Under each person's name, we put another person's name/number as their primary backup support, and under that another person's name/number as the secondary support. We now had a good plan in place for team absences.
As we looked at it further, we realized that we could use this same process when we were overloaded with calls at any given time by checking what tickets our primary and secondary people had, stepping in where we could, and check in with each other if we found ourselves without an immediate problem to deal with.
Within six months, our customer satisfaction surveys improved with very few customers commenting on resolution or response time issues. One unexpected bonus was that we developed a better sense of trust within the IT team and relied on each other.
The managers looked at the new corrected hours and worked with employees on a process to approve overtime, depending on the circumstances. The new time-reporting process worked very well for everyone. I guess I went from a "skeptic" who thought such training and processes wouldn't actually make change to a believer who saw, in the right circumstances and with the right management, things can improve.
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