Johnson & Johnson (J&J) believes good health is the foundation for building vibrant lives, thriving communities, and forward progress. For more than 130 years, J&J has been committed to using their reach and size, to create healthier communities by putting a healthy mind, body and environment within reach of everyone, everywhere. As J&J’s 130,000-plus employees across the world are blending heart, science, and ingenuity to profoundly change the trajectory of health for humanity, their Technology Services End User Services organization saw an opportunity to put the employee IT experience at the center of their enterprise.
J&J generates 1.5M ServiceNow tickets annually, however they had no way to proactively address problems as they couldn’t close the loop at scale or get actionable insights from feedback. The IT experience team realized they needed to build an employee listening program that would increase productivity, surface pain points, guide improvements, and drive action across the entire employee journey to ultimately improve the end user experience.
We recently sat down with Anthony Pacitti, IT Manager, End User Experience at J&J, to learn more about the ways J&J leverages service-desk feedback signals to improve employee experience.
Simply put, to our employees their PC is the technology. Therefore, we need to support everything about the PC from the hardware to the software. For us we need to make sure that their daily usage of their PCs allows them to seamlessly complete their day-to-day business activities.
If anything, the last few months have showcased that technology decisions we have made overall internally, especially large shifts to the cloud, work in mass usage. It hasn’t been perfect but making sure we are monitoring systems with some extra care, reviewing the quality of our support desk resources, and optimizing staffing within our contact centers has allowed us to continue to support our employees at the levels we expect of ourselves and in some cases even better than before.
I tend to relate this question to two lessons of equal importance. First, failures are a good thing – both big and small. That’s how a leader grows into a better leader; everyone fails to various degrees, but how they learn from them helps shape them into who they become. Second, never wait for the next opportunity in your job. I’ve been least happy with jobs when I stick with one thing that becomes operational, versus finding challenging work that can lead to new opportunities and roles. The work I do now I’ve started as side projects that are now my main job responsibilities.
We understand everyone has different situations with regards to their work from home setups. We have had impacts to our support channels to various degrees that have been challenging to work through at times, but it has also allowed us to extend smaller used channels and newly defined channels as growth opportunities. This has allowed us to evolve our support strategies that have us thinking what is next versus when to go back to “normal.”