Data center personnel – how to organize customer service in 24/7 mode

The path from a novice who can barely distinguish between cables in a rack to a confident specialist capable of making decisions in a matter of minutes that determine the stability of an entire bank or online service is not magic, but a system built on three pillars: training, discipline, and trust.

Technology plays a key role in data centers, but it is people who ensure true reliability. It is the team that determines how quickly the customer receives a response, how quickly a failure is resolved, and how transparent the interaction will be.

This article focuses on the human factor in data center customer service:

• what qualities a specialist should possess;
• how much time it takes to find and train them;
• how professionalism is developed;
• what influences engagement;
• how smooth cooperation between departments is ensured.

At the data center, customer service is not limited to processing requests, but is a strategic function on par with financial, technical, and other functions. Customers include banks, telecom operators, government agencies, and IT companies. Their trust is the foundation of the business.

In the IXcellerate data center network, operations and customer service are separate. This is done to improve the quality of infrastructure maintenance and customer service. Each service has its own quality and key performance indicators (KPIs). But they are all aimed at providing high-quality service to customers.

What customer service includes:

• fast and accurate response to requests ;
• transparent communication (even in crisis situations);
• proactive information about risks and planned work;
• individual approach to each customer;
• guaranteed fulfillment of SLA – quality service parameters.

• education: technical (IT, electronics, automation) — desirable but not essential;
• work experience: 1+ years in IT, operations, technical maintenance;
• knowledge:

— networking fundamentals (TCP/IP, VLAN) ;
— understanding of how servers, UPS, and cooling systems work;
— ability to read diagrams and technical documentation;

• personal qualities:

— responsibility;
— attention to detail;
— stress resistance;
— willingness to work shifts;
— communication skills;

New employees undergo a training program similar to pilot training: every step is monitored, and every mistake is analyzed.

A structured training system turns a capable person into a professional. Onboarding (the first steps in getting to know the company), training by the immediate supervisor, a buddy/helper (who introduces the new colleague to the business and explains the company culture), accident simulations, cross-training between departments — all this forms not just skills, but reflexes. An engineer doesn’t think about where to run when there’s a power failure — he’s already practiced it a hundred times in training. A customer service employee doesn’t wonder what to say in the event of an incident — he has templates, protocols, and team support.

The following training methods are used:

• LMS (Learning Management System) — online courses, tests, certification;
• mentoring — one mentor for one newcomer, daily meetings;
• simulations — emergency response training (power failure, fire, overheating);
• incident review — analysis of real cases with the participation of the entire team;
• cross-functional training — engineers from different departments temporarily work in other areas (for example, a network engineer in the cooling room).

The first 2–3 weeks of a new employee’s work involve onboarding.

The employee learns:

• how the data center is organized;
• where the power and cooling systems are located;
• how sensors, cameras, UPS, etc.;
• work, what regulations are in place;
• how to interact with customers and colleagues.

This is followed by 4–6 weeks of practical training under the supervision of their immediate supervisor. The employee learns:

• how to: read emergency maps;
• connect servers;
• work with contractors;
• respond correctly in an emergency.

The next 2-3 months are spent working independently, but under supervision.

The employee already fulfills requests on their own, but their immediate supervisor checks every step. And only after 6-9 months can you say, “You are a professional.”

The employee can work the night shift, participate in emergency response, and train newcomers. They know that one mistake can cost the client millions. And they won’t let anyone down.

Conclusion: it takes between six months and a year for an employee to become independent and reliable.

Clear regulations are the foundation. There is a strict algorithm that determines actions from the moment a signal is received to the closure of a request. It is based on a process approach that includes the PDCA (Plan-Do-Check-Act) cycle and risk-oriented thinking.

The “action map” is structured as follows:

• automatic recording of the incident in the ticketing system;
• instant notification of the responsible engineer;
• clear course of action: diagnosis → elimination → testing → report → analysis and conclusions of abnormal situations → implementation of changes;
• mandatory documentation and customer notification at each stage.

No “maybe it will go away on its own,” no “I’ll do it when I’m free.” Everything is done on schedule, just like in aviation.

Why does an employee work for a company for many years? Because they are engaged!

Everyone has clear goals, constant feedback from management, career development opportunities, a friendly team, and a developed corporate culture.

The career ladder is a clear understanding by company employees of what position they can aspire to after a certain period of time, demonstrating consistent achievement or exceeding of set goals.

Moving from one position to another is only possible if the employee has mastered the technical knowledge, flexible skills, and competencies for their level and has begun to master the skills/competencies of the next level. The level of knowledge required is subject to verification.

Factors influencing engagemen:

In addition to the main areas of team culture development, IXcellerate has implemented the IXC-MIX initiative: this is a union of employees from different departments who participate in various events, sports competitions and training sessions, excursions, trips, etc. This is particularly helpful in conveying the company’s culture, communication principles, and friendship-building to new employees.

Studies show that in data centers with high staff engagement, the error rate is 40% lower and SLA fulfillment is 15% higher.

In a modern data center (DC), there is no place for isolated work by individual departments. Each department works closely with others, creating a unified ecosystem where customer service is the result of the coordinated work of the entire team.

Let’s imagine that an emergency situation arises. At this moment, each team member clearly knows their role and acts according to a pre-determined algorithm:

• An engineer in the server room does not work alone — behind them is a whole team of specialists ready to replace them or help solve a difficult task at any moment.
• The real-time monitoring system displays the workload of each employee, the status of current tasks, and the priority of requests — this allows for optimal resource allocation and quick response to incidents.
• The customer service department prepares informational messages for customers in parallel with troubleshooting. Specialists think through communication scenarios in advance so that users are aware of what is happening and are not left in the dark.
• The security service ensures uninterrupted operation by controlling access to areas with equipment. Specialists ensure that outsiders do not interfere with the work of engineers and that all actions comply with physical security rules.
• The administrative department keeps detailed records: electronic logs, reports, and action protocols. This is critically important for subsequent analysis, auditing, and process improvement.

Such clear coordination is ensured by:

• uniform regulations and procedures;
• integrated incident management systems;
• regular joint training and exercises;
• a transparent system of role and responsibility distribution;
• constant exchange of information between departments.

IXcellerate successfully applies ISO 9001-2015 standards, an international standard that defines the requirements for a quality management system (QMS) in an enterprise. The standard establishes the procedure for creating, implementing, maintaining, and continuously improving the QMS so that the organization can deliver products or services that meet consumer and legal requirements. The PDCA (Plan-Do-Check-Act) cycle is actively used in process development and personnel training. This is a methodology for the continuous improvement of processes and products, which is widely used in quality management, lean manufacturing, personnel training and education, and other areas. This is what allows us to fully comply with international standards in this area.

 The basis for coordinated work is built on three key principles:

• trust between team members — everyone is confident that their colleagues will do their part of the job well and on time.
• professionalism of each employee — specialists are constantly improving their qualifications and deepening their expertise in their field.
• a common goal — ensuring the smooth operation of the infrastructure and peace of mind for customers.

This model of interaction creates a special production culture, where each employee is not just an executor, but part of a living, dynamically developing organism. Everyone contributes to the common cause, understanding how their work affects the results of the entire team.

It is this team approach that allows the data center to effectively cope with any challenges, provide a high level of service, and maintain its reputation as a reliable partner.

As noted above, each department works closely with the others, creating a unified ecosystem where customer service is the result of the coordinated efforts of the entire team. Below is a summary table using IXcellerate as an example.

Cross-functional responsibilities in a data center involve integrating competencies from different functional areas to effectively manage infrastructure and business processes.

Example: In the event of a large-scale power failure, the crisis management team is activated:

• shift manager — coordinator of work in the data center;
• operations engineer — checks the UPS;
• network engineer — diagnoses the consequences;
• customer service representative — informs customers;
• security specialist — controls access to the area;
• escalation and involvement of management for prompt incident resolution.

• Unified ticketing system — all requests are visible to everyone;
• weekly planning meetings — to discuss upcoming infrastructure maintenance work, customer installation tasks, incident reports and analysis;
• cross-training — employees understand how other departments work;
• incident analysis with the participation of all involved.

It is also important to note the key elements of effective cross-functional interaction:

• a common goal for all participants;
• integration of different professional perspectives;
• flexible and prompt communication between departments, minimization of formalities;
• focus on common goals;
• continuous exchange of information and knowledge.

 Thus, team cohesion is not just an organizational principle, but a fundamental factor in the competitiveness and sustainable development of a modern data center. Only through close cooperation between all departments is it possible to ensure a high level of service, infrastructure reliability, and continuous improvement of work processes. This is what IXcellerate has achieved.

Today, cutting-edge data centers are increasingly implementing solutions based on artificial intelligence. Such solutions make data center operations even more accurate and transparent.

How AI can help:

1. Prediction and preventive maintenance. AI algorithms analyze huge amounts of data from sensors and monitoring systems, allowing you to predict possible failures several days before they occur. This gives the team time to plan troubleshooting measures and avoid emergency situations.
2. Workflow optimization:

• automatic prioritization of requests;
• generation of step-by-step instructions for engineers based on analysis of thousands of similar incidents;
• automation of routine tasks (e.g., generating informational emails for customers).

3. Improving staff training effectiveness. Modern data centers use interactive simulators with machine learning elements:

• real-time assessment of employee actions;
• instant feedback on mistakes made;
• personalized recommendations for improving skills.

4. Strengthening teamwork through:

• more accurate task distribution;
• providing relevant information to all participants in the process;
• automating routine operations, freeing up employees’ time for creative work.

5. Preserving the human factor. It is important to emphasize that AI acts as an assistant, not a replacement for humans. Key decisions still remain with people:

• choosing the best way to resolve an incident;
• responding to a crisis situation;
• communicating with customers;
• making responsible decisions.

6. Synchronization of departmental work. AI systems provide a unified information loop where all departments have access to up-to-date data and can quickly coordinate their actions.
7. Improving the reliability and transparency of processes. Automated data analysis and continuous monitoring enable you to:

• identify potential risks at an early stage;
• generate objective reports;
• continuously improve work processes.

In conclusion, I would like to emphasize once again that a data center not only sells rack space and high-quality service, but also develops trust in its relationships with customers.

Technology becomes obsolete. Periodic modernization is required.
Servers can be replaced with more powerful ones.
But the team is what remains and what is the company’s treasure.