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ISS Communications Standard

Purpose:  

These standards define how we communicate with our campus, our users, and each other to ensure every interaction reflects professionalism, care, and excellence. They are not about catching mistakes; they are about creating clarity, fairness, and confidence in our service culture.  

Vision:  

Our goal is for every member of ISS to feel supported and empowered to deliver exceptional service. Clear communication builds trust, prevents confusion, and helps us work smarter together.  

How We’ll Use This:  

These standards will be published on the ISS IT Hub for open reference. They will guide training, onboarding, and self-checks for service quality. Managers will use them for coaching and growth.  

Standard 1 – Start with a Ticket  

Commitment  

We begin all work through the ticket system. This ensures fairness, visibility, and accurate tracking of campus needs.   

All tasks estimated at eight (8) hours or less should have a ticket before work begins. Tasks or projects that are estimated at more than eight (8) hours should appear in the weekly status report and can be a ticket. The exception is when the issue is an Outage or an Emergency. Either the requesting person or the receiving person can create a ticket.   

Why it Matters  

Tickets protect everyone. Customers see progress, managers can balance workloads, and we prevent missed or forgotten requests.  

Acceptable Examples  

  • “Thanks for reaching out! I’ll open a ticket so we can track this and keep you updated.”  

  • “I saw you emailed me earlier. I’ve converted that to ticket #23456 so we can track it, and you can stay informed of the status.”  

Unacceptable Examples  

  • Doing the work first and entering a ticket later (or not at all) as normal operations. This should only happen as an exception. 

Standard 2 – Respond and Update Promptly  

Commitment  

We acknowledge all emails, or voicemails within two (2) business days. All Help Desk tickets will get an automated response that will count as the first contact.  

After assessing the ticket, The Help Desk will assess and assign tickets to a team or team member. KACE will send an email to the requester about this assignment and set an expectation on when the requestor should expect a response. Should the ticket be reassigned to another team, KACE will not send another automated response. 

Ticket responses times after based on tiers.  

  • Tier 1 has one (1) business day to respond. 

  • Tier 2 has two (2) business days to respond. 

  • Tier 3 has three (3) business days to respond. 

Generally, the Help Desk and Administrative Assistant fall under Tier 1; CSS is Tier 2; and, everyone else is Tier 3.  After the first response, team members should update every five (5) business days (or sooner especially if urgent). When someone responds and follows up, we respond within one (1) business day regardless of the five-day status update period. 

Managers may assign certain types of tasks to fit in a specific tier or set different response times based on urgency or other factors. 

Why it Matters  

Customers and teammates should never have to wonder whether their issue is being addressed. Consistent updates demonstrate professionalism and care.  

Acceptable Examples  

  • “Ticket acknowledged. I will start diagnostics tomorrow. I’ll follow up once complete.”  

  • “We’re waiting on the vendor; I will update again Friday with the next step.”  

Unacceptable Examples  

  • No response or no updates outside of standard times until the user complains. 

Standard 3 – Communicate with Kindness and Clarity  

Commitment  

We use respectful, clear, and encouraging language even when customers are stressed or mistaken.  

Why it Matters  

Our tone shapes trust and collaboration. Every interaction is a chance to model patience and professionalism.  

Acceptable Examples  

  • “It looks like this may relate to the save process — I can walk you through preventing it next time.”  

  • “I understand this is impacting your work. Here is what we can do next…”  

Unacceptable Examples  

  • “We already told you this.”  

  • “User error”  

  • Sarcasm or defensiveness. 

Standard 4 – Respect Starts Within  

Commitment 

 We treat colleagues, customers, vendors, and teammates with courtesy, respect, and neutral professional language. Even under pressure, professionalism is our baseline.  

Why it Matters  

How we communicate internally defines our culture, how others perceive our department, and preserves trust.  

Acceptable Examples  

  • “Thanks for the info — I’ll add this to the ticket and follow up.”  

  • “I understand this is urgent for you. Here is what I can commit to next.”  

  • “Let me restate what I think I heard to make sure we’re aligned.”  

Unacceptable Examples  

  • “Like I said already…”  

  • “That’s not my job. Talk to someone else.”  

  • Sighing, visible irritation, sarcasm, and/or rolling eyes.  

  • Calling an issue “user error” in writing or aloud.  

Standard 5 – Document Work Clearly  

Commitment 

 We document our work in tickets or project artifacts (e.g. Project plan, requirements, etc.), not private chats or hallway updates. We hand-off tickets with what’s been done, what’s next, and what we think needs to happen.  

Why it Matters  

Documentation ensures anyone can pick up where someone else left off, preventing rework and confusion.  

Acceptable Examples  

  • “Reassigning to Network: imaging complete, issue appears port-related.”  

  • “Out of office tomorrow – no updates expected on my queue before Thursday.”  

Unacceptable Examples  

  • Passing work verbally with no notes.  

  • Reassigning with no owner’s comment.  

Standard 6 – Stay Professional Under Pressure  

Commitment  

We keep communication calm, respectful, and focused on solutions—even when things break, or emotions run high.  

Why it Matters  

We are often called when something critical fails. How we respond in those moments defines user confidence in our team.  

Acceptable Examples  

  • “I know this is urgent for class. I’ll update you by noon with next steps.”  

  • “Thank you for your patience. Here is the current status…”  

Unacceptable Examples  

  • “That’s not my problem.”  

  • “Stop emailing me.”  

  • Delayed response or no response.  

Standard 7 – Escalate Early and Ask for Help  

Commitment 

When timelines or workloads become challenging, we raise a flag early. Escalation is collaboration, not failure. Remember to “Put the cat on the roof.”  

Why it Matters  

Early escalation adds visibility and prevents small delays from turning into big issues, and ensures the right people can step in to help.  

Acceptable Examples  

  • “This is waiting on vendor input. Escalating so we don’t miss the timeline.”  

  • “I am at capacity. I need help. I request reassignment before we miss the deadline.”  

Unacceptable Examples  

  • Allowing tickets to sit untouched past response windows.  

Supporting Growth and Training  

To meet these standards, ISS will ensure staff have the right access, tools, and training. Managers will review training needs regularly and coordinate additional learning or mentoring as required.  

Transparency and Accountability  

These standards will be visible to the college community to show our commitment to excellent service. Performance will be measured through ticket data, surveys, and feedback—to celebrate success and identify areas for support.  

In the End, It is About People  

Clear communication is how we show our professionalism, our care for others, and our pride in serving the college. By following these standards, we ensure every interaction reflects the excellence we want ISS to be known for. 

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