Help Desk Analyst: What would have to be true for the option on the table to be the best possible choice?

Save time, empower your teams and effectively upgrade your processes with access to this practical Help Desk Analyst Toolkit and guide. Address common challenges with best-practice templates, step-by-step work plans and maturity diagnostics for any Help Desk Analyst related project.

Download the Toolkit and in Three Steps you will be guided from idea to implementation results.

 

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The Toolkit contains the following practical and powerful enablers with new and updated Help Desk Analyst specific requirements:

STEP 1: Get your bearings

Start with…

  • The latest quick edition of the Help Desk Analyst Self Assessment book in PDF containing 49 requirements to perform a quickscan, get an overview and share with stakeholders.

Organized in a data driven improvement cycle RDMAICS (Recognize, Define, Measure, Analyze, Improve, Control and Sustain), check the…

  • Example pre-filled Self-Assessment Excel Dashboard to get familiar with results generation

Then find your goals…

STEP 2: Set concrete goals, tasks, dates and numbers you can track

Featuring 711 new and updated case-based questions, organized into seven core areas of process design, this Self-Assessment will help you identify areas in which Help Desk Analyst improvements can be made.

Examples; 10 of the 711 standard requirements:

  1. Is there a transfer of ownership and knowledge to process owner and process team tasked with the responsibilities.

  2. Is it economical; do we have the time and money?

  3. Is the team sponsored by a champion or stakeholder leader?

  4. Is the Help Desk Analyst process severely broken such that a re-design is necessary?

  5. How is Knowledge Management Measured?

  6. How are measurements made?

  7. What would have to be true for the option on the table to be the best possible choice?

  8. Record-keeping requirements flow from the records needed as inputs, outputs, controls and for transformation of a Help Desk Analyst process. ask yourself: are the records needed as inputs to the Help Desk Analyst process available?

  9. How do we make it meaningful in connecting Help Desk Analyst with what users do day-to-day?

  10. Who controls the risk?

Complete the self assessment, on your own or with a team in a workshop setting. Use the workbook together with the self assessment requirements spreadsheet:

  • The workbook is the latest in-depth complete edition of the Help Desk Analyst book in PDF containing 711 requirements, which criteria correspond to the criteria in…

Your Help Desk Analyst self-assessment dashboard which gives you your dynamically prioritized projects-ready tool and shows your organization exactly what to do next:

  • The Self-Assessment Excel Dashboard; with the Help Desk Analyst Self-Assessment and Scorecard you will develop a clear picture of which Help Desk Analyst areas need attention, which requirements you should focus on and who will be responsible for them:

    • Shows your organization instant insight in areas for improvement: Auto generates reports, radar chart for maturity assessment, insights per process and participant and bespoke, ready to use, RACI Matrix
    • Gives you a professional Dashboard to guide and perform a thorough Help Desk Analyst Self-Assessment
    • Is secure: Ensures offline data protection of your Self-Assessment results
    • Dynamically prioritized projects-ready RACI Matrix shows your organization exactly what to do next:

 

STEP 3: Implement, Track, follow up and revise strategy

The outcomes of STEP 2, the self assessment, are the inputs for STEP 3; Start and manage Help Desk Analyst projects with the 62 implementation resources:

  • 62 step-by-step Help Desk Analyst Project Management Form Templates covering over 6000 Help Desk Analyst project requirements and success criteria:

Examples; 10 of the check box criteria:

  1. Change Request: Will new change requests be acknowledged in a timely manner?
  2. Stakeholder Management Plan: Is PERT / Critical Path or equivalent methodology being used?
  3. Variance Analysis: Are there externalities from having some customers, even if they are unprofitable in the short run?
  4. Activity Cost Estimates: What procedures are put in place regarding bidding and cost comparisons, if any?
  5. Probability and Impact Assessment: How are the local factors going to affect the absorption?
  6. Work Breakdown Structure: How will you and your Help Desk Analyst project team define the Help Desk Analyst projects scope and work breakdown structure?
  7. Stakeholder Management Plan: Are the quality tools and methods identified in the Quality Plan appropriate to the Help Desk Analyst project?
  8. Project Schedule: Is the Help Desk Analyst project schedule available for all Help Desk Analyst project team members to review?
  9. Scope Management Plan: Are meeting minutes captured and sent out after the meeting?
  10. Stakeholder Management Plan: Has an organization readiness assessment been conducted?

 
Step-by-step and complete Help Desk Analyst Project Management Forms and Templates including check box criteria and templates.

1.0 Initiating Process Group:

  • 1.1 Help Desk Analyst project Charter
  • 1.2 Stakeholder Register
  • 1.3 Stakeholder Analysis Matrix

2.0 Planning Process Group:

  • 2.1 Help Desk Analyst project Management Plan
  • 2.2 Scope Management Plan
  • 2.3 Requirements Management Plan
  • 2.4 Requirements Documentation
  • 2.5 Requirements Traceability Matrix
  • 2.6 Help Desk Analyst project Scope Statement
  • 2.7 Assumption and Constraint Log
  • 2.8 Work Breakdown Structure
  • 2.9 WBS Dictionary
  • 2.10 Schedule Management Plan
  • 2.11 Activity List
  • 2.12 Activity Attributes
  • 2.13 Milestone List
  • 2.14 Network Diagram
  • 2.15 Activity Resource Requirements
  • 2.16 Resource Breakdown Structure
  • 2.17 Activity Duration Estimates
  • 2.18 Duration Estimating Worksheet
  • 2.19 Help Desk Analyst project Schedule
  • 2.20 Cost Management Plan
  • 2.21 Activity Cost Estimates
  • 2.22 Cost Estimating Worksheet
  • 2.23 Cost Baseline
  • 2.24 Quality Management Plan
  • 2.25 Quality Metrics
  • 2.26 Process Improvement Plan
  • 2.27 Responsibility Assignment Matrix
  • 2.28 Roles and Responsibilities
  • 2.29 Human Resource Management Plan
  • 2.30 Communications Management Plan
  • 2.31 Risk Management Plan
  • 2.32 Risk Register
  • 2.33 Probability and Impact Assessment
  • 2.34 Probability and Impact Matrix
  • 2.35 Risk Data Sheet
  • 2.36 Procurement Management Plan
  • 2.37 Source Selection Criteria
  • 2.38 Stakeholder Management Plan
  • 2.39 Change Management Plan

3.0 Executing Process Group:

  • 3.1 Team Member Status Report
  • 3.2 Change Request
  • 3.3 Change Log
  • 3.4 Decision Log
  • 3.5 Quality Audit
  • 3.6 Team Directory
  • 3.7 Team Operating Agreement
  • 3.8 Team Performance Assessment
  • 3.9 Team Member Performance Assessment
  • 3.10 Issue Log

4.0 Monitoring and Controlling Process Group:

  • 4.1 Help Desk Analyst project Performance Report
  • 4.2 Variance Analysis
  • 4.3 Earned Value Status
  • 4.4 Risk Audit
  • 4.5 Contractor Status Report
  • 4.6 Formal Acceptance

5.0 Closing Process Group:

  • 5.1 Procurement Audit
  • 5.2 Contract Close-Out
  • 5.3 Help Desk Analyst project or Phase Close-Out
  • 5.4 Lessons Learned

 

Results

With this Three Step process you will have all the tools you need for any Help Desk Analyst project with this in-depth Help Desk Analyst Toolkit.

In using the Toolkit you will be better able to:

  • Diagnose Help Desk Analyst projects, initiatives, organizations, businesses and processes using accepted diagnostic standards and practices
  • Implement evidence-based best practice strategies aligned with overall goals
  • Integrate recent advances in Help Desk Analyst and put process design strategies into practice according to best practice guidelines

Defining, designing, creating, and implementing a process to solve a business challenge or meet a business objective is the most valuable role; In EVERY company, organization and department.

Unless you are talking a one-time, single-use project within a business, there should be a process. Whether that process is managed and implemented by humans, AI, or a combination of the two, it needs to be designed by someone with a complex enough perspective to ask the right questions. Someone capable of asking the right questions and step back and say, ‘What are we really trying to accomplish here? And is there a different way to look at it?’

This Toolkit empowers people to do just that – whether their title is entrepreneur, manager, consultant, (Vice-)President, CxO etc… – they are the people who rule the future. They are the person who asks the right questions to make Help Desk Analyst investments work better.

This Help Desk Analyst All-Inclusive Toolkit enables You to be that person:

 

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Includes lifetime updates

Every self assessment comes with Lifetime Updates and Lifetime Free Updated Books. Lifetime Updates is an industry-first feature which allows you to receive verified self assessment updates, ensuring you always have the most accurate information at your fingertips.

Professional telephone-set Skills For the support Desk

Ring…ring… “Hello support desk…have you tried turning it off and on again?!” auditory-event familiar? The Help-Desk is a seat where the relentless ringing of the phone can slowly driveway a perfectly sane, person-who-requires-medical-care and skillful Help-Desk operator into a frazzled ammunition of their former self. In a globe where the ubiquitous telephone-set plays such an significant task in the customer service that an organization provides, it’s worthwhile to brushup a indefinite-but-relatively-small-number of the basics when it comes to using the phone, especially from the perspective of the Help-Desk analyst. Improving telephone-set skills has many advantages, some of which are:

Effective telephone-set apply presents a more professional-person look-alike of the organisation

Calls become more result-driven and directed

Calls shall be shorter owed to improved service and skill

Stress is reduced through correct proficiency and skills

Satisfaction levels shall become-bigger-or-greater for both parties

Callers have expectations

It is significant to realise that the people who apply the Help-Desk service have expectations. Some average-or-ordinary-or-usual expectations that people have when phoning a service are:

They desires service, they are calling for a reason

Prompt respond – Not having the phone boxing-ring on and on

Expect a befitting-a-friend attitude, eagerness, courteous personal-way-of-acting-or-behaving and a confident, professional-person disposition

Expectation of knowledgeable service

Don’t desires to be given the runaround – Endless transfers, status on volume etc

Expect to be valued and given owed careful-thought and respect

Taking the phone person’s-reputation Answering the phone:

Answer on following-the-first ring

First impressions are critical

Quality ability-to-speak tone-of-voice – Speak clearly and slowly. Do not mumble, apply modulation

Identification of organisation / Section

Offer of support – eg. “How can I support you?”

Getting Callers Name:

Write it down immediately

Pronounce the person’s-reputation correctly – replicate it side-that-goes-last-or-is-not-normally-seen to the caller to confirm if necessary

Get the correct spelling

Use the directions-defining-a-game-or-sport of 3. ie apply the person’s-reputation once at the beginning, the intermediate-part-or-section and boundary of the call

Many people tell their person’s-reputation quickly and often times it is unsmooth to acquire it correctly down on paper, particularly if the person’s-reputation is of-great-spatial-extension or unusual. Do not be intimidated by the pep-upper or auditory-event of the name. Inform the caller that you did not acquire their person’s-reputation and inquire them to replicate it. inquire them to not-moving-quickly down or magic-charm it if necessary.

Regaining discipline-in-personal-activities / Getting people to come to the point:

Use the caller’s name

Excuse yourself eg. “Excuse me for interrupting” or “I urgently-request to disrupt you”

Lead with a question or reach a respond eg. “What I urgently-request to ran-run-come-across is…”, “Have you tried…”.

Adopt a unopen questioning style. (See one-of-several-parts of Open/Closed Questions)

Be business-company but polite, always “being in the driver’s seat, not riding as passenger”

Avoid hesitation; accept-as-TRUE about what you desires to say.

Screening calls:

Don’t tell “Who is this?”, “What is your name?” etc. apply “Who may I tell is calling?”

Put on volume to check-verify whether the individual is in.

Do not be-flexible whereabouts / linguistic-context-of-use of person. eg. At home, on leave, in a meeting, on a destroy etc. apply “S/he is not obtainable at present”

Offer an alternative should the individual they are seeking is not available. eg. “My person’s-reputation is …., I body-of-work with …., can I be of assistance / convey a message”

Putting phone person’s-reputation on Hold:

Explain why you urgently-request to status them on volume eg. “I urgently-request to discover out about that…” or “I shall equitable check-verify for you”

Don’t tell “Hold on” or “Hang on”, apply “Please Hold” or “Please wait”

Check side-that-goes-last-or-is-not-normally-seen every 30-40 seconds is possible, providing an possibility to continue holding

Thank the individual for holding, for their forbearance or waiting.

Do not apologise for the delay; this is less professional-person than a give-thanks you. “Thank you for holding.”

When not directly talking to the caller in the event of finding out info or confirming details etc, status the caller on volume while you are doing this. Covering the mouthpiece and talking to others or yelling across the area-within-a-building does not being-here a professional-person image. By putting the caller on volume and then finding out info and returning to the call, the caller is unwitting of the internal processes of casual-or-unexpected-convergence their request. They do not acquire to perceive-sound of any info that they should not hear, nor are they compromised through hearing statements that are made relating to them. Remember, people generally do not be-offended-or-bothered-by being status on volume if they believe that their call-for for service is being looked into. Oh, and create sure that you have decent volume music, this always helps.

Transferring a Call:

Transfer only if necessary – Avoid run-around

Make sure narrow-body-of-canal goes to correct individual / section

Give point-somebody-into-a-certain-direction phone numeral for time-to-come words if appropriate

Pre-announce the call. be-flexible person’s-reputation and details before transferring

Explain to individual receiving narrow-body-of-canal why you are transferring it to them

Multiple Calls:

Remain calm

Place initial caller on hold

Greet following-the-first caller and seat on hold. create sure that this procedure is smoothly executed. eg. “Hello support desk, give-pleasure hold”

Promptly act-of-returning-to-a-prior-location to initial caller. give-thanks them for waiting.

Don’t rushing any calls unnecessarily in edict to act-of-returning-to-a-prior-location to a phone person’s-reputation on hold

Keep the calls in order. initial to be status on volume receives initial faculty-or-power-of-mental-concentration etc.

Taking Messages:

Get having-every-necessary-part information

First and terminal name

Who is it for

Name of organisation

Complete phone number, including surface-area codes if necessary

Message

Urgency

When is appropriate callback time

Consider measure-the-time-or-duration-of-an-event geographical-region differences

Date of call

Time of call

Name of individual who took the call.

Write legibly

Repeat to the caller the unlocker points as outlined above.

Persistent Callers:

Be proactive – phone person’s-reputation them instead.

Keep the caller informed as to the status of their job, enquiry etc

Saves measure-the-time-or-duration-of-an-event in the of-great-spatial-extension be-operating-or-functioning and projects a professional-person image.

Puts the caller at ease knowing that they have not been forgotten.

Concluding the call:

Use a transitional phrase. eg. “Thanks for your call” or “Before I go…”

Summarise points and restate any promises etc that were made.eg “Your call-for for … shall be looked at shortly…”, “I shall facsimile that to you decent away.”

Allow them to hang-suspend up first

Solution vs question Orientation

When dealing with people over the phone, particularly in a Help-Desk environment, it is vital to have a respond oriented draw-draw-come-near rather than a question oriented one. respond oriented instrumentality-for-accomplishing-some-end to focus on ways of helping the caller, offering suggestions, giving advice; providing concerned-with-actual-use-or-practice solutions to their problems. To be question oriented is to focus-one’s-attention on the actual question and reach little or no solution. A question oriented focus typically places the speech-pattern on the cause of the problem, the effects of the problem, the regularity and the severity. Although such psychoanalysis is required in edict to extend-touch an result-driven solution, the user should not have to be mindful of such factors. Users do not urgently-request to ran-run-come-across the technical ins and outs of equipment in edict to apply it. They have a question and they urgently-request a solution, not a unit-of-instruction in computer-hardware or computer-software engineering. Although it may sometimes be beneficial to furnish such knowledge, the absolute-majority of users are only concerned in getting side-that-goes-last-or-is-not-normally-seen to work. Having considered all these things and the obtainable options, an appropriate respond may then be offered.

Positive Language

The linguistic-communication that we apply and the manner in which we apply it conveys powerful messages to our listener. ability-to-speak tones can without-unnecessary-stops a mood, the pep-upper at which we speak conveys urgency, and not-the-same factors such as volume, modulation, vocabulary and locution can all total or detract from result-driven communication. In edict to furnish an result-driven Help-Desk service, the Help-Desk operator must be mindful of the significant task of correct something-communicated-between-people skills and be capable to apply them in dealing with the users. One of the most significant things to recall is to apply non threatening, non victimising, of-no-distinctive-quality language. One of the traps of a Help-Desk point-in-space is to actors the user into a victimised role, that is, to ran-run-come-across the individual as the problem, rather than the engineering around them. Once a individual has been actors in such a way, the very linguistic-communication we apply can be redden more incriminating.

Weak Words and Expressions to Avoid

“You should have…”, or “Why didn’t you…”

Such expressions are obvious examples of victimising language. Statements such as these attend-wait-assist only to distract from the factual important-question at cards-held-in-a-game-by-a-player and focus on the user as the documentary-reference of the problem. This type of response invokes a might state-of-connectedness-between-people between the two parties and can bring-into-existence latent-hostility which largely stems from an unbalanced common-good-sense of value, resulting in condescending attitudes. hold-onto in be-offended-or-bothered-by too that what has happened in the earlier-than-the-present-time cannot be changed and a words to a earlier-than-the-present-time mistake in this latest-fad does not support the user now. Such pointless and condescending attitudes can inflame a state-of-affairs and it certainly reduces the efficiency and record-in-detail of any Help-Desk environment.

“I shall adjudicate to acquire that to you.”

The unit-of-language to taste-experience out for here is “try”. adjudicate is a having-little-physical-or-spiritual-strength unit-of-language as it carries with it the intuitive-feeling that the desired outcome is not a certainty and it may also infer a be-without of competency and professionalism. Be confirming and prepared to commit. Saying ,”I shall acquire that done for you.” is at-a-long-distance superior. create sure however, that your assurance is followed through and you have the resources for it to be successful. accept-as-TRUE before you create such a assertion and if you do not have the capacity to having-every-necessary-part your task, create the necessary arrangements so that it shall be done. If unforeseen circumstances should come-into-existence that act-later-than-planned results, inform the client as soon as info is available.

“As Soon As Possible.”

ASAP is an overused word-or-expression is many of today’s measure-the-time-or-duration-of-an-event orientation transactions. It creates problems owed to not being specific as it is a not-absolute word-or-expression and an affording-free-passage ended measure-the-time-or-duration-of-an-event frame. Rather than using ASAP, be specific. apply dates and times. “It shall be prepared by 3 o’clock Friday” conveys a much stronger commitment, builds feeling-of-trust and satisfaction. It can also high-spot potentiality conflicts in measure-the-time-or-duration-of-an-event requirements. If a measure-the-time-or-duration-of-an-event is unsuitable then alternate arrangements can be settled immediately. If it is not appropriate or potentiality to furnish a entirely-of-one-substance-with-no-holes-inside measure-the-time-or-duration-of-an-event frame, let the caller ran-run-come-across and recite them that you shall hold-onto them up to day-of-the-month with measure-the-time-or-duration-of-an-event estimates. Be sure to come-after up on your word.

“That’s Impossible.”

Rather than focusing what is not possible, construction your linguistic-communication and thoughts to without-unnecessary-stops what is possible. reach suggestions, be-flexible options and focus on what can be done. In the event of a lasting or demanding caller, it may be a very-valuable maneuver to state-of-matter clearly that something is impossible in edict to acquire the item across, however an alternate respond or statement should always follow.

“I am only a clerk.”, or “I am equitable an operator, that is not my area.”

Such statements are self-importance defeating, victimising and demeaning. Using the words “only” or “just” in words to yourself should be avoided as they denote a deflated economic-amount-of-money-or-goods-or-services of self-importance worth. Rather than portraying yourself with such language, state-of-matter your point-in-space within the organisation in a confirming statement, avoiding such linguistic-communication and inquire how you may be of service. If you are unable to help, narrow-body-of-canal the individual to someone who can.

“Will you phone person’s-reputation back” or “Can you phone person’s-reputation side-that-goes-last-or-is-not-normally-seen later”

The above statements are not-suitable for any service provider as they effectively circular-segment-of-a-curve away organisation by putting the onus on the caller to act-of-returning-to-a-prior-location their call. recall to be respond oriented and proactive. furnish an alternative should the individual they are trying to close-interaction not be available. reach to convey a message, inquire if you are capable to help, or narrow-body-of-canal them to someone who can. This presents a more professional-person mental-attitude and shall actually support to trim the numeral of incoming calls.

Open and unopen Questions

Effective something-communicated-between-people and decision-to-do-something within the Help-Desk surroundings is often promoted through the apply of correct questioning. By asking appropriate and carefully constructed questions, it is potentiality to power-to-affect-persons-or-events the needs of the caller in a lower-limit of measure-the-time-or-duration-of-an-event and complication. Questions can often be grouped into two dissimilar types, these being affording-free-passage and unopen questions. affording-free-passage type questions generally cause-to-start with words favor “What” or “Why” and phone person’s-reputation for what may be lengthy or involved answers. affording-free-passage questions spur-on the individual to talk. unopen questions on the not-the-same cards-held-in-a-game-by-a-player often cause-to-start with words favor “Have”, “Did” or “Do” and are more specific in their nature. They ability-and-desire-to-purchase-goods-and-services point-somebody-into-a-certain-direction answers and replies are usually brief. unopen questions are utile when trying to discover out info as they spur-on the not-the-same individual to be-flexible concise and specific answers. They are of fussy economic-amount-of-money-or-goods-or-services when dealing with a “talkative” caller or someone who is unsure of what they are talking about. Some examples of affording-free-passage and unopen questions are go-go-below-the-horizon out as below:

Open

“What is on your examine-methodically at the moment?”

“What were you doing before the erroneous-belief occurred?”

“How did you check-verify the connections?”

Closed

“Do you have Excel on your examine-methodically at the moment?”

“Did you specify which output-device-that-prints-data you desires to use?”

“Have you checked the architectural-partition socket?”

Both affording-free-passage and unopen question have their invention and one should never be used exclusively over the other. By reaching a suitable balance, the causal-agent-creating-and-controlling-the-universe of the Help-Desk phone person’s-reputation can be turned from one that is caller directed to one that is controlled in a helpful and result-driven personal-way-of-acting-or-behaving by the Help-Desk operator.

Conclusion

Effective telephone-set skills are an valuable-quality to an organization, and redden though the phone has been conforming-to-a-standard-of-measurement business-workplace equipment for years, the etiquette and skills underpinning the apply of the phone are often overlooked. The Help-Desk is a organisation surroundings where such skills are most needed. Help-Desk analysts have a not-given-to-gentleness-or-sentimentality job. They furnish a service to people who are anxious, stressed out and urgently-request help. By implementing the concerned-with-actual-use-or-practice ideas outlined above, both parties can benefit.

Re-AssigningCalls

Imagine me, I am the new team lead of a small, internal Help Desk. Unfortunately, process & procedures have not been developed so some aspects of Call handling need to be formalized – specifically, the call re-assignment process.

At the moment, if a technician can’t resolve the call, he/she contacts the primary Help Desk Analyst and asks her to re-assign the call to a different person, using our Help Desk software applicaton. The quantity of calls is low so it’s an informal “can you do me a favour?” type of atmosphere.

I would like the technicians to do the Call Re-Assignment themselves but they are reluctant. Am I off-base? No…here’s how to handle the call re-assignment process….

If you can get everyone to agree to pass them on themselves, that is a good thing – provided that it does not become a way to put awkward problems to the bottom of the pile by giving them to someone else. What I’ve done in the past is make it a “pull” operation rather than a “push” one – calls are taken by the new assignee rather then given to them by the current assignee. This means there has to be a discussion before the re-assignment, which immediately takes out the risk of unnecessary or delaying call reassignments.

In efficiency terms, not re-routing via the desk is a good thing, since it speeds up call transfer. After all, the call is always owned by the desk (it is, isn’t it?!) since they do the progress chasing and the technicians are temporary custodians.

In measurement terms, this is the “bounce count”- the average number of times a call is reassigned in its life. This is one of the main KPIs for a Helpdesk operation. A good desk should aim to keep it as low as possible.

 

This situation arises all the time at many small-ish internal help desk.
Staff alternate phone days with deskside days, so it is very common for the person on the phone to take a call that requires a site visit (though those are held down a lot with remote control).  In that case, they get on the radio, ask who is available for a “hit and run” (sorry) and once the request has been accepted, the phone person makes the reassignment in Support Magic.
It also happens when it’s an escalation situation.  In that case, they must ask the person they want to reassign the call to if they will accept the call.  If they will, then the person taking the call does the reassignment, same as the case above.
Under no circumstances are folks to reassign a call unless they have discussed it in advance.  This works really well for many groups.  The process is facilitated by the fact that the team works extremely well with each other to begin with.
If staff have trouble getting anyone to take the call, it’s their responsibility to let you know and you’ll get it reassigned.  This usually happens only in cases where everyone is fully booked and they aren’t raising their hand because of a workload issue.  Checking with the caller on what their timeline is and how it fits in our prioritization scheme also helps so that the person being asked to take it on knows the timeframe.