Enterprise Service Management: Improving Service Delivery Across the Business

October 02, 2019

David Martinez | Sr. Product Marketing Manager | Ivanti

Do other departments in your organization ask IT how you've improved your service delivery? Departments such as HR, Facilities, and Business Services also offer employee services that can be created, requested, or updated, but are often difficult to find or require many manual steps to fulfill. Join us to hear how one of the world's largest staffing companies is leveraging their ITSM solution and working with other departments to improve the delivery of non-IT services for a more consistent, engaging and satisfying user experience.

Transcript:

David:                 Hello everyone, let me we go ahead and get started. Well, let me offer a good morning, good afternoon or good evening, depending on what time of day it is where you are, or you're watching this live with us or if you're watching the recording.

David:                 I'm Dave Martinez, and I want to welcome you to our monthly webinar, Enterprise Service Management or Improving Service Delivery Across the Business. I have the pleasure of being here with Jessica Osborn, from one of our customers, Randstad.

David:                 We'll be getting to our webinar fairly quickly, but before we get into it, let me do a few housekeeping items real quickly. We're on our Webex platform, and we ask you to be on mute. Usually Webex mutes everybody who's on the platform, but it's always good to mute on your side, in case anything comes up.

David:                 Now, this is an interactive session. We'd love to have your questions, and comments and suggestions. Please use the chat window or the Q&A panel, that you have on the Webex platform there. We'll try and get to your questions, as we go through the session.

David:                 If we have any questions or comments, that you didn't get to in the session, we'll follow up afterwards and get back to you. Now, the session is being recorded, and the slides will be distributed later. Look for the email with the links to both of those.

David:                 Now, sometimes we have some audio problems, with attendees trying to join via the computer. If you do have some audio problems, try dialing in. You'll see the toll-free numbers in there, and toll numbers for US and Canada. I think in the Webex, you can also get some other links from around the world.

David:                 Try that, if you're having trouble dialing in, and you see the event ID number there, you need to get in. I'll leave that up for a little bit, in case you need to dial. If you want to copy this down, that'd be fantastic. I forgot to mention that, I'm actually a marketing person with Ivanti.

David:                 I'm out here in Salt Lake City today. As I mentioned, I have the distinct pleasure of being on the session today with Jessica Osborn, who is just a fantastic champion and advocate, for what we're talking about today.

David:                 Well, IT in general, and helping IT solve business problems. Jessica, do you mind just...? If I turn the mic over to you, just kind of do a quick introduction of yourself?

Jessica:               Thanks Dave. Again, my name is Jessica Osborn. I am with Randstad. I am the IT Support Services Operations Manager. My team does the configuration, and all of the different setups and development, and things like that for ISM, voice extraction, automation, identity director. We stay very busy.

Jessica:               My team consists of myself, and then I have two people who do primary work in ISM and automation. Then I have one person that does primary work, in extraction and voice. I've been with Randstad since 2005. I joined the IT department, about 10 years ago now.

Jessica:               We were originally on a premise version of HEAT, way back in the day. We've done some upgrades and changes, platform changes, things like that. That now we are in the cloud, we do have the voice platform as I mentioned before. We added that to our plethora of items in 2013.

David:                 Thank you, Jessica. With all those things you're talking about, and the size of the team. It always surprises me that yes, you have the free time on the weekend to get stuff done. It's just, oh my goodness. I can't wait to get into the stories a little bit.

David:                 Let me just go over, everybody, real quickly kind of the agenda for our next 45 minutes or so. I'm going to start off with very, very quick overview of what is Enterprise Service Management. We'll start up with a definition, [inaudible 00:04:48].

David:                 In addition, kind of quick notes of what's the ESM value of it? I really want to move into, and talk about what Randstad, and Jessica and her team specifically have done, in this area of leveraging the service management platform, to really solve business problems outside of IT.

David:                 It's just phenomenal, some of the activities you've been able to undertake, the team to work with. Honestly, just to get the results you've seen. I'm getting ahead of myself, so we'll hold up on that. Then obviously throughout the time, we'll be taking questions.

David:                 We'll also have a form of Q&A, at the end of our time together. With that, let me move in and just talk about, how [inaudible 00:05:30] in this case Forrester, how they see enterprise service management. You can see the definitions here.

David:                 What they see is enterprise service management, but they say it's a solution leveraging the ITSM platform capabilities, and to support other business units, other departments way beyond IT, to really take a business-centric approach.

David:                 You sit there, and they say, "We're managing service demand and supply, through a common platform and portal. It's a customizable service catalog, and we're [inaudible 00:05:58] to make sure we're working together, though a platform-as-a-service.

David:                 To really take advantage of some of the low code developing capabilities ideally. In order to meet some of the automation parts, that are struggling with a lot of different services. That's service delivery, and then that's Forrester's definition.

David:                 What I like is, one of our customers... and this is a major university in Europe, I had to say about it. It's like, "Well, enterprise service management. Why can't we just leverage our IT service management platform, to basically automate and request data for all these other services?

David:                 All these other customer departments out there." You can see in their space, they said, "Yes, we're using service management from a IT perspective, but we also have HR. We also have come to campus security area, and governance office.

David:                 We have finance, we have libraries, student services, facilities, customer services. All these different groups are all offering services, that people around the university either working for the university, [inaudible 00:06:51] university, even alumni who want to have access to different things.

David:                 They're saying, "Can't we just take advantage of some of the practices, best practices, some of the technologies, some of the disciplines, some of the lessons learned about... done with IT and service management, and things with service catalog, and apply that to the sort of rest of the organization?"

David:                 That's what they like to do. If I go back to Forrester, you see some of the things you need to look at from the value perspective, what's available here. It's kind of a strong end user focus on this, which I really like about the way you look at it.

David:                 Is when we talk about enterprise service management, and Jessica has been... let me not get into some of the details, what they've done at Randstad. The key thing is, you're looking at service accessibility at a single point of contact.

David:                 I hear that over and over again. I see it in the research. I hear that in articles, and talking to clients and trade shows. It's the question as, "Why do I have to go to 18 different places, if I have to do things like onboard an employee? Or if I need to do a new office setup, or something like that.

David:                 Why can't I just go one place, so that one thing gets all that done? This is some of the problems by service management, all for the fulfillment. It'd be nice to have one place, that maybe I can track everything. Have a consistent experience.

David:                 Maybe be a lot faster, what I'm doing now with a bunch of manual processes in the back end. Then ideally be more transparent, I can keep track of my requests. From the provider perspective, it's going to be nice to have a little flexibility how we configure services, how we could deploy them.

David:                 Then once they force you, and it keeps going back to as, "Guys, at the end of the day, you got to have a firm and solid IT service management foundation." If you don't have the foundation in place, the discipline, the workloads and so on nailed.

David:                 You're not going to have one technology underpinnings, and two honestly, the bandwidth to go off and work with these other departments, to do some of the things you're talking about. Very quick overview. What are we talking about when we say enterprise service management?

David:                 Some of the value proposition out there, but enough of me talking. Jessica, I want to turn it over to you. First, ask you to talk about Randstad a little bit, set the context of when you started in here.

David:                 What you're try to do with this approach, and ask you maybe to... after you talk about Randstad, what does enterprise service management mean to you? This is something I heard from your team and talking to you was, how we solve business problems probably on IT.

David:                 That phrase stuck in my head. With that, let me turn over to you, and see if you can just introduce us to Randstad and the context.

Jessica:               Sure, thanks. Randstad is a staffing company, we're the world's largest staffing company. We're second in the US. We employ approximately a 100,000 employees a week, through our temporary services. Then we have approximately 8 to 10,000 internal employees, that we have.

Jessica:               Imagine supporting 100,000 employees. They have questions about their paycheck, how they're receiving their benefits, anything like that. Randstad, we definitely stay busy.

Jessica:               We have a plethora of opportunity there, as far as we're employing people for factory work, all the way to CEOs and C-level suites and things like that. We do medical, accounting, C-suites like I said, manufacturing and logistics, office work, all those types of things.

Jessica:               How do you maintain, and how do we provide good customer service across the board for our Randstad organization, and keep a positive look for the customer? Of course, when we're working with employees, word of mouth is a big thing.

Jessica:               If we don't have a good rapport with that customer, then they can easily turn away many employees from working with our organization. That starts from square one, that starts from what does support look like? That's where my team comes in, as we're helping with that.

David:                 Yeah. Jessica, one thing that really gets me about Randstad is one, it's a very dynamic organization. I know I've heard you talk about the number of mergers and acquisitions they've gone through. Just the dynamics of gone employees, a lot of these contractors coming in and out of the system all the time.

Jessica:               Yes.

David:                 It just doesn't stop. In fact, I think you were saying the call load is like 3000, up to 3000 inquiries or incidents, or requests a week or something crazy like that. [crosstalk 00:11:49].

Jessica:               That's just one department. Yes, it's very-

David:                 [crosstalk 00:11:53]

Jessica:               ... dynamic. We're very busy all of the time in different areas, different things. Imagine payroll... our payroll department stays very busy. It's constantly moving. We have a very complex organization, and there are a lot of complex organizations out there.

Jessica:               That was one of the things that we were looking at, from a tool perspective. Is being able to maintain our complex organization, through a tool that could handle that load. You're right, we do have employees that come on and off the bench all of the time.

Jessica:               We have a very, very large employee database in Ivanti. We are definitely always looking for different ways of improvement, and different ways of functioning and doing things like that.

David:                 Yeah, and the thing that just gets me is, if your employees are wasting time honestly, waiting for requests to be fulfilled or on hold on the phone, for up to 15, 20 minutes. That's opportunity cost.

David:                 I mean, you can quantify that as a recruiter, they're not bringing in new employees. If it's a customer service agent, they're not dealing with customers. It's a really bottom line impact, which struck me. If people are-

Jessica:               Absolutely.

David:                 ... just wasting time trying to find things. If I could ask you, maybe talk about the vision in this space for Randstad. This is something I took from one of your colleagues. He was talking about this... actually just yesterday, honestly, so real time.

David:                 You started off talking about the first point, you wanted a solution that could do more in tracking tickets and requests, and really handle the complexity of the organization. Do you mind just talking about the points here, and how else do you see the vision for this?

Jessica:               Sure, the opportunity that we had when we were reviewing our tools sets, we started reviewing it several years back, based on the last acquisition that we did. We had basically two organizations. We had our professionals' business, and our general staffing business.

Jessica:               We needed to have one tool, that would process for the whole organization. We were looking at the tool that our professionals' business had, versus what we had in general staffing. That was, in general staffing we had Ivanti. In Ivanti, we were simply using it as ticket tracking at the very beginning.

Jessica:               When we started looking at the complexity, and the opportunity within Ivanti and all the different things that we could build out, we realized the potential of using the system for more than just ticketing. We didn't want to just have a ticketing system.

Jessica:               We wanted to be able to process requests correctly, and route things and use work flows, and provide solutions. We weren't looking to just bandage something. Or we weren't looking to just quickly move through different opportunities.

Jessica:               We wanted to really dive into them. We created our Ivanti teams. My team, we put us together. My team consists of two people, that came off of our tier one group. Our support services team, and one that came out of our account creation team.

Jessica:               The three of them plus myself, off of service desk, we all worked together and started building a team that really understood the vision, of impacting customer experience. How can we make it better? Who can we help? How can we cut out unnecessary steps?

Jessica:               What can we do to make not only the field perception better, but also our employee perception better, our corporate people perception better and helping them work easier? Keywords around us are agile and lean, and things like that. Lean doesn't mean you don't have enough employees.

Jessica:               Lean means that you're doing everything that you can do, with the number of employees that you have. We were looking at all of our manual processes. What could we do to implement automation, to take away the idea of being able to fat finger or anything like that.

Jessica:               We just really partnered, our big model is partnering with our vendors. We've really partnered with Ivanti, to make sure that we were developing, and putting out the best possible solution for our business.

David:                 Yeah, what I liked about everything you talk about here is, really kind of standing out in this quote here. That I'll do a shameless plug for a colleague of mine, Kevin J. Smith here. This is from a book he's written. He has always joked to people, "By the book." He's got some really good insights.

David:                 One that your colleague Neil listed on this, is what's here. This is just focus on the customer experience. As I talk more and more to you Jessica and everybody in Randstad, that focus and that passion for the customer experience like you said, that just drives through everything.

David:                 As you talk to people about automating more of the processes out, you're seeing their focus on the customer experience and saying, "How is this going to impact what they do? Make them more efficient. You can actually quantify, some of the business impacts is really amazing.

Jessica:               Yes, absolutely.

David:                 That's one thing [crosstalk 00:17:32]. Yeah, so I'm going to ask you to talk about... and I apologize for the bad [inaudible 00:17:40].

Jessica:               It's okay.

David:                 What happened at Randstad? You talked about, you look for ways to partner with your secure solutions vendor to say, "How can we improve some of the positives out there?"

David:                 One of the first stories I remember hearing about Randstad was, what happened around W-2 season. With that, I know you love telling the stories. What was a day in the life around W-2 season and Randstad, when you had everybody...? Well, take it from there.

Jessica:               Well, I think this has to be one of my favorite stories, because this is really what got me into the operation side of Ivanti. Really looking at the development aspect or the configuration aspect, because I got to build out this process initially.

Jessica:               Now, mind you, that person that I hired for that position, has taken it way beyond what I could do. I got to be initially involved in this. Though the goal that we were given, or the challenge that we were given is our W-2 season.

Jessica:               Of course, with having the number of employees that we have, or what we call talent that we put to work, we have large volume of calls that come in. Originally, they would have to hire, like on here it says 15 to 20 people to handle the volume. We had calls stacked in the queue for long periods of time.

Jessica:               The W-2 season ran typically, February to sometime into April, because people were just constantly calling in. If they didn't get through, then they would hang up and call back. It was a very long W-2 season. The project or the goal that I was given was, how can we pair that down.

Jessica:               What can we do to automate this, so we're not having to hire the number of people that we do? We took on that challenge, and what we ended up doing, is each year since we did this, we have been able to lower the number of weeks that we have W-2 season.

Jessica:               We added in the identification, to be able to have people choose their W-2 digitally, so they can have it emailed to them. They can actually have it mailed to them. We allow the call backs, so people can wait in queue if they have to change their W-2 or anything like that.

Jessica:               We went from... I guess like it says, 15 to 20 people in 10 weeks Down to two people, four weeks. Actually I was looking at the results from this year, from 2019. We had two people, and we had shortened it down to about two weeks. We're talking 15,000 calls a day, we get for W-2 season.

Jessica:               To have it down to just two weeks of that high a volume, was incredible. It's such an excitement, and I'm so passionate about it, because I did get to be able to participate in that.

Jessica:               Really make a difference for that end user, so they can get the information that they need. They can get their W-2, and they're not waiting on hold for an eternity.

David:                 Yeah, that's what got me. I mean, I heard stories like 15, 20 even longer, I mean, as a whole.

Jessica:               Oh, yes.

David:                 They're asking things like... and again, W-2, that's not IT, right? That's not some database transaction we're talking about. This is your tax W-2 form, right?

Jessica:               Yeah.

David:                 Yeah, and they're asking like, "Where is it? Could I probably get it soon? Oh, and what address are you sending it to, because I moved?"

Jessica:               Exactly.

David:                 "[crosstalk 00:21:27] my last company in there." I mean, these are calls going into not the IT service desk, but to the call center. I just love the fact that you automated that. You actually... if I remember correctly, you actually looked at the call tree and said... or the call menu, and you made number one on your response like, 'If you're calling about the W-2, press one."

Jessica:               Yeah, absolutely.

David:                 Yeah, and that just takes care of a lot of different calls. I just think if I was an employee on the other side, "Oh, okay. Thank you." I don't have to wait for 20 minutes, and go back and do work.

Jessica:               Exactly.

David:                 It has been a much more pleasant experience.

Jessica:               Exactly, because a lot of times people are calling right from their tax office, or something like that. If they can call in and just request it to be emailed to them, they can pull up their email on their phone and they're done.

Jessica:               Or they can pull it up on the tax office computer, or something like that. It's just, so much less stress on that.

David:                 No, I know. If you just looked on the cost side of things, it went down from 15 to 20 people if not more, down to 2. The time period is a lot less. You quantify that cost right there. I think you've got the larger value proposition, of helping the people on the other side of the line.

Jessica:               Absolutely.

David:                 You're helping out the customers, so yeah.

Jessica:               Absolutely.

David:                 Thank you for sharing that story. That was your first story into it. If I can ask you to think back, to how you got started. The W-2 thing, that was kind of the beginning in there.

David:                 How did you decide that, "Hey, I want to go off, and help out?" How many different departments are you're working with now? How many different teams, Jessica?

Jessica:               Yeah, we have 140 active teams right now. We have 195 in the system, but we have 140 active teams.

David:                 140 active teens. Oh my goodness, okay. Did you think at the beginning, "I'm going to go out there, and automate the workflows of all these different teams?" [crosstalk 00:23:26] more modest approach.

Jessica:               Absolutely not.

David:                 How did you start down this path?

Jessica:               Well, we decided when we did this... so Voice kind of spoke for itself. When we did the W-2 season, that just took off like gangbusters. We'll set that to the side, and talk ISM and talk service catalog, and things like that. How do you win people over to assist them?

Jessica:               Help them realize that the pain point of putting it into the system, or getting it set up will pay for itself in the end. Knowledge base, all of those different kinds of things. How do you approve them?

Jessica:               What we decided to do especially with service catalog, we decided to hit it hard with our most difficult part of the organization, and that's our franchise division. They will tell you up front, they don't hide behind anything. They want to know exactly how it is, and they'll tell you how it is too.

Jessica:               We decided if we could win them over, if we could help them understand the value of the system, and the value of the service catalog in requesting those things, we could sell it to anybody at that point. It took several weeks, and lots of conversations.

Jessica:               Really again, I'm going to use the word partnering, but partnering with that word part of the organization and saying, "Hey, you guys have the saying. We need your buy-in. What is it going to do for your buy-in?" Once we won over the franchise division, that's how we have taken their approach going forward.

Jessica:               We have approached many different teams and said, "Hey, we understand you're working on X project. Can we help you? Can we show you the value of how to utilize the system? Can we show you the value of using the ticketing system for tracking, like you had said?

Jessica:               For reporting purposes, and understanding the value of all those types of things." Once we could start showing them the value, they're coming to us now. Where we have more work than we can do at this point.

Jessica:               We've actually had to look at our configuration cycle, and making sure that we're able to meet the demand. It really is explaining and partnering with them, and showing them the value, that they can get out of utilizing the tool.

David:                 You work with a franchise team, and you said, "This is the most difficult team to work with."

Jessica:               Right.

David:                 "If we can win them over, we can win over anybody." It sounds like they're [inaudible 00:26:07] from New York. They just tell you exactly what they think to your face. How did you find out that they were having issues? Did you hear through the grapevine? Did you actively ask people? I'm just curious.

Jessica:               Oh no, again, they're very, very vocal, and so they have more than once sent... more than twice, sent emails all the way up the chain. It gets to the CIO, it gets to... the C level folks have their frustration. Or not being able to order the right equipment, or not being able to get somebody's paycheck re-issued.

Jessica:               Or all these different things, not being able to order a particular printer. Or lots of different areas that it can be used in, and we heard it from lots of different directions because again, they're very, very vocal.

Jessica:               Once it started going all the way up to the top, we were directed that we as an IT organization, needed to come up with some type of solution. Some way to be able to help them, and be able to make it a smoother process for them.

David:                 Oh, okay, I got that. Yeah, you saw the need out there. You were told, "You guys as an IT organization, you need the six steps. You took it, said, "Hey, we have a tool here that can do that, do on the request side what they need."

Jessica:               Yeah.

David:                 That's fantastic. One thing you said in there that I really liked, is you listened. You asked the questions, and then you stepped back and listened.

David:                 You didn't go in there... and I think I've heard this from you, and other people in your team say, "We didn't come in there, and tell them how to fix what's going on. We went in there and said, "What is it you want to do? How can we help you?"

Jessica:               [inaudible 00:27:55].

David:                 Then stepped back and listened. How important is that?

Jessica:               We found... and I found as an organization, when we expect... I have my own perception of how it is in the field. I have my own perception, of how it is in different departments. I can build all day long. I can develop. I can configure, as I need to.

Jessica:               I've got great ideas, but until they look at it... or they're going to be like, "No, this doesn't work for me. Or it doesn't work for our part of the organization, or anything like that."

Jessica:               Once we flipped that around, and actually went to them and said, "Okay, help me do this. I want to make this easier for you. Again, I want to get your feedback, because if you buy into it now, I know you'll be able to sell it out to more people."

Jessica:               Once we flip that around, and instead of forcing everybody to do what corporate thought, versus, "Lets do what the field... or let's do what the department needs. Then we can advise based on stuff that we've learned over the years, and different areas."

Jessica:               We're more using our team as an advisory, and then we develop and do what we need to do, and configure it based on what they need. If you don't sit there and listen, you're going to be rebuilding and reconfiguring and redeveloping.

Jessica:               Or you're going to do something, and put a solution out that nobody is going to be able to adopt to. We struggled with that for a number of iterations, until we realized that we were trying to get these people, to agree to what we thought was best. Instead of us agreeing to them, what they know is best.

David:                 Interesting, so you really looked to say, "What is it you really want to do?" Then you just fed back what you heard, to make sure you heard that right thing.

Jessica:               Absolutely, and then it's like if you repeat it to them, and you're like, "Okay, let me make sure I understand this correctly. Is this what you're looking for?" Then when you're starting to lay it out, and you're giving them ideas, you've got a completely better understanding of it.

Jessica:               They're more engaged. If you're just pushing out whatever as a organization, you feel is best for them, then it does not get picked up. People refuse to use it.

David:                 That makes a lot of sense. Let me drive in that point a little bit more if I could Jessica, and that comes out of the context of automation. You talked about using automation, to try and take out all the manual steps. One of the things you've got to do is, map out the workflow, right?

Jessica:               Right.

David:                 You've got to have all the steps automated, and the touch point. Very coordinated touch points, integration for the back end systems, whatever they happen to be. Your ERP system, your procurement system, HR system, whatever it happens to be.

David:                 How did you work with departments, to kind of say... to map out the workflow? That part of the initial engagement, did you wait for development? Did you get down that path, and did you whiteboard it? What were some of the tips and tricks you used, to kind of smooth that process first?

Jessica:               I think partnering with our other groups. Sometimes our other IT groups, can be a little bit more difficult as well. Bringing them in early is... I find helpful. Even if you bring them in at the very beginning, and say, "Hey, I'm just giving you a high level overview.

Jessica:               I'm not going to bring you back in, until we're ready to do this development. I want to show you what's coming up. What we're going to need from you, and what is your level of effort in that? So I can make sure that we're working together on this."

Jessica:               That helps. Especially with... everybody has got schedules. Everybody has got things to do. Especially with our organization, like our back office team. We work with them quite a bit, but right now they've got benefits to open enrollment, they've got W-2 season they're prepping for.

Jessica:               They've got all of these different things. Fitting into their sprint cycle, or fitting into what we need for development, it makes it way easier to start with them at the very beginning. Then say, “Okay, let me add you in when appropriate, but give me an idea of what timeframe you need to be brought in.”

David:                 Interesting. I like that you identified all the different touch points. If you miss somebody... if somebody brings up, "Hey, you really should bring in the guys down the hall here, or maybe the other building across the country," you encourage that I assume.

Jessica:               Yeah, absolutely. The more people that are involved, especially when you want to just make sure... there are times when I'll jump on a call, and I'll just say, "Hey, I'm not sure if you're going to be involved in this.

Jessica:               Or I'm not sure if this is necessary for a 30 minute call, but we may only be on the phone for five minutes. Let's talk through this." "Okay, great." Done and we're on to it.

Jessica:               I had one of those calls yesterday, but we were finished with the call. We wrapped it up real fast. It was just as easy, to get all the parties involved. Get it all settled real quick, and then we don't have to worry about it.

David:                 Well, it sounds like you've got a well-oiled machine running there now, so that's fantastic.

Jessica:               We definitely try.

David:                 No, that makes sense. When you build up the workflow, one thing you've mentioned earlier was agile, so do you whiteboard it with the business? I love the fact you said partner, with these other departments, you partner with them. You're not a support organization, now you're a partner with them.

David:                 I think that's fantastic. Do you go to whiteboard, to build out the workflow? You bring in the other teams are needed, to verify up just the way it should go. The Googles and all the interesting touch points, or there's something more you do?

Jessica:               Let me put that as a lesson learnt.

David:                 Okay.

Jessica:               Lesson learnt the hard way. We used to not whiteboard them. We used to just take their word for it, build it out, give it to them for testing. Then we found that we would then get it back, and change it and give it to them for testing.

Jessica:               Get it back and change it, over and over, and over and over, and over again. Lesson learnt the hard way. Let's not do that, because that just makes everybody upset.

David:                 Right.

Jessica:               We changed our way... we're doing it. When we get instructions, or when we're working with another team, and we're designing what they want... so let's say we're designing an item in the service catalog for them, we do whiteboard at first.

Jessica:               Or we'll map it out on a Google slide, or a Google doc or something like that. We'll say, "Okay, this is what it's going to look like. How does this look to you?" Get their sign off at that point first. Then we build it, and staging and let them test it, and do all those kinds of things and make the modifications.

Jessica:               When we didn't do that, it was so painful because it was just back and forth 100 times I'm telling you. Yes, lesson learnt, whiteboard it first. Then go forward right with it.

David:                 Well, it sounds like you whiteboard it, you mocked up different things. Rather than going through the pain and effort coding, and showing it to them, it's like, "Hey guys, here's what we mocked up. Or here's what we think it looks like."

Jessica:               Yeah, absolutely.

David:                 It's no, or maybe. Yeah.

Jessica:               It's easier to change it on a whiteboard, than it is to go in and change it. Although the configuration is very good in Ivanti, you still don't want to have to go in and change forms.

Jessica:               Show heights and all of those kinds of things within a form. It just makes it more complicated, when you can whiteboard it and get their approval first. We definitely are happy we learnt that lesson.

David:                 Yeah, that kind of increased the level of engagement. I'll say ownership of the automation, data delivering, with the business partner.

Jessica:               Ownership, absolutely. Absolutely, they realized we're not just some side team. We will really make a difference for them.

David:                 By focusing back on the value you're providing to it. I mean, like you said, that's something that keeps coming back all the time. You can quantify the time saved, both internally and externally. I think that's fantastic.

Jessica:               Absolutely.

David:                 Let me ask you, Jessica, at the end of the day, what are you delivering to these units? You mentioned service catalog, so you're providing like one place, that they can go to request different things or ask questions, tell me more about that.

Jessica:               What are we delivering? I like to say we deliver a one-stop shop. We have teams that for instance, we have a team that uses the service catalog for ordering things, for contacting people. We can put incidents within that service catalog offerings, so that everything's there.

Jessica:               Not only can they request things, they can also indicate that they need help with something. We provide Voice, so that they can receive calls or make calls out. Then we turn around and provide reporting based on that information, so reporting through extraction.

Jessica:               We're giving them all of the data, how many tickets did they receive? How many calls did their agent do? What were the hold times or the wait times? What's the SLA on the tickets? All those types of things, we can do that through reporting. From beginning to end, we're offering them a one-stop shop.

David:                 A one-stop shop, and also a way to track activity as well. You can ask to enter things like, how many times do people ask for W-2? Going back to a different example. Or, this is one I think I heard just yesterday was, how often do people need to ask, "What's my health plan with Cigna out here?

David:                 I just moved to a different state." You're putting one place for all these different... I won't say off the model, all these various requests-

Jessica:               Well-

David:                 ... that everybody who's been an employee or client is asking.

Jessica:               Absolutely, and you bring up a good point. Something that was brought to our attention. Our HR department just like you said, they need to make a phone call or something like that. HR has to have all of their information segregated, from the business so not everybody can see the HR data.

Jessica:               It used to be, previously, we would have two separate ticketing systems. One the HR maintained, and one that the rest of the business maintained. We found that, that was more complicated because you couldn't switch over tickets, from one way to another or anything like that.

Jessica:               We actually utilized our data segregation, and we have created that... what we'd call iron curtain in ISM, so that I mean, HR are the only ones that can see the HR business. A client calls in and they're upset. Somebody calls in about their benefits, somebody wants to know certain data that only HR can see.

Jessica:               They are able to see that, and the rest of the organization cannot. It's all contained within the same system. We're not maintaining two completely separate systems.

David:                 You're not maintaining it, but you're protecting the security, the confidentially and the privacy of the key data though.

Jessica:               Absolutely.

David:                 Privacy, yes.

Jessica:               Absolutely, security and auditing, and all of those types of things, we can keep it all contained within one platform. Then we're able to make sure that, the right people have the eyes on it.

David:                 Oh, that's... yeah, the whole privacy and security thing is a big thing. I know we talked about this topic with other people, that's maybe not the first question, but it's very close. She was like, "How do you maintain security, for all the confidential data that needs to be protected?

David:                 I think one answer I heard about that one was, there's different ways of doing it, but you can definitely do it. It sounds like you found a nice way of doing it.

Jessica:               Yes, and it has worked really well.

David:                 Let me go back to your point about, hey, you provided one place, one-stop shopping for all that. With service catalog requests, [inaudible 00:40:50] that's great.

David:                 Tell me more about the phone side. You mentioned that also, but do you have one number, one call center, one data center and it gets routed? Tell me more about that.

Jessica:               We have about 20 numbers right now, that point to our Voice system. They route to many different call centers, within our organization. Our main call center, is for primarily the talent or talent-related items. Pay, time entry, all that kind of stuff goes to the call center.

Jessica:               They are a high volume call center. We also have our IT. We have our benefits call center. We have an actual build spacing call center, for part of our business. Our AR department has now picked up on the value of Voice.

Jessica:               They use it for people calling in about accounts receivable, and their bills and things like that. Garnishments utilizes it at this point, because people call in about certain garnishments, that calls can be routed appropriately.

Jessica:               With the Voice we have the option for call back, or hold your place in queue. The talent doesn't have to wait in line. They can just receive a call back on their phone, it's helped tremendously. We also identify every one of our callers.

Jessica:               We found that with identification, they have to enter a set of numbers. We found that most people liked, when they could identify via their phone number. We set up that as a possibility, and said, "Hey," we gave them a message on the phone system.

Jessica:               That said, "We don't recognize this phone number that you're calling in from. If you'd like to set this up in your profile, press one or whatever it may be.” The first week we did it, I mean, the first two days or one or two days, we had 400, 600 people updating their phone number for calling in.

Jessica:               That way they didn't have to enter the subset of numbers. They could just identify with their phone number. That really helped when they identify with their phone number, or with a set of numbers. We can route appropriately, so we can route to IT if necessary.

Jessica:               We can route to the actual benefits companies. We send calls outbound too. If they need to talk to Cigna for insurance, we can route them directly to Cigna. All those different types of things, we also have workplace violence. That's a legit option now.

David:                 Wow.

Jessica:               Unfortunately, we have to be able to handle those quickly. We have that as a top option in our phone tree, so we can route it to the appropriate team that handles workplace violence, and those types of things.

Jessica:               We hope that workplace violence never gets used, but what if it does? What do we do with that particular call?

David:                 Right, that's a horrible situation to think of, but you don't want to be sitting there fumbling through the phone book or phone page, to figure out, "What number do I call??

Jessica:               Absolutely.

David:                 Yeah, and it goes back to again, that's efficiency and making things faster and easier for people to do, so they can get back to their jobs or stay safe in this case.

Jessica:               Yeah, absolutely.

David:                 Wow, that's an incredible thing. Jessica, one thing I wanted to make sure we talk about is, the fact that you've done a lot of great things. You're supporting 140 different teams and departments. You're doing a lot of agile work and everything, getting things rolled out.

David:                 You take the time... I'll say here communicate You also take time to celebrate the wins. I mean, you're making some great things. You're saving the company, hundreds and thousands and millions of dollars through the initiatives.

David:                 Tell me more about that. How do you guys communicate what you're doing? I know it generates more business than maybe you can handle, but how is that whole process?

Jessica:               Well, and how do you keep your team from getting burnt out? I mean, they're in the backend. They're not visible. They're doing configuration, they're doing that kind of stuff. How do you do that? It's by showing the wins. "Hey, Amanda worked on this project.

Jessica:               Now, she's been able to save the organization this many hours. Or these types of improvements, saved this amount of money." One of the projects that Chad worked on, who works on my team, was paid sick leave

Jessica:               . That was something that we got of course, with an incredible deadline of 48 hours or something. We had to have a solution in place.

David:                 Oh, boy.

Jessica:               ... and that ended up saving our company like $250,000. How do you communicate that? Making sure you're putting all of those types of things. Not only in front of your management team, but also in front of people of your field, of your peers, of all of those types of things.

Jessica:               You know what? Yes, it's my team, but they're the ones that are doing the configuration and development. They're the ones that need to have the win. They're the ones that need to be able to celebrate it. Sometimes we celebrate it by going out to dinner or lunch. Or sometimes we celebrate it by an email going out to people. There is a lot of different options.

David:                 I love it, so bring pizza in, and get the shout out and things like that.

Jessica:               Yeah.

David:                 Definitely broadcasting the benefits to all the different teams.

Jessica:               Absolutely.

David:                 Yeah, man, at a quarter million dollars, just with the sickly money going out the window. Wow, good job with the chat. That brings up something else I definitely want to highlight is, it's great, what you and Neil are opting to doing it. Is giving opportunities for a team to grow.

David:                 Like you said, you do choose up this challenge, and 48 hours of chat and you deliver. How's the move to enterprise service management? How has that impacted what you and the team are doing and growing?

Jessica:               Well, and that's what's so exciting. Is to see them excited and growing and wanting to learn more, and really involved in the whole evolution. Like I said, when I turned over the phone system over to Jeff, I thought it was at a spectacular level. Of course, I still think it's spectacular.

David:                 You are biased.

Jessica:               All right, I turned it over to him, and I mean, he adds where it was, and really getting them involved and really. Helping them understanding... I have a great team that is excited about saving people time, and money and energy and effort and all of that,. Really helping them have the ownership.

Jessica:               When Chad started in ISM, that was his baby. That's why he worked on, and he started creating all of these things. Now, Chad has moved on to more identity director and automation. Amanda is doing ISM ,and doing all the front end and back end of that and everything.

Jessica:               Really, also utilizing the tool, and the tool subsets and things like that, to also catapult your team into growing. Chad, I knew he was getting a little more... not necessarily complacent, but he was feeling comfortable. "Okay, how do I make him a little uncomfortable?"

Jessica:               Give him new challenges, give him new opportunity. That was through another opportunity within the same tool, by using automation and identity director and building all of that out.

David:                 Wow, I love it, and the fact I love you say that Chad was being a little too comfortable. I know the feeling, I tell that to my kids.

Jessica:               Yeah.

David:                 I mean, he stepped up to be delivered in 48 hours, like you said, with the paid sick leave. The other thing, it sounds like they feel like they've got a place that they can stay.

David:                 I mean, they always know there's more work coming in, and there's more challenges, more areas to grow.

Jessica:               Absolutely.

David:                 I just love the fact that yeah, you're bringing value all across. I lost count of how many different wins. I think we're up to a win, win, win, win, win situation across the board.

David:                 Now, I'd love that. I'm glad you've grant me chance to highlight that. I don't think that's unique a lot. I think more people go down this path. We hear similar types of things, so thank you. [crosstalk 00:49:20]

Jessica:               Then... yeah, that's what the tool gives you the ability to do. That's what's awesome about it.

David:                 Actually that's a very good point, because you don't want to like get people excited about what you can do, then you're sitting in there going, "We can't deliver the tools-

Jessica:               Right.

David:                 ... that we need you back. That goes back to what we talked about Forresters having that strong foundation, on the IT side of service management. You can do the workflows, you can do the service catalog. You do linkages in the process. You can do the integrations to the backend systems.

David:                 You got to have that there, to enable what you're doing, cool. Jessica, let's move on. I'm mindful of the time here. Lessons learnt, we talked about whiteboarding before you bring up the tool. Anything else you'd like to bring up? You talked about security as well.

Jessica:               I think the biggest lesson learnt for us, was don't back yourself into a corner. Make sure you're looking at the bigger picture. Even if you're working with someone who's not necessarily looking at the bigger picture, that's where you come in as an advisory source.

Jessica:               Say, "I think you're going down the right path, but I think there is a better way to handle it, in this way or that way," and just really not limiting yourself.

Jessica:               We really badly limited ourselves in the beginning. We had to tear that all apart, and redo it. I think it can go with lessons learnt, and with just a heads up. Make sure you're not backing yourself into a corner.

David:                 Was it a specific experience that happened to you? Do you just want to take like 45 seconds to describe that?

Jessica:               Well, one of the things... I'll go to the phone tree. One of the things, we were very limited on that, because we decided to get advice from the wrong person within the organization, within our Randstad Organization. They were really shortsighted in vision.

Jessica:               When we did that, it was completely backed into a corner. Then once we started saying, "Okay, no, that's the wrong direction to go." We backed all of that out and really started again. Really thought outside the box, and really thought broader picture. We were able to make better and quicker advancements.

David:                 Got it, okay. Excellent, let me stop here. We got a couple of questions that are coming in. I want to make sure we get to them, before we run out of time. Here's one that came in. Do you do chargeback for the services you're providing?

Jessica:               Currently no. We've talked about doing that, but we've never really gone down that path, to figure out the best way to do the chargeback.

David:                 Okay, so it's going to depend... but yeah. Yeah, so you said you got so much quantifiable value created. Hopefully, you can have that change. It'd be nice to have more budgets, I'm sure.

Jessica:               Absolutely.

David:                 Let me get down to a specific question here. Somebody was asking, so with what you're doing with the Voice tree, are you replacing the backend system? You're not actually replacing the backend system, right? You're doing more of the front-end in how actually submit a request?

Jessica:               Correct, we don't replace the backend system. Our backend systems are back office, HR and things like that. Our full employee record, that's where that sits.

Jessica:               The keys to the kingdom are there. With Ivanti, with Voice, ISM, all of those types of things, we get our data from back office, HR. We are not the record of all of the information.

David:                 Okay. I think I heard a phrase... what this reminds me, that I heard a phrase as you're using the [inaudible 00:53:28] system of request. Still not the system of record, the system of record will still get backend systems, your HR, ERP and so on. You're doing the different requests at the system.

David:                 I like that. Going back again, to that one point to ask for things, right. Here's [inaudible 00:53:47] on Voice. Is the Voice system a different tool? Do you mind just answering that Jessica?

Jessica:               It is a different tool. It is within Ivanti, but is separate outside of ISM. ISM... we do send information from the Voice system to ISM, so we can create tickets and ISM, and things like that. Voice is a separate system in itself, and it has agent dashboard and all of those types of things.

David:                 Okay, and it's integrated to do things like call pop, screen pops, and call records [crosstalk 00:54:28].

Jessica:               Absolutely.

David:                 Yeah, so like you were saying, out here, you're doing call routing. The information of the caller is going along, because I know I hate repeating myself for the third time. [crosstalk 00:54:40]

Jessica:               Exactly.

David:                 Yeah, so it's like, “Oh, I know who you are. Let me send your information along, if you're calling about the contacts." Great, okay. I'm trying to get... we're getting close to the top of the hour.

David:                 Let me just close out, Jessica, but then these are some of the things as we talked about, we see some of the benefits of... and it's funny, you say enterprise service management. It's enterprise service requests, and enterprise service catalog.

David:                 We get right down to it, but increasing productivity, better quality, improved innovation, automating formerly manual processes. The focal point of all this, is just higher satisfaction, higher efficiency. Just getting people back to doing the work that they need to do.

David:                 We got some more details in here, about what we were talking about. Would you say these are kind of the key benefits if you kind of rounded up? There might be other ones I know, but would you say this is kind of a good list?

Jessica:               Absolutely, yeah. That's what you're looking for. Ultimately, each person from any perspective, any different part of the organization is looking for these types of items.

Jessica:               That's why it worked so well outside of IT, or with any part of the organization. It doesn't matter if you're in AR or in billing, or accounts payable or IT, you're still looking to increase productivity.

Jessica:               You're still looking at improved innovation. You're still looking at higher satisfaction, each of those items.

David:                 All apply.

Jessica:               Correct, yeah.

David:                 Yeah, and I think going back to your previous point, don't let the tool hold you back. Make sure you've got a good tool, that can do different things you're talking about. Okay, fantastic.

Jessica:               Absolutely.

David:                 Let me pause it there, and see if we have any additional questions coming in. Oh, I have one question Jessica I forgot to ask you. Then we'll maybe close out with this one. What's next for your team?

David:                 You got more departments you want to hang onto? You got some more technology you're bringing to it? Tell me more.

Jessica:               Yes, we do have more departments that we're bringing on. Our procurement department is going live in October. We have more Voice opportunity, because we have Win 10, and the Win 10 team that will be coming on.

David:                 Really?

Jessica:               We have identity director that we're doing more with, as far as for our new hire process and setting that up. We use identity director and automation only, for termination at this point.

Jessica:               We have lots and lots of things to do, and identity director and automation, just it doesn't stop. I use a Kanban board to keep track of all of our projects. We just keep adding them in, and making sure we're scheduling them appropriately.

David:                 Yeah, you make sure you're streamlining development and DevOps process, and you can handle all that. Wow, that's great. Just to get... the time is flying. I can't believe we're already at the top of the hour.

David:                 I want to thank you so much, for taking the time to share with our attendees, the story of what's going on with Randstad. How you're leveraging your service management platform, to basically make a big difference possibly across the entire organization, both internally and externally.

David:                 Thank you again, for taking the time. Let me give you the opportunity to give any final pearls of wisdom to our attendees.

Jessica:               Absolutely, one thing, don't be afraid to... I hate the word, but don't be afraid to fail. Don't be afraid to try something. If it doesn't work, fix it, move on, change it, but do it in little sprints.

Jessica:               Do something and then roll it out. See if it works. Do it again, all those types of things. Don't be afraid to go back, and look at what you've already done to improve it when you learned more.

David:                 Don't wait till you get the final answer. Just jump into the water and start swimming.

Jessica:               Go in.

David:                 Yeah, don't cower first, and then you wake up to a crawl and all that good stuff. Maybe butterfly, but you got to get in the water. You've got to start working on it.

Jessica:               Absolutely

David:                 That's my take away. Okay, great. It sounds like you'll be pleasantly surprised. Well, you can do it. People will notice, and you'll end up like Jessica is saying.

David:                 You got more requests coming in, you're not selling anymore. Now, you're trying to say, "Okay guys, hold on. There is only a handful of us here working on this." Good problem to have. Okay, well, just a-

Jessica:               Absolutely. Thank you so much Dave. It was great.

David:                 No, thank you so much. It was a pleasure. I'm sure our attendees got a lot of good information out there. It's always great to hear about the things people like you are doing, and your team to make a real big difference out there. I really appreciate it. Thank you so much.

David:                 Thank you to our attendees for joining us for this webinar. Again, we've recorded, and you'll get a link to the recording and the slides, so you can share it with your friends and colleagues. Don't forget to buy Kevin J. Smith's book.

David:                 I'll make sure to send my invoice, to say we're selling your book for you [inaudible 00:59:42]. With that, let me just say thank you to everybody out there.

David:                 We really hope to see you at another Ivanti event, the virtual or in-person. We want to wish you God's speed, and enjoy the rest of your day. Thank you so much. Bye-bye.

Jessica:               Thank you everyone.

David:                 Take care Jessica. Thank you.

Jessica:               Bye-bye.