【正文】 as always been keen. In order to attract and keep these workers, good pensation is not only a key factor, but also a basic assumption. As a result, salaries and benefits for IT professionals have increased substantially in the last few years. To truly give merit to the value of IT operations staff, panies must address a key cultural issue. Historically, many panies viewed developers as the elite of the technical staff. They were the visionaries and the doers of the “cool” technical work. When plete, code would be handed over to the operations groups to “just run it.” Or, in software panies such as Microsoft, the majority of the code developed in years past was put in a shrinkwrapped box and shipped to partners and customers to integrate and operate. But with the Inter, ebusiness, more mature and plex IT solutions, and particularly the new “Extra” model that enterprises are embracing to do business together, operations is changing its role and being the very heart and soul of the anization. It can positively or negatively affect virtually every aspect of the business. Evidence of the growing importance of IT operations includes the recognition o。 an anization might have additional circumstances that affect the size of the workforce required to execute and deliver its agreements.) ? Number of users in the anization. The sheer number of users in an anization to some extent determines how many operations staff will be needed in order to provide timely and accurate support. “To some extent” is mentioned here because the types of users (defined by the specific function the users perform) help dictate how many “support personnel per user” are required in order to meet their service needs. Users engaged in heavy office automation tasks or who interact directly with customers place greater support demands on the support staff. Conversely, kiosk users and data entry users require far less direct support. For example, kiosks, such as automated teller machines, do not require much in the way of user support because their users rarely call for assistance while standing at the machines. Likewise, data entry users rarely call for support due to the more repetitive nature of their function。 Workforce Management Service Management Function Published: October 20xx Reformatted: January 20xx For the latest information, please see ii Workforce Management The information contained in this document represents the current view of Microsoft C orporation on the issues discussed as of the date of publication. 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Except as expressly provided in any written license agreement from Microsoft, the furnishing of this document does not give you any license to these patents, trademarks, copyrights, or other intellectual property. Unless otherwise noted, the example panies, anizations, products, domain names, e mail addresses, logos, people, places, and events depicted herein are fictitious, and no association with any real pany, anization, product, domain name, address, logo, person, place, or event is intended or should be inferred. ? 20xx Microsoft C orporation. A ll rights reserved. Microsoft is either a registered trademark or trademark of Microsoft C orporation in the United States and/or other countries. The names of actual panies and products mentioned herein may be the trademarks of their respective owners. Service Management Function iii Contents Executive Summary ............................................................................................... 1 Introduction ........................................................................................................... 3 Workforce Management Overview ....................................................................... 5 Goals and Objectives ............................................................................................6 Scope...................................................................................................................6 Key Definitions .....................................................................................................7 Processes and Activities ........................................................................................ 9 Process Flow Summary.........................................................................................9 Crafting an Operations Organization ...................................................................10 Determining Staffing Requirements ..............................................................10 Operations Organization Makeup Considerations .....................................10 Predicting Staffing Levels .......................................................................12 Hiring and Retention Considerations .............................................................12 Attracting, Developing, and K