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this post was submitted on 20 Mar 2026
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Technology
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I did tier 1, 2, and eventually some 3 support back in the day for a software company. I liked how they handled it.
Customer called in, reached a live person doing intake. The intake person noted their question and callback number, helping to scope the problem if needed, and entered a ticket into the queue. The intake person gave the caller an expected wait time for a support tech to call back, pointed them to online written help documentation, and ended the call. Then push the ticket to tier 1, 2, 3, or "urgent, need to call NOW" queues. Depending on tier and call volume and time of day, they'd get a callback from a tech anywhere from immediately to the next morning.
Support techs like myself were coached to help over the phone, but also to point out the written materials and encourage their use. I would commonly say, "sure, that's a problem we can fix, go ahead and go to screen x, click on button y, etc. By the way, you're not the only one who had had this question, we even have an entry on this in our support documentation. Let me show you where you it's at so you can get to the fix even faster than a phone call next time".
Having the intake person take numbers, then techs call back later saved customers from having to wait on hold for lengths of time. We had very few cases of irate customers stuck waiting.
My shittiest experiences are the companies that don't do any intake and make all tiers of calls wait on hold in the same queue. Luck of the draw if the tech you end up with is a tier 1 still in training pants or a tier 3 pissed to be walking a customer thru updating their password for the millionth tim.
This sounds very humane and reasonable.
I feel like a lot of companies don't do things the good way not because the good way is hard, or the bad way is cheaper, but because management is stupid. Stupid or sometimes apathetic.
It's both, because reducing the number of people and the options they have available to work the system is both usually cheaper to operate and it makes key performance indicators that their bosses have set go up.
The latter is where the stupid comes in and is usually more insidious because everyone always forgets that when a metric becomes a target it ceases to be an effective metric. The end result is a rats-nest of perverse incentives and compliance theatre. But the c-level bosses don't care because arbitrary numbers went up.