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Kelly ServicesInformation Technology
Simplify Integrate Standardize Globalize
Welcomes
Kelly Services, Inc.
Simplify Integrate Standardize Globalize
Kelly ServicesInformation Technology
HDI Motown Chapter Meeting
Thursday, February 8th, 2007
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Kelly ServicesInformation Technology
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Agenda
• 1:00 – 1:15 Gathering & Introduction – Dan Wilson
• 1:15 – 2:30 Presentation
• 2:30 – 2:50 Break & Networking - All
• 2:50 – 3:10 Presentation
• 3:10 – 3:30 Q&A “Open Discussion” - All
• 3:30 – 4:00 HDI news & Wrap-up - Dan Wilson
Setting the Stage for a successful ITIL implementation program Setting the Stage for a successful ITIL implementation program “The Transformation of an IT Service Desk”“The Transformation of an IT Service Desk”
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Kelly ServicesInformation Technology
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Kelly Services Overview
• Kelly Services, Inc. (NASDAQ: KELYA, KELYB)
• Fortune 500 company (ranked 389), HQ in Troy, MI 8000 FTE Corporate & Field personnel
Provide employment to 700,000 employees annually
2006 Revenue, released on 1/25/07, $5.6B (up 6.7%)
2006 Earnings $63.5MM (62% growth over 05’)
2005 Revenue up 6.1%, Earnings up 85%
30 Countries
New Global Model - 3 Regions (Americas, EMEA, APAC)
Corporate offices in Troy (HQ), UK, Sidney & Singapore
Data Center & Help Desk in all 3 regions (4 locations)
3 Divisions – Commercial, PTSA, Staffing Alternatives
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Kelly ServicesInformation Technology
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Kelly Services History• William Russell Kelly – Founded in Detroit October 7, 1946
• Became Kelly Girl Services in 1957
• Public – January 9, 1962
• International 1968, expanded to Europe in 1972
• Fortune 500 since 1985
• Clients – 92% of Fortune 500 & 96% of Fortune 100
• Ranked 5th largest in Staffing Services sector
• Opened the “Hotline” in 1976 – First in Industry for Temp StaffFirst in Industry for Temp StaffOriginally intended to provide support to the Kelly Temps who were placed on assignment at our Originally intended to provide support to the Kelly Temps who were placed on assignment at our clients “How To” questions.clients “How To” questions.
• Allison Everett – Current CIO, appointed 2003
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Kelly ServicesInformation Technology
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Information Technology
• Perception of Kelly Internal IT: Processes lacked maturity
• Inefficient, not optimized, antiquated, lacked accountability (RASIC)
Conflicting roles & priorities – projects vs. production
Inappropriate use of Metrics & Reporting
Success based on Heroics (not process maturity)
IT not viewed as a business enabler or services partner, but as an underling cost or expense
Who are our Customers? - conflict between Clients, Business Customers and User expectations
Unresponsive – missed business opportunities
Need to be more Proactive – lacked IT stewardship – help to solve business challenges through the appropriate use of IT
Resistant to change – in both process & technology
Lacked perspective on best practices – how to improve?
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Kelly ServicesInformation Technology
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ITSM Goals for Kelly?
To align IT Services and Capabilities with the current and future needs of the business
To improve the quality of IT service delivered
Can we realize cost savings associated with IT service provisioning & support
• channel expense to new projects & service initiatives
IT Service Management – foundation for ITIL““Management of IT Services to meet the requirements and Management of IT Services to meet the requirements and expectations of the customer, where services are defined as a set expectations of the customer, where services are defined as a set of related and configurable IT components that are assembled in a of related and configurable IT components that are assembled in a solution to support one or more business processes. They exists solution to support one or more business processes. They exists solely to support the business and it’s efficient and effective solely to support the business and it’s efficient and effective operation.”operation.”
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Kelly ServicesInformation Technology
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Where to Start?
• Current Situation Analysis
Consult with experienced professionals• Pink Elephant – accelerate knowledge & understanding of ITIL• INS – Process Maturity Assessment• Unisys – Master Certified ITIL, Six Sigma Black belts
ITIL Process Maturity Assessment
Based on assessment look for Low-Hanging fruit• What areas are the easiest & quickest (obviousobvious) to address• What areas are most troublesome• What areas are most visible• Obtain Quick-wins• Avoid taking on too big of a task as a first step
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Kelly ServicesInformation Technology
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IT Service Management Capability Maturity Model
Assessment model based on the original SEI Capability Maturity Model
5 levels (Initial, Repeatable, Defined, Managed, Optimized)
Capability Maturity Model Integration (CMMI) – released 2000 5 levels (Initial, Managed, Defined, Quantitatively Managed, Optimized)
Post ITIL Implementation Assessment Kit
To establish the extent to which an organization has adopted the OGC ITIL Best Practices 1 Prerequisites Availability of Minimum Prerequisites to support process activities
1.5 Management Intent Existence of Organizational Policy, MBO, Strategy, Vision
2 Process Capability Process Capability – minimum steps defined to execute work
2.5 Internal Integration Internal IT Integration of processes to fulfill the intent of the process
3 Products Are all IT Products & Services being produced through the processes
3.5 Quality Control Review and Verification of process outputs
4 Management Information IT Governance and Decision based on adequate and timely process information
4.5 External Integration BPM IT process integration with non-IT Business Units across the enterprise
5 Customer Interface External Review and Validation of Services and process output to ensure CSAT
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Kelly ServicesInformation Technology
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ITSM Process Maturity Rosette - exampleexample
Cover text
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Kelly ServicesInformation Technology
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ITSM Assessment Sample Questionnaire
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Kelly ServicesInformation Technology
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ITSM Capability Maturity Model & Six Sigma Integration
1. Initial Unpredictable & Poorly Controlled
2. Repeatable Can repeat previously mastered tasks
3. Defined Processes characterized, fairly well understood
4. Managed Process measured & controlled
5. Optimized Focus on process improvement
Dis
cip
lin
ed A
pp
roac
h
Sta
nd
ard
& C
on
sist
ent
Pre
dic
tab
le
ITIL Framework willonly allow you to
achieve IT CMM Level 3
Process ManagementTechnique (e.g. Six Sigma)
is needed to obtainProcess Optimization
Co
nti
nu
ou
sly
Imp
rovi
ng
Process &
Service Quality
Variatio
n
Process &
Service Quality
Variatio
n
HighHigh
LowLow
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Kelly ServicesInformation Technology
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Where did Kelly begin?
• IT Service Desk People, Process, Technology
Service Support ModelService Support Model
Team Structure & Charter
Incident Management process
Staffing & Recruiting practices
Knowledge Management
Critical Success Factors (CSFs) & Key Performance Indicators (KPIs)
Metrics & Reporting – BPM & Dashboard
• Problem Management Problem Management
RCA & Corrective Action
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Kelly ServicesInformation Technology
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PeoplePeople
ProcessProcess
(BPM)(BPM)TechnologyTechnology
OrganizationalOrganizationalModelModel
ITITGovernanceGovernance
• VisionVision• MissionMission• ObjectivesObjectives
• PoliciesPolicies• PrinciplesPrinciples• Business PlanBusiness Plan
Industry Standards &
Best Practices
COBIT
ITIL
DemingTQM/KQMS
Meth
odol
ogies
PMPMI/PMP(PMBOK)
SDLCWaterfall
RAD/RUP
Six Sigma
IT Service Management Dimensions
Regulatory ComplianceRegulatory ComplianceSarbanes-Oxley CISPHIPAA SSNPAITPA
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Kelly ServicesInformation Technology
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Why did we start there?
• “Hotline” Help Desk - 30 years of evolution
C3, Help Desk, IT Service Desk
Extensive shuffling within Kelly for the Hotline
Cross Functional Help Desk model• Universal Agents - all agents, all calls, all the time “Jack of all trades, Master of none”
9 Severity Levels - lost its effect
Ineffective Functional & Hierarchical Escalation
No Quality Assurance or Data Integrity checks on KEDB (KM)
Integrated Incident/Problem management process including notification with RCA on all “urgent” issues regardless of error status.
Poor service performance – metrics that were below industry norms
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Kelly ServicesInformation Technology
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The Transformation of an IT Service Desk!• No sacred cows – “we changed everything” – significant paradigm shift
• Are we an IT Service Desk or C3? – Charter “SPOC for the support of our IT Services & Solutions”
• Negotiated Service Level Objectives with Senior BU Leaders FCR > 75%
ASA < 45 seconds
Call Answer Percentage – “70% calls < 45 seconds”
CAR < 5%
MTTR – Sev1 (1 hr), Sev2 (4 hrs), Sev3 (24 hours), Sev4 (72 hrs)
RFS/MAC (5 Business Days) – (24 hours???)
• Transition to a split-functional Service Desk model Established 5 core competencies:
• DCE, COTS, Enterprise “ECOTS” (Oracle, PeopleSoft, Notes), Kelly Proprietary Apps, ASP
• Established 2 teams Technical & Business Technical – DCE & COTS
Business – ECOTS, Kelly Proprietary Business Apps, ASP Services
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Kelly ServicesInformation Technology
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People
• Restructured Job Descriptions (JDQs) for Analysts
Went from 3 (Agent, SME, Senior) to 2 (SME, Senior)
SME - all Agents must have SME status in one or more core competencies
Seniors – call patterns, parent-child relationships, special cause/common cause, event correlation, review all Sev 1 cases
• Recruit MIS & CIS professionals – changing the makeup of the team overtimeovertime
• Springboard into IT – BA, PM, SQA, DBA, Developers, Engineering, Systems Administration, Security
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Kelly ServicesInformation Technology
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• Shift Responsibility Transition application & institutional knowledge to Level 1
Transfer all Password resets to Level 1
Transition Remote Desktop Support responsibilities to Level 1
Place Hotline Analysts on TDY assignments and projects
• Employee & Team Recognition Highest Call Volume
Highest Number of Resolved Incidents
Highest FCR %
Established Recognition & Suggestions email address
Healthy “Fun” Team Competition
People
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Kelly ServicesInformation Technology
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Process Improvements• IM Process
2nd Level Case Ownership – Functional Escalation through Case/Sub-case capability
Parent/Child Case Management capabilities
Recognition/Identification of Common Cause & Special Cause cases
SLOs for MTTR including process provisions for hierarchical escalation
Incident Notification• IT• Customer (Kelly BUs)
Introduction of Severity based on• Scope – objective• Impact – subjective
Weekly Operational Review:• Performance Measurements• Case Volumes• Case Correlation to Change & Release• Detailed review of all Sev1 cases
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Kelly ServicesInformation Technology
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Process Improvements• PM Process
Identification of Unknown errors stemming from Sev1 incidents
Pattern Recognition – high volume trending
Introduction of Knowledge Management, Problem Manager and Problem Analysts roles
Adoption of Ishikawa “Cause/Effect” & 5 Whys method for RCA
Error Control – KEDB, Corrective Action
• PM SLOs RCA performed on all problem cases within 5 business days
75% incident resolution due to accurate error control and solutions (work-arounds) in the KEDB
Reduce Number of Incidents per user per month to 1.5
Percentage of repeat Problem Cases as a result of misdiagnosis of Root Cause or ineffective Corrective Action
• Dashboard Visibility into SLOs (CSFs & KPIs)
Share the news – both good and bad
Demonstrate the value of solid management practices based on metrics and data analytics
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Kelly ServicesInformation Technology
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Technology• Restructure ACD
Revised menu options• Introduced more options – 9 specific to our services with highest call volume at the
beginning• Introduced more call numbers – Based on user constituencies & clients• Restructured agent prioritization and overflow handling
• Modify Clarify CHD to allow Case/Sub-Case, Parent Child, Auto User Notification
• CSI & User Survey integration
• Enable use of Remote Assistance & Remote Desktop
• Severity 1 broadcast messaging on Kelly Intranet – “Kellyweb”
• Roadmap for Service Desk Tools Architecture Auto Quality Assurance Monitoring
Resource Management
CTI – Desktop Management, Asset Management & User Profile Integration
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Kelly ServicesInformation Technology
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• Kelly IT Resources business unit established in 1999
• 2005 total revenue of $280 million
• Current workforce consists of more than 8000 IT professionals
• Over 40 dedicated Kelly IT Resources branches domestically
• International operations (Canada, France, Netherlands, Russia and Singapore)
• Contract Staffing (contract, contract to direct, direct hire)
• Group Staffing and Human Capital Management
• Master Vendor or Managed Service Provider
• Project Solutions Help Desk (IT technical call centers)
Technology Deployments
Staff Augmentation (Support, Development)
Project Management
Kelly IT Resources – “KITR” Business Unit
Joseph M. LicavoliSales Manager(248) 404-9567
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Kelly ServicesInformation Technology
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US Branch Locations
West Region Central Region Southeast Region Northeast RegionNortheast Region
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Kelly ServicesInformation Technology
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5%10%
19%
7%8%18%
18%
15%
Project Management
Web Development
Programming/Software Engineering
Software Testing /Quality Assurance
ERP
Database Development/Admin
Network Design/ Admin
Help Desk/ PC Tech/ Desktop Support
2005 KITR Employees
KITR – IT Classification Breakdown
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Kelly ServicesInformation Technology
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13%
14%
10%
10%9%
8%
7%
7%
6%
6%
6%4%
Banking, Finance & Insurance
Bio Sciences
Engineering & Manufacturing
Government
Software Development
Hi Tech Manufacturing
Energy Productin & Services
Food Manufacturing & Distribution
Telecommunications
Business Services
Travel, Leisure & Transportation
Health Care
2005 Industry SegmentationKITR Resources Industry Segmentation
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Kelly ServicesInformation Technology
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Break & Network
2:30 – 2:50
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Kelly ServicesInformation Technology
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Hotline Statistics- U.S. Based Operations
• Monday-Friday, 5:30 AM to 8:30 PM
• 15 Technical Team Analysts
• 15 Business Team Analysts
• 2 Supervisors
• 35,000 of users
• 150 Applications
• User Constituencies: Full Time Branch, Kelly Temps, Clients, Vendors, Corporate Customers
• Call Volume-2006 Average 3881/week
• Case Volume-2006 Average 3440/week
• Email Volume-2006 Average 319/week
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Kelly ServicesInformation Technology
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Performance Based Improvements• Revised Quality Monitoring-subjective vs. objective, higher points on
“key” points of call and case
• Revised Work Instructions and process flows-designed to mirror ITIL Incident Management process
• Implemented monthly stat sheet-emphasis on key performance metrics (productivity, quality score, wrap up time, tardiness)
• Autonomy to make more decisions and track call patterns
• Assignment of Projects to Analysts
• In Process: Defining Senior Analyst role to include more leadership responsibility
• Monthly Employee Awards-metrics based recognition honoring two of the following categories drawn randomly: wrap up time, number of calls answered, highest quality monitor score, highest productivity, highest score on monthly stat sheet, highest call resolution percentage
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Kelly ServicesInformation Technology
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Additional Changes
• Changed phone scripting and prompts
• Repaired SYMON display boards
• Repaired SYMON Desktop displays
• Developed process and “mindset” to answer inbound calls first and foremost
• Charged Seniors with queue monitoring
• Technical Team created “quads”
• Strengthen core competencies in individuals-Notes SME, RA/RD SME
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Kelly ServicesInformation Technology
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Hotline IT Service Desk Improvements
SLO ITIL Based Service Level
Objective
2005 Average
2006 Average
Avg. since June 3, 2006
4th Qtr. 2006
Average
First Call Resolution
75% 58% 74% 78% 82%
Call Abandon Rate
5% 23% 16% 13% 11%
Avg. Speed to Answer
45 Seconds
126 Seconds
108 Seconds
84 Seconds
70 Seconds
Speed to Answer Call Percentage
70%<45 Seconds
N/A 55% 60% 65%
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Kelly ServicesInformation Technology
IT Infrastructure Operations & ServicesITIL Service Support Dashboard
For Week Ending 2/3/2007
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Kelly ServicesInformation Technology
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Plans for 2007• Change Management Module
expanding the role of the CAB
Enforce compliance to the CM process, process rigor
• Service Level Management SLA template based on Performance, Availability, Quality & Security - completecomplete
OLA templates for inter-functional departmental services
• Availability Management Business Service Management – complete tools architecture
End User Experience (EUE) – Application Performance Monitoring• Synthetic Transaction Monitoring• Passive Monitoring and Performance Baselining using “real” network traffic• External monitoring of our ASP and Managed Hosting Vendors
• Enterprise Operations Command Center Virtual centralization of “support” functions
Separation of Duties
Audit Compliance
Dashboard monitoring of IT Services & Solutions
Proactive “trend-based” alerting
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Kelly ServicesInformation Technology
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Questions
&
Answers
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Kelly ServicesInformation Technology
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HDI News & Wrap-up
Dan Wilson
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Kelly ServicesInformation Technology
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Thank You!Thank You!for inviting
to host the
February HDI Meeting
Kelly Services, Inc.
“Kelly Talent”