessing support systems; these passwords
are periodically changed.
3 Customer-led Security systems are in place and resources are
assigned to safeguard assets critical to the service
desk (e.g., network, servers, email, workstation
hardware/software, incident management system,
etc.).
4 Business-led Security systems and resources protect personal,
organizational, and end-user information from
improper disclosure. Security measures are
reviewed, evaluated, and updated on a regular
basis.
4.16 Supplier and partner/3rd party management

Service desk supplier management is in place to support the supplier
delivery mechanism.
1 Reactive Regular supplier management reviews occur.
2 Proactive Review meeting actions are minuted and
distributed appropriately.
3 Customer-led Service targets or underpinning contracts are in
place to support the relationship between the
service desk and suppliers.
4 Business-led Suppliers are invited to take part in service delivery
improvement plans.
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Concept 5 - Processes & Procedures

How the IT support operation identifies, reviews, documents, and revises its
processes and procedures in order to deliver optimal levels of support.
5.01 Pro-active incident detection and remediation

There is an automated diagnostic process in place to detect incidents,
to provide proper notification to the service desk, and to take corrective
action.
Maturity Level Maturity Level Defined
1 Reactive There is a defined process for detecting
interruptions to supported technologies, services
or products.
2 Proactive The process is documented and if service is
interrupted or impacted, the appropriate support
group or tool notifies the service desk.
3 Customer-led The IT support operation has automatic
notification, assignment and escalation procedures
in place that initiates corrections for at least some
conditions.
4 Business-led Procedures are in place to measure, evaluate
and improve the effectiveness of detection and
the effectiveness of the remediation tools and
procedures.
5.02 Managing customer satisfaction

There is a process in place for measuring and managing customer
satisfaction in order to build loyalty and support.
1 Reactive There is a defined process to measure customer
satisfaction.
2 Proactive The process is documented and the service desk
measures satisfaction against its goals.
3 Customer-led Event-based and periodic customer satisfaction
measurement procedures are in place.
4 Business-led There is evidence of a comprehensive customer
satisfaction programme that includes action to
follow-up dissatisfied responses, and there is a
plan to improve satisfaction.
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5.03 Service level management

A service level management process is in place for regularly negotiating the
content of Service Level Agreements (SLAs) with customers (the decision
makers), the content of Operational Level Agreements (OLAs) with other
internal support groups, and the content of Underpinning Contracts (UCs)
with external support suppliers in order to balance business requirements
with IT capabilities.
1 Reactive The service desk has published service level targets
for the services it provides to its customers taking
into account targets for service desk performance.
2 Proactive The service desk has signed SLAs and/or
commercial contracts (if appropriate) with its
customers.
3 Customer-led The service desk has signed operating level
agreements (OLAs) with its level 2 and level 3
support groups and underpinning contracts (UCs)
with its suppliers. Performance against service
level goals is regularly measured and reported to
stakeholders.
4 Business-led The service level management process
demonstrates IT’s alignment to the organization’s
business objectives and regular discussions occur
with service stakeholders to review performance
against service levels in order to change, enhance
or update SLAs, OLAs and UCs.
5.04 Communication
There is a plan in place for managing communications between the service
desk, its end-users, and its various support partners and suppliers with the
appropriate processes to support it.
Maturity Level Maturity Level Process
1 Reactive There is a defined process to capture compliments,
complaints and suggestions (feedback).
2 Proactive The process is documented and procedures are in
place to track the feedback and report its status.
3 Customer-led The process involves end-users, suppliers
and other support operations in the feedback
resolution activity.
4 Business-led The process links feedback to service
improvements and end-users are informed about
how their feedback was used.
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5.05 Incident and service request management

Integrated processes are in place for managing incidents and service
requests from all channels.
1 Reactive There are defined processes for managing
incidents and service requests.
2 Proactive The processes are documented and routinely
followed, and ownership and escalation
procedures are clearly defined.
3 Customer-led The processes are accessible to all stakeholders
and they track incident and service requests
to completion, supported by the IT service
management toolset.
4 Business-led The efficiency and effectiveness of the incident
and service request processes are periodically
measured and areas for continual improvement
are identified and acted upon.
5.06 Incident and service request logging

A procedure is in place for logging incidents and service requests from all
communication channels.
1 Reactive There is a defined procedure for logging
incidents and service requests received from
all communication channels and it is routinely
followed (email, internet, telephony, instant
messaging, live chat, SMS, self- service, social
media).
2 Proactive The procedure is documented and the information
required is well defined and routinely captured.
3 Customer-led Common, known, and/or repetitively used
information is supplied automatically to facilitate
quick identification of repetitive issues.
4 Business-led All incidents and service requests are captured in
an automated environment that is easy for end-
users and support teams to reference and verify
the status.
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5.07 Prioritization
A procedure is in place for prioritizing incidents and service requests to
ensure effective allocation to, and utilization of, support resources.
1 Reactive There is a defined procedure for prioritizing
incidents and service requests based on impact
and urgency.
2 Proactive The procedure is documented, routinely followed,
and regularly maintained.
3 Customer-led The procedure allows the priority levels of open
incidents and service requests to be changed.
4 Business-led Service level performance is tracked and reported
by priority on a regular basis and improvements,
updates, and revisions are made as necessary.
5.08 Categorization
A procedure is in place for categorizing incidents and service requests to
ensure effective lifecycle visibility and to deliver valuable reporting outputs.
1 Reactive There is a defined procedure for incident and
service request categorization.
2 Proactive The procedure is documented, routinely followed,
and regularly maintained.
3 Customer-led The procedure allows for changing the category
of open incidents and service requests during the
lifecycle of an incident.
4 Business-led The procedure includes separation of logging
(impact) and resolution (causal) categories.
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5.09 Incident and service request status assignment and reporting

A procedure is in place for determining the status of incidents and service
requests and for communicating the current status back to the end-user.
1 Reactive There is a defined procedure for allocating status
levels.
2 Proactive The procedure is documented and all incidents and
service requests are assigned a status.
3 Customer-led The procedure ensures that status is routinely
updated, monitored, and communicated to
the service desk, and that status changes are
communicated to end-users throughout the life of
the incident at key stages of the SLA.
4 Business-led The procedure is regularly reviewed for the
purpose of continual improvement.
5.10 Incident resolution and service request fulfilment

Procedures are in place to ensure that end-users affected by an incident
have been restored to the agreed level of service, and that service requests
have been fulfilled within the agreed service levels.
1 Reactive There are defined procedures for incident
resolution and request fulfilment.
2 Proactive The procedures are documented, regularly
maintained and routinely and consistently
followed.
3 Customer-led The procedures incorporate an escalation
procedure for assignment to an appropriate
person or support group if additional expertize is
needed.
4 Business-led The procedures ensure that end-users
receive a satisfactory solution and they are
regularly reviewed for the purpose of continual
improvement.
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5.11 Incident and service request closure

Procedures are in place for closing incidents and service requests from
all communication channels, and they are routinely followed to ensure
consistent service and information capture.
1 Reactive There are defined procedures in place for closing
incidents and service requests.
2 Proactive The procedures are documented and ensure that
all required information is included in the relevant
log records.
3 Customer-led The procedures include an option for reopening
closed records if the solution supplied did not
provide a satisfactory resolution.
4 Business-led The procedures ensure that end-user needs and
expectations have been met or that the response is
fully understood before closure.
5.12 Problem management

There is a problem management process in place to eliminate recurring
incidents in order to ensure the on-going effectiveness and efficiency of the
IT support operation.
1 Reactive The IT support operation has a defined problem
management process in place to identify root
causes to facilitate the elimination of recurring
incidents.
2 Proactive The process is fully documented and implemented
and it is consistently followed.
3 Customer-led The service desk, along with its support partners,
actively participates in problem investigation
and root cause analysis, and it has access to a
known error database to assist in the incident
management process.
4 Business-led Infrastructure and service changes are
implemented based on the results of the problem
management process.
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5.13 IT change management

A change management process is in place in order to ensure that any
change to the IT environment including services, documentation or staff
capabilities, is successfully implemented.
1 Reactive There is a defined change process in place that
provides the service desk with visibility of all
changes.
2 Proactive There is a single documented change process in
place for the entire IT support organization.
3 Customer-led The service desk is involved in the change
management process and is represented on the
Change Advisory Board (CAB).
4 Business-led The service desk is authorized to halt deployment
of a change if the change management process
has been violated, or if the service desk or user
community is unprepared.
5.14 Release and deployment management

There is a process in place for planning and overseeing the successful
roll-out of new and changed software and hardware across the distributed
environment that minimizes the impact of releases on service availability.
1 Reactive There is a defined process for the release of new
software and hardware that is controlled via
change management, and planned releases are
implemented during agreed service windows.
2 Proactive The process is documented, the service desk
is actively involved in testing all significant new
releases, and it has access to information about the
content of all releases.
3 Customer-led The service desk has access to up-to-date software
and hardware configuration management
information for real-time visibility of the status of
new and planned releases.
4 Business-led There is a release policy document that clarifies the
roles and responsibilities of release management.
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5.15 Service introduction

There is a process, or set of processes, in place to ensure the successful
introduction of new or changed IT services into the production
environment, and the associated handover to the service desk for on-going
support.
1 Reactive The service desk is generally informed prior to new
services being implemented and is provided with
accurate and relevant technical information.
2 Proactive There is a standard project management
methodology in place and it is consistently used
across all IT platforms.
3 Customer-led The service desk is actively involved in all IT
projects from an early stage for familiarization
and knowledge transfer purposes to enable it to
provide on-going support.
4 Business-led There is a formal service introduction process
in place incorporating production assurance
standards that define the minimum information
required by the service desk before a new or
changed service will be accepted for support.
5.16 Configuration and asset management

There is a configuration management process in place that ensures the
accuracy of the configuration and asset management data and includes
identification, notification and remediation of inaccurate data.
1 Reactive There is a defined configuration and asset
management process in place for the service desk
to note and report inaccuracies in the service asset
and configuration management data.
2 Proactive The process is documented and configuration and
asset data is available in real-time to assist analysts
to resolve incidents.
3 Customer-led There is a single process for the entire IT
organization to update and maintain configuration
and asset data.
4 Business-led The service desk actively seeks to identify
inaccuracies in service asset and configuration
management data and there is an interface
between the source process and the service asset
and configuration management process to note
discrepancies for investigation.
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5.17 IT service continuity management

There are regularly maintained service continuity plans in place for
managing service interruptions to the service desk for both planned and
unexpected circumstances.
1 Reactive All relevant data is regularly backed-up and stored
in a secure area.
2 Proactive There are specific disaster recovery plans in place
for scenarios that are appropriate to the service
desk and its geographic location; (i.e. weather,
emergencies, fire, natural disaster, etc.). The plans
include service level commitments for recovery.
3 Customer-led The IT service continuity plan is documented and
includes replacement of end-user and service desk
data, hardware, systems, and telecommunications
infrastructure; the plan is distributed and
communicated.
4 Business-led IT service continuity and service desk disaster
recovery plans are regularly tested and routinely
updated.
5.18 Telephone call monitoring

There is a call monitoring procedure in place that allows service desk
management to ensure that the quality of interactions between service
desk staff and end-users is maintained.
1 Reactive There is a defined telephone call monitoring
procedure.
2 Proactive The procedure is structured, documented,
maintained and routinely followed, and it is
communicated to all service desk staff and end-
users.
3 Customer-led The telephone call quality monitoring procedure
allows for silent observation or recording of calls
and monitoring of email responses.
4 Business-led The results of monitoring are included in the
performance appraisal process and are used for
continual improvement initiatives.
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5.19 Incident and service request monitoring

Incident and service request monitoring procedures are in place to ensure
that the incident management and request fulfilment processes are
adhered to, that the quality of recorded information is maintained and that
the level of knowledge of analysts is appropriate.
1 Reactive There are defined incident management and
request fulfilment monitoring procedures in place.
2 Proactive The incident management and request fulfilment
procedures are documented, regularly reviewed
and maintained and routinely followed.
3 Customer-led The results of monitoring are used to determine
the education and training requirements for
service desk staff.
4 Business-led The results of monitoring are included in the
performance appraisal process and are used for
continual improvement initiatives.
5.20 Continual improvement

There is a continual improvement process in place for regularly identifying,
reviewing, revising, enhancing and communicating changes or additions to
existing processes and procedures.
1 Reactive All service desk processes and procedures are
documented, published and followed.
2 Proactive There is a documented programme for periodically
reviewing all processes and procedures for
deficiencies or enhancement opportunities
and there is proper revision control for these
processes.
3 Customer-led The service desk regularly implements quality and
on-going improvement programmes based on the
review process. The results of these programmes
are communicated to service desk staff.
4 Business-led Service desk staff and stakeholders external to the
service desk are invited to participate in reviews
and improvement processes.
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5.21 Industry innovations and new working practices

The service desk contributes to the development of organizational policies
for implementing industry innovations and new working practices.
1 Reactive The service desk identifies issues arising from
the introduction of industry innovations and new
working practices.
2 Proactive There is a documented process for assessing and
accepting industry innovations and new working
practices.
3 Customer-led The service desk identifies the issues to feed into
the process for creating policies that assess and
accept industry innovations and new working
practices.
4 Business-led The policies are integrated into the organization’s
culture and deliver business improvements.
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Concept 6 - Managing People Satisfaction

People (support staff) drive the quality of service and support. Satisfied
people are crucial to successful support. The organisation’s perception and
feelings about service desk staff are essential to its long-term success.
6.01 People satisfaction

There is a feedback programme in place to measure overall people
satisfaction.
1 Reactive There is an ad hoc people satisfaction survey
programme in place.
2 Proactive The people satisfaction programme is run annually
and it feeds into people satisfaction improvement
initiatives.
3 Customer-led The people satisfaction programme is run bi-
annually and feeds into people satisfaction
4 Business-led The people satisfaction programme is run quarterly
and feeds into people satisfaction improvement
initiatives.
6.02 Training plans

There are agreed training plans in place for all service desk staff in order to
develop and maintain skills, knowledge and morale.
1 Reactive There is a training plan in place for each member
of the service desk team.
2 Proactive Training plans reflect personal preferences and
align with business requirements.
3 Customer-led Training sessions are regularly scheduled and run
as planned.
4 Business-led There is a process in place to measure the
effectiveness of training and the results are used to
improve training.
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6.03 Career development

There is a career development plan in place with clear objectives and a
career path defined.
1 Reactive There are career development opportunities
available for service desk staff.
2 Proactive Service desk staff are able to express their personal
preferences for their career development and
contribute to their plans.
3 Customer-led There are career development paths available
within the service desk.
4 Business-led Service desk management has a process to
encourage career direction preferences.
6.04 Staff morale

Service desk staff are included in, and able to contribute to, decisions that
affect them and are aware that their value is recognized.
1 Reactive 75% or more of service desk staff enjoy their work.
2 Proactive 75% or more of service desk staff are included
in, and able to contribute to, decisions that affect
them.
3 Customer-led 75% or more of service desk staff feel that their
contributions are valued and used.
4 Business-led 75% or more of service desk staff feel valued and
respected in their work by stakeholders.
6.05 Staff issue resolution

Service desk staff are able to express their views and opinions freely and
openly in a positive continual development culture.
1 Reactive There is an informal management open door policy
in place.
2 Proactive There are formal channels for discussing individual
staff concerns and issues within the service desk’s
management structure.
3 Customer-led There are others outside of the service desk
management structure that service desk staff can
refer their issues to.
4 Business-led There is a formal process for escalating service
desk concerns and complaints.
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6.06 Team meetings

Service desk team meetings are held regularly in order to discuss process
and service improvements and provide general feedback.
1 Reactive Service desk team meetings are held on an ad hoc
basis.
2 Proactive Team meetings are held regularly and are minuted.
The minutes are distributed to the team.
3 Customer-led Ideas and suggestions resulting from team
meetings are fed into service improvement
initiatives.
4 Business-led There is evidence that decisions and actions
from team meetings result in process or service
improvements. Achievements are published to all
stakeholders.
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Concept 7 - Managing Customer Satisfaction

Customer satisfaction information is regularly captured and used, and it is
aligned to the organisation’s objectives and the expectations of customers.
7.01 Customer perception programme

The service desk monitors and measures customer perception in order to
sustain and improve service quality.
1 Reactive There is a customer perception programme in
place.
2 Proactive Event surveys are regularly carried out.
3 Customer-led Periodic surveys are regularly carried out.
4 Business-led Survey questions are developed and reviewed
through cross-functional consultation and
approval.
7.02 Survey results management

The results of surveys are openly disseminated in order to stimulate
improvement action.
1 Reactive The results of surveys are fed back to service desk
staff.
2 Proactive The results of surveys are fed back to end-users.
3 Customer-led Service desk improvement plans are formed to
address issues identified in survey feedback.
4 Business-led End-users and service desk staff are informed
of decisions and actions resulting from survey
analysis.
7.03 Customer feedback management

Customer feedback is used by the service desk in its continual service
improvement programme.
1 Reactive There are procedures in place for managing
positive and negative customer feedback.
2 Proactive All feedback is recorded and communicated to
relevant groups (teams).
3 Customer-led Customer suggestions are acknowledged within a
specified timeframe.
4 Business-led Customers are regularly advized about how their
suggestions are progressed.
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7.04 Complaint management

Complaints are managed consistently and end-user confidence is restored.
1 Reactive There is a complaint handling process in place.
2 Proactive Service desk staff are trained to recognize
complaints.
3 Customer-led All complaints received are recorded and are
readily available.
4 Business-led There is a follow-up procedure to ensure that end-
user complaints have been addressed.
7.05 Business relationship management

The service desk is involved in business relationship management activities
to ensure that customers receive the best possible service.
1 Reactive There is a defined business relationship
management function that feeds back information
to the service desk.
2 Proactive Business relationship management activities
take place (meetings, etc.). The focus is mainly
operational and reactive and the results are fed
back to the service desk.
3 Customer-led Business relationship management activities take
place (meetings, etc.). The focus is proactive and
tactical and outcomes feed into continual service
improvement activities and are fed back to the
service desk.
4 Business-led Business relationship management activities take
place (meetings, etc.). The focus is largely proactive
with business initiatives driving service strategy
and the outcomes are fed back to the service desk.
| 39
Concept 8 - Performance Results

The IT support operation’s performance results are measured against its
planned performance.
8.01 Reporting activities

Accurate information is consistently produced and distributed to relevant
stakeholders in order to support business objectives.
1 Reactive Basic metric reports are prepared and distributed.
2 Proactive Structured reports are regularly produced
and distributed to demonstrate service desk
performance measured against targets.
3 Customer-led Management level summary reports with
conclusions are produced and regularly distributed.
4 Business-led Trends and results extracted from the reports are
used to support business decisions.
8.02 Business related metrics

Business success is clearly incorporated into the service desk’s metrics
monitoring and reporting.
1 Reactive Basic performance metrics are routinely captured.
2 Proactive Performance against service level targets is
monitored and reported.
3 Customer-led Metrics are defined based on strategic
organizational criteria.
4 Business-led Metrics are defined based on business objectives
and outcomes.
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8.03 Number of incidents and service requests

The number of incidents and service requests reported to the service desk
by channel (phone, e-mail, self- logging, live chat, SMS, social media etc.) is
monitored, managed and measured routinely and consistently.
1 Reactive The service desk routinely collects data on the
number of incidents and service requests it
handles.
2 Proactive The service desk routinely collects data on the
handles and compares the results to its goals. The
data has been collected and compared to goals for
at least three months.
3 Customer-led The service desk routinely collects data on the
handles, compares the results to its goals and
reports the findings. Data has been collected,
compared and reported for at least six months and
the results are trending towards goals.
4 Business-led The service desk has met its number of incident
and service request goals for several reporting
periods and trends indicate consistent results for at
least one year.
8.4 Average time to respond

The service desk routinely and consistently collects and analyses the
average time it takes to acknowledge and respond to an incident or service
request by channel or method (i.e. phone, e-mail, self-logging, live chat,
SMS, social media).
1 Reactive The service desk routinely collects average time to
respond data.
2 Proactive The service desk routinely collects average time to
respond data and compares the results to its goals.
Data has been collected and compared to goals for
3 Customer-led The service desk routinely collects average time
to respond data, compares the results to its goals
and reports the findings. Data has been collected,
4 Business-led The service desk has met its average time to
respond goals for several reporting periods and the
trend indicates consistent results for at least one
year.
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8.05 Abandon rate

The service desk routinely and consistently collects and analyses data
about the percentage of user telephone calls that are terminated prior to
establishing contact with a support analyst.
1 Reactive The service desk routinely collects abandon rate
data.
2 Proactive The service desk routinely collects abandon rate
data and compares the results to its goals. Data
has been collected and compared to goals for at
least three months.
3 Customer-led The service desk routinely collects abandon rate
data, compares the results to its goals and reports
the findings. Data has been collected, compared
and reported for at least six months and the results
are trending towards goals.
4 Business-led The service desk has met its abandon rate goals for
several reporting periods and the trend indicates
consistent results for at least one year.
8.06 Average time taken to resolve incidents or fulfil service requests

The service desk routinely and consistently collects data about the average
time taken to resolve incidents and fulfil service requests and compares it
to the goals/objectives detailed in the service level agreement (SLA).
1 Reactive The service desk routinely collects incident
resolution and request fulfilment performance
data.
2 Proactive The service desk routinely collects incident
resolution and request fulfilment data and
compares the results to its goals. Data has been
collected and compared to goals for at least three
months.
3 Customer-led The service desk routinely collects incident
resolution and request fulfilment data, compares
the results to its goals and reports the findings.
Data has been collected, compared and reported
for at least six months and the results are trending
towards goals.
4 Business-led The service desk has met its incident resolution
and request fulfilment performance goals for
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8.07 First contact incident resolution and request fulfilment rate

The service desk routinely and consistently collects and analyses data
about the percentage of resolved incidents and fulfilled service requests
that are completed to end-user satisfaction during the initial call or
electronic exchange between end-users and the service desk, excluding the
entitlement procedure.
1 Reactive The service desk routinely collects first contact
incident resolution and request fulfilment data.
2 Proactive The service desk routinely collects first contact
incident resolution and request fulfilment data and
months.
3 Customer-led The service desk routinely collects first contact
incident resolution and request fulfilment data,
compares the results to its goals and reports the
findings. Data has been collected, compared and
reported for at least six months and the results are
trending towards goals.
4 Business-led The service desk has met its first contact incident
resolution and request fulfilment goals for
| 43
8.08 First level incident resolution and request fulfilment rate

The service desk routinely and consistently collects and analyses the
percentage of resolved incidents and fulfilled service requests that are
completed to the end-user’s satisfaction at the service desk without
escalating to other support groups.
1 Reactive The service desk routinely collects first level
incident resolution and request fulfilment data.
2 Proactive The service desk routinely collects first level
incident resolution and request fulfilment data and
months.
3 Customer-led The service desk routinely collects first level
incident resolution and request fulfilment data,
4 Business-led The service desk has met its first level incident
resolution and request fulfilment goals for
8.09 Re-opened incident rate

The service desk routinely and consistently collects data about the
percentage of closed incidents and service requests subsequently re-
opened for additional follow-up.
1 Reactive The service desk routinely collects re-opened
incident rate data.
2 Proactive The service desk routinely collects re-opened
incident rate data and compares the results to its
goals. Data has been collected and compared to
goals for at least three months.
3 Customer-led The service desk routinely collects re-opened
incident rate data, compares the results to its goals
4 Business-led The service desk has met its re-opened incident
rate goals for several reporting periods and the
year.
| 44
8.10 Backlog management

The service desk routinely and consistently collects data about the total
number of open incidents and service requests compared to their age
across all support groups and uses it to effect swift resolutions.
1 Reactive The service desk routinely collects backlog data.
2 Proactive The service desk routinely collects backlog data and
months.
3 Customer-led The service desk routinely collects backlog data,
4 Business-led The service desk has met its backlog goals for
8.11 Percentage of hierarchic escalations (management notification)

percentage of incidents or service requests escalated to management in
order to avoid a developing SLA breach.
1 Reactive The service desk routinely collects hierarchic
escalation data.
2 Proactive The service desk routinely collects hierarchic
escalation data and compares the results to its
3 Customer-led The service desk routinely collects hierarchic
escalation data, compares the results to its goals
4 Business-led The service desk has met its hierarchic escalation
goals for several reporting periods and the trend
indicates consistent results for at least one year.
| 45
8.12 Percentage of functional escalations (re-assignment)

percentage of incidents, and service or change requests that are
transferred to a technical team with a higher level of expertize in order
to avoid an SLA breach developing and to monitor the ticket transfer rate
between support groups.
1 Reactive The service desk routinely collects functional
escalation data.
2 Proactive The service desk routinely collects functional
escalation data and compares the results to its
3 Customer-led The service desk routinely collects functional
escalation data, compares the results to its goals
4 Business-led The service desk has met its functional escalation
8.13 Average resolution time by priority

length of time taken to resolve incidents analysed by their priority.
1 Reactive The service desk routinely collects resolution time
by priority data.
2 Proactive The service desk routinely collects resolution time
by priority data and compares the results to its
3 Customer-led The service desk routinely collects resolution time
by priority data, compares the results to its goals
4 Business-led The service desk has met its resolution time by
priority goals for several reporting periods and the
year.
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8.14 Average resolution time by incident category and service request type
time required to process/resolve an incident or service request based on
incident category or service request type.
1 Reactive The service desk routinely collects average
resolution time by incident category and service
request type data.
2 Proactive The service desk routinely collects average
request type data and compares the results to its
3 Customer-led The service desk routinely collects average
request type data, compares the results to its goals
4 Business-led The service desk has met its average resolution
time by incident category and service request type
performance goals for several reporting periods
and the trends indicate consistent results for at
least one year.
8.15 Comparison of overall service level goals to actual results

The service desk routinely and consistently collects data about its service
level commitments and compares it to its actual performance results.
1 Reactive The service desk routinely collects service level
performance data.
2 Proactive The service desk routinely collects service level
performance data and compares the results to its
3 Customer-led The service desk routinely collects service level
performance data, compares the results to its goals
4 Business-led The service desk has met its service level
performance goals for several reporting periods
and the trend indicates consistent results for at
least one year.
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8.16 Remote control monitoring measured against goals

frequency that remote control tools are used and compares the results to
its goals.
1 Reactive The service desk routinely collects remote control
usage data.
2 Proactive The service desk routinely collects remote control
least three months.
3 Customer-led The service desk routinely collects remote control
4 Business-led The service desk has met its remote control
8.17 Self-logging monitoring measured against goals

percentage of incidents and service requests reported using self-logging
channels and compares the result to its goals.
1 Reactive The service desk routinely collects self-logging
usage data.
2 Proactive The service desk routinely collects self-logging
usage data and compares the results to its goals.
3 Customer-led The service desk routinely collects self-logging
usage data, compares the results to its goals and
4 Business-led The service desk has met its self-logging usage
| 48
8.18 Self-help monitoring measured against goals

percentage of resolved incidents and fulfilled service requests that are
assisted by self-help tools and compares the result to its goals.
1 Reactive The service desk routinely collects self-help usage
data.
2 Proactive The service desk routinely collects self-help usage
least three months.
3 Customer-led The service desk routinely collects self-help usage
4 Business-led The service desk has met its self-help usage
8.19 Knowledge usage

The service desk collects and analyses data about the number of times
knowledge is used.
1 Reactive The service desk routinely collects knowledge
usage data.
2 Proactive The service desk routinely collects knowledge
usage data and compares the results to its goals.
3 Customer-led The service desk routinely collects knowledge
usage data, compares the results to its goals and
4 Business-led The service desk has met its knowledge usage
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8.20 Knowledge quality and effectiveness

The service desk routinely collects and analyses data about the quality and
effectiveness of knowledge and compares the results to its goals.
1 Reactive The service desk routinely collects data about the
quality and effectiveness of knowledge.
2 Proactive The service desk routinely collects data about
the quality and effectiveness of knowledge and
months.
3 Customer-led The service desk routinely collects data about the
quality and effectiveness of knowledge, compares
towards goals.
4 Business-led The service desk has met its goals for knowledge
quality and effectiveness for several reporting
periods and the trend indicates consistent results
for at least one year.
8.21 Monitoring incidents caused by changes measured against a target

percentage of incidents caused by changes and compares the result to its
target.
1 Reactive The service desk routinely collects data about the
percentage of incidents caused by changes.
2 Proactive The service desk routinely collects data about the
percentage of incidents caused by changes and
compares the results to its target. Data has been
collected and compared to the target for at least
three months.
3 Customer-led The service desk routinely collects data about
the percentage of incidents caused by changes,
compares the results to its target and reports the
trending towards the target.
4 Business-led The service desk has met its percentage of
incidents caused by changes target for several
reporting periods and the trend indicates
| 50
8.22 Total cost of service delivery

The service desk routinely and consistently collects data about the total cost
of running its operation and can identify the cost of delivering service per
customer.
1 Reactive The service desk routinely collects total cost of
service delivery data.
2 Proactive The service desk routinely collects total cost of
service delivery data and compares the results to
its goals. Data has been collected and compared to
3 Customer-led The service desk routinely collects total cost of
service delivery data, compares the results to its
goals and reports the findings. Data has been
collected, compared and reported for at least six
months and the results are trending towards goals.
4 Business-led The service desk has met its total cost of service
delivery goals for several reporting periods and the
year.
8.23 Average cost per incident and service request (cost per contact)
cost per incident and service request of the service desk’s operations
(including people, support infrastructures, and overheads).
1 Reactive The service desk routinely collects cost per incident
and service request data.
2 Proactive The service desk routinely collects cost per incident
and service request data and compares the results
to its goals. Data has been collected and compared
to goals for at least three months.
3 Customer-led The service desk routinely collects cost per incident
and service request, compares the results to its
goals and reports the findings. Data has been
4 Business-led The service desk has met its cost per incident and
service request goals for several reporting periods
and the trend indicates consistent results for at
least one year.
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8.24 Average cost per incident and service request by channel (method received)
The service desk routinely and consistently collects data about the relative
cost of service desk operations by channel i.e. telephone, email, live chat,
SMS, self-service, social media, walk-in.
1 Reactive The service desk routinely collects incident and
service request cost per channel data.
2 Proactive The service desk routinely collects incident
and service request cost per channel data and
months.
3 Customer-led The service desk routinely collects incident and
service request cost per channel data, compares
towards goals.
4 Business-led The service desk has met its incident and service
request cost per channel goals for several reporting
periods and the trend indicates consistent results
for at least one year.
8.25 People satisfaction feedback

There is a feedback procedure to measure overall staff satisfaction through
data collection and analysis, and it solicits suggestions to improve the work
environment. Data collected is used to develop action plans.
1 Reactive The service desk routinely collects staff satisfaction
data.
2 Proactive The service desk routinely collects staff satisfaction
least three months.
3 Customer-led The service desk routinely collects staff satisfaction
4 Business-led The service desk has met its staff satisfaction
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8.26 Staff turnover

The service desk maintains adequate staff continuity to ensure that service
levels are consistently met.
1 Reactive The service desk routinely collects staff turnover
data.
2 Proactive The service desk routinely collects staff turnover
least three months.
3 Customer-led The service desk routinely collects staff turnover
4 Business-led The service desk has met staff turnover goals for
several reporting periods and the trends indicate
8.27 Unplanned absence days

Unplanned absence days are tracked separately from time lost due to
planned absence, short-term disability or long-term disability.
1 Reactive The service desk routinely collects unplanned
absence data.
2 Proactive The service desk routinely collects unplanned
absence data and compares the results to its goals.
3 Customer-led The service desk routinely collects unplanned
absence data, compares the results to its goals
4 Business-led The service desk has met its unplanned absence
| 53
8.28 Periodic customer satisfaction measurement

Periodic customer satisfaction measurement methods are in place to
regularly assess the level of overall satisfaction in relation to the key metrics
of the service desk (e.g. quality of support, accessibility, time to resolution,
etc.).
1 Reactive The service desk routinely collects periodic
customer satisfaction data.
2 Proactive The service desk routinely collects periodic
customer satisfaction data and compares the
results to its goals. Data has been collected and
compared to goals for at least three months.
3 Customer-led The service desk routinely collects periodic
customer satisfaction data, compares the results
to its goals and reports the findings. Data has been
4 Business-led The service desk has met its customer satisfaction
goals for several reporting periods and trends
indicate consistent results for at least one year.
8.29 Event-based customer satisfaction measurement

An event-based customer satisfaction measurement procedure is in place
to regularly assess satisfaction associated with individual incidents and
service requests.
1 Reactive The service desk routinely collects event-based
customer satisfaction data.
2 Proactive The service desk routinely collects event-based
customer satisfaction data and compares the
results to its goals. Data has been collected and
compared to goals for at least three months.
3 Customer-led The service desk routinely collects event-based
customer satisfaction data, compares the results
to its goals and reports the findings. Data has been
4 Business-led The service desk has met its event-based customer
satisfaction goals for several reporting periods and
the trend indicates consistent results for at least
one year.
| 54
8.30 Complaints, suggestions and compliments

All complaints, suggestions, and compliments are routinely collected from
all possible sources and by all possible methods and they are measured in
accordance with clear process and performance targets.
1 Reactive The service desk routinely collects complaints,
suggestions and compliments data.
2 Proactive The service desk routinely collects data about
complaints, suggestions and compliments and
months.
3 Customer-led The service desk routinely collects data about
complaints, suggestions and compliments data,
4 Business-led The service desk has met its complaints,
suggestions and compliments performance
| 55
Concept 9 - Social Responsibility

The service desk strives to understand and respond to the expectations of
its stakeholders. It comprehensively achieves and measures outstanding
results with respect to society.
9.01 Community integration and charitable activities

The service desk integrates positively with the local community and/or
carries out regular charitable activities
1 Reactive Ad hoc community and/or charitable activities are
undertaken by service desk staff.
2 Proactive Structured measures are in place to encourage
active participation in community and/or charitable
events.
3 Customer-led There is an active policy to contribute to the
community - e.g. sports club sponsorship and/or
making regular donations to charities.
4 Business-led The organization markets its involvement in
community and/or charitable activities positively
and is well thought of locally.
9.02 Environmental protection

The organization has clear policies for protecting the environment that the
service desk embraces.
1 Reactive Recycling and other green activities are undertaken
by the service desk team.
2 Proactive Structured measures are in place to encourage
environmental behaviours and actions.
3 Customer-led There is a formal process in place for the service
desk to provide advice about end-of-life equipment
disposal and environmentally sustainable actions.
4 Business-led The service desk contributes new and innovative
approaches to the organization’s environmental
protection policy.
| 56
9.03 Health and safety

The service desk has a transparent policy in place to protect its staff from
work related injury and accidents.
1 Reactive There is an adequate safety management policy in
place.
2 Proactive Management encourage staff to report health and
safety issues.
3 Customer-led The service desk is compliant with current health
and safety law.
4 Business-led The service desk proactively initiates regular health
and safety audits.
9.04 Code of practice and ethics

The service desk has a code of practice that lays out clear standards of
expected ethical and professional behaviour.
1 Reactive An ad hoc set of behavioural guidelines exist that
can be described by service desk staff.
2 Proactive A documented code of practice is in place.
3 Customer-led The code of practice is aligned with organizational
standards and wider industry standards.
4 Business-led The code of practice is regularly reviewed, updated
and published to end-users.
If you would like to evaluate your service desk against the Service Desk
Standard, SDI offers a free benchmarking tool - sdceval.sdi-europe.com
To find out more about SDI’s service desk auditing service and Service Desk
Certification programme, please contact us on +44 (0)1689 889100
or email hello@sdi-e.com

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SDI Service Desk Standard v6 1

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The Service Desk

The formal Service Desk Standard

The Service Desk Standard (version 6.1)

1.01 Alignment with core business

1.02 Interaction with IT

1.03 Resource optimisation

1.04 Promoting teamwork

1.05 Promoting the service desk

1.06 Information distribution

1.07 Critical success factors

1.08 Inspiring and driving continual service improvement

Concept 2 - Policy & Strategy

2.01 Vision and mission

2.02 Goals and objectives

2.03 Business and operations plans

2.04 Stakeholder input

2.05 Diversity and inclusion

Concept 3 - People & Management

3.01 Job descriptions

3.02 Training plans

3.03 Career development plans

3.04 Personal performance appraisals

3.05 People satisfaction

3.06 Compensation programme

3.07 Informal reward and recognition

3.08 Staff attendance

3.09 Service desk careers

Concept 4 - Partnerships & Resources

4.01 Physical environment and ergonomics

4.03 Distribution of incoming interactions

4.04 Diagnosis and testing environment

4.05 Staffing and scheduling

4.06 IT service management system

4.07 IT service management system - product capability

4.08 Remote access and control

4.09 Knowledge management

4.11 Integrated systems

4.12 Reporting systems

4.13 Service catalogue management

4.14 Financial management

4.16 Supplier and partner/3rd party management

Concept 5 - Processes & Procedures

5.01 Pro-active incident detection and remediation

5.02 Managing customer satisfaction

5.03 Service level management

5.05 Incident and service request management

5.06 Incident and service request logging

5.09 Incident and service request status assignment and reporting

5.10 Incident resolution and service request fulfilment

5.11 Incident and service request closure

5.12 Problem management

5.13 IT change management

5.14 Release and deployment management

5.15 Service introduction

5.16 Configuration and asset management

5.17 IT service continuity management

5.18 Telephone call monitoring

5.19 Incident and service request monitoring

5.20 Continual improvement

5.21 Industry innovations and new working practices

Concept 6 - Managing People Satisfaction

6.01 People satisfaction

6.02 Training plans

6.03 Career development