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Manager of a
team of 18, providing technical support to 65,000
[snip] employees, for both Desktop (including:
Microsoft Office, Windows 95, 98, 2000, XP Novell
network manager, Remotely Possible and Lotus Notes) and
mainframe applications (including CARE – Customer
Accounts Receivable Enquiries, CAS – Customer Accounts
System, GEMS Global Electronic Mail System, and many
more).
Technical
– Ability to address customer issues in a timely fashion
covering all technical areas provided to [snip] employees, including 3rd party
vendors. This included understanding PC builds,
LANS/WANS, system security, many of the mainframe
systems and all software related issues.
Driving
results
– Thinking strategically and conceptually to ensure the
customer’s needs were always met, and the Helpdesk’s
“Best in Class” status was retained (as measured
internally and externally). Close attention to
individual performance measures, scheduled and ad-hoc
“one to ones” with team members. leading to team goals
being achieved.
Problem
Solving
- Requirement to quickly understand problems and create
innovative solutions to ensure minimum system downtime.
Change and
Project Management
– Dealing with customer issues relating to Server
outages / system downtime. Viruses. e.g. The Fun-love
virus.
Staff
development whilst managing up to 34 projects at one
time combined with any Operations issues prevalent on
the given day, Projects included: Disaster Recovery
planning, cross training, remote access – Laptop user
access to [snip] with Phoenix
and Sydney desks, skill-sets matrix- a project to
identify the existing skills within the team and then
build on them.
Personnel management - Including recruitment,
performance management, promotions and dismissals.
Designing, setting and measuring the individual analysts
goals to ensure Service Level Agreement (SLA)
compliance, this included development plans to get
individuals back on track where required.
Annual
appraisal results were then derived from these monthly
progress markers, to ensure compliance with the
designated working practises, processes and standards.
Inter
departmental management
– Worked in partnership with other departments to
deliver business objectives through technical and
specialist support, whilst appreciating that many of the
Helpdesk expansion projects led to reductions within
these departments. Consideration of the customer at all
levels to ensure best practises were maintained.
Introduction of “open days” and “overviews”;- to inform
other departments and employees to understand how much
the Helpdesk had been changed and what new tools had
been implemented to enable these changes..
Budgeting -
Responsible for the Helpdesk cost centre budget £2
million per annum, covering all costs and income
(service fees etc) relating to the Helpdesk.
Provided
assistance for 2 further cost centre managers for their
budgets – Desktop support £2.5million & Lotus notes Team
£1.4million.
Where
required stand in for Department Director. |
