Help Desk Case

I have had numerous managers throughout the years at DFD, some took an active role in co-ordinating/controlling work, some delegated the role to others such as team experts/seniors.

I learn that helpdesk is a great application, people the tickets can be divided and sent to the right person who can fix the problem as soon as possible. For example, my supervisor and I received a ticket in which a nurse wanted to add demographics to electronic patient record; in this case we were able to utilize another application know as Power chart

When a queue monitor begins working a ticket, he/she assumes ownership of that ticket until it is routed to the proper support group outside the ITHD. Queue monitors will not route tickets to other agents unless directed to do so by management. All actions that the queue

You are monitoring and following policies on collecting all meal tickets and communicate to Jerre otherwise when issues arise.

Service Orders will be kept for 6 months before sending them back to the Customer Service Department for cancellation or rescheduling.

Once an order has been processed that requires a visit from one of our field technicians and the due date has been scheduled the system gathers the contact number on the order and it is placed into an auto dialer queue. At 4:00PM customers will receive these calls and hear the following

*Customer called to check if the scheduled appointment she has for installation today (08/10/2015) will push through. Through probing, CAE identified that the customer is supposed to have internet, TV and security system installed today however there was no specific time provided. CAE had started the call appropriately and assured assistance however, the account was not properly authenticated, the CAE only verified the customer’s service address.

Kulshan has taken it upon themselves to make changes to our policy. When we catch it they send multiple e-mails trying to show that it was somehow our fault.

Confirming Appointments: If you are making a call or text on a Friday, Saturday, or Sunday to confirm an appointment then they need to be done at 4:00PM because many of the adjusters turn their phones of early.

PLEASE DON’T WAIT TILL THE LAST MINUTE – THE SYSTEM IS BUSY AND MAY SLOW DOWN AND ANYTHING CAN HAPPEN.

Another big part of her job is training of managers. She said that she is constantly making phone calls to managers around the country working on their skills. “Role playing,” is the term Jaime used to describe what she does with store managers. She said that far too often managers are placed in situations where they are unsure how to handle in a way that the Buckle Corporation would want them to. By presenting managers with situation and asking them “how would you handle this?” it keeps the managerial teams proactive. She also mentioned that twice a year, all managers are asked to please come to Kearney for a formal evaluation and training weekend called “manager meetings.” This gives the generalists a chance to meet everyone face to face and get a feel for what they are actually like as a manager, rather than continuously having phone conversations. I did ask if is difficult not being able to evaluate the managers in person and see how things are run. She assured me that the steps they take to talk with employees and managers on the phone are a big help. At manager meetings, individuals are graded on how they interact with others, how they respond to situations and tough questions, and how they present themselves. This give the Buckle human resource team insight as to how they are running

Leadership: She is responsible for being a supporting trainer to the Lead Technician on the evening shift.

-Facilitate monthly team meetings to update APCWs and SOSA on policy and procedure changes, workload issues, clerical information, system changes, complex cases, etc, and also obtain staff feedback.

| The objectives are (1) audit of KCN’s financial statements for the year ended 12/31/05, and (2) issuance of a letter on compliance with covenants of the client’s letter of credit agreement.

Provide Supervisory and Organizational Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .