Analyzing Customer Support Management and Help Desk Operations

This case study examines a customer complaint regarding poor internet service from Qantic Private Limited and proposes solutions to enhance their customer support management. It emphasizes improving communication strategies, engaging stakeholders, and focusing on critical touchpoints. The study also includes a user guide for a staffing calculation tool to estimate the required number of full-time employees based on call volume, highlighting the importance of FTE calculations in assessing workforce needs and tracking employee growth. The analysis underscores the need for consistent service provision and utilizing employee engagement templates to improve the overall performance of the help desk section.

Running Head: CUSTOMER SUPPORT MANAGEMENT 1
Customer Support Management
Student’s Name
Institutional Affiliation
Date of Submission

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Q1. Case Summary
This is a complaint case of a customer named XX towards Qantic Private Limited regarding poor
internet connects. According to the customer, he bought the “Home Basic” internet access plan at
70$ monthly. For the first three months of use, the service was okay with the internet smoothly
running. However, as the fourth month began, the internet speed reduced to 1Mbps with often
disconnection interruptions. Our client (Mr. XX) then got frustrated because of the poor
connections which meant that he could not perform his online activities smoothly. He was also
troubled with his online studies. That is the time he decided to contact Qantic Private Limited
through our customer service portal.
Q2. Help Desk Operations
Since we are an IT company located in Australia with operations in providing internet access for
businesses and homes, telephony services, as well as transition of data, we need the support and
feedback of customers to improve such operations. We employ a number of a number of
communication media here at Qantic Help Desk. For communication with customers, we
recognize the uses accounts, mobile apps, and internet browsers. However, with increased
tendency to use social platforms, we may also engage the customers through Twitter and
Facebook (Management, 2017).
Regarding XX’s case, I would suggest a number of ways to avoid such incidents in future. The
solutions include enhancing the strategy used by Qantic towards customer service provision,
engaging all stakeholders of Qantic in customer service provision, and looking at every
checkpoint.

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Regarding the enhancement of the strategy used by Qantic towards customer service provision,
all workers need to have skills as well as learn on their mode of interaction with customers.
However, some of the organizational strategies towards achieving enhancement include
practicing proactive customer service provision by ensuring that customers are made happy
before they approach the help desk with their problems (Washington & Hacker, 2012). On the
contrary, looking at every checkpoint entails demonstrating proper skills of customer service
provision. As stated in the customer service provision policy document, a bad experience on the
customer’s side can ruin the relationship with Qantic and then translate to business failure
(Gartenstein, 2018). Demonstrating the right service provision skills require consistency and
paying attention to vital touchpoints. Third, engaging representatives requires understanding the
way that the helpline section feels towards their work place conditions, career advancement
opportunities, compensation, the peers, and training (Salesforce, 2018).
All in all, we need to have an employee engagement template that would help Qantic overview
the work performed by the Help Desk section. With that, the administration can also compare
customer-worker engagement with other companies (Wilder, et al., 2017).
Q3. User Guide
Staffing Calculation Calculator
i) Overview of the tool
The main use of this tool is to estimate the number of “full time equivalents” (FTEs) that are
needed per every month’s average call volume rate (Laihonen, Lönnqvist & Metsälä, 2015).
ii) Directions of use
A. Time worked by part-time employees

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To find the time worked by employees that work on part-time basis, the expert is required to
check the records of accounting. The records will help in identifying hours worked by such
employees. The same can also be used for full-time workers.
First; check the number of weeks that each worker has worked then multiply total weekly hours.
For example, if a part-time worker spent 15 hours working each week for a total of 40 weeks,
then the calculation will be as follows:
1 x 40 x 15 = 600 hours
However, if 2 Part-time workers spent 15 hours for 50 weeks each, the calculation would be as
follows:
2 x 15 x 50= 1500 hours
If the results are added, the total number of hours is obtained as follows:
600 + 1500 = 2,100 hours for part-time workers.
B. Time worked by full-time workers
These kinds of workers take a minimum of 30 hours and a maximum of 40 hours every week
working for more than 120days every year. For calculations, finding the total time in hours
worked by employees that work on full-time basis, the expert is required to check the records of
accounting. From the records, obtain the number of hours worked by such employees.
First; check the number of hours worked every week (whether 30 or 40) by a single worker then
multiply by the number of workers. For example, if 3 full-time workers spent 30 hours working
each week for a total of 52 weeks (in a year), then the calculation will be as follows:
3 x 30 x 52 = 4680 hours

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However, if 2 full-time workers spent 40 hours for 50 weeks each, the calculation would be as
follows:
2 x 40 x 50 = 4000 hours
If the results are added, the total number of hours is obtained as follows:
4000 + 4680 = 8680 hours (for full-time workers).
Now locate the employee data. Here, you require the number of part-time and full-time workers
in total. Such information is always available in the organization’s accounting records. Note that
full-time workers are them that work for more than 30 hours every week.
Afterwards, enter the data of workers in relevant fields of the calculator. Note if the hours that
the employees worked are in the correct format (i.e whether monthly, weekly, or annually) then
edit such data appropriately. Ensure that the entered information is double-checked before
pressing on "calculate". This measure ensures that the values are correct.
The obtained data from the calculator should be treated as estimates. The data can be used as
values that are roughly estimated for the expert’s guidance in other important calculations.
However, such calculations are not supposed to replace tax or legal advice from professional in
the field.
iii) General Importance
FTE calculations and analysis are important in the assessment of the number of workers required
in a given section of the business. The management also stands a chance of tracking the total
employee growth trend after a given number of years and also helps in the analysis of FTE
changes (Cuozzo, et al., 2017).

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FTE data is comparable to other metrics for the assessment of the number of additional workers
that contribute to revenue generation or profitability of the business (Kelm & Risner, 2017).
For a business organization with part-time workers, the working hours need to be converted to
full-time equivalents (Hewitt, 2016).
FTE data can also be used in the comparison of headcount to square footage or revenues all of
which are useful in processes of decision making, budgeting and laying off or hiring (Barrett,
2017).
As I mentioned earlier, demonstrating the provision skills for the right service requires
consistency and paying attention to vital touchpoints (Barrett, 2017). Using a staff calculating
tool would help in paying such attention. Also, there is a need to have an employee engagement
template that would help Qantic overview the work performed by the Help Desk section
(Ardeeser, 2017).

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