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Exam Number : Servicenow-CIS-CSM
Exam Name : Certified Implementation Specialist - Customer Service Management
Vendor Name : ServiceNow
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Servicenow-CIS-CSM test Format | Servicenow-CIS-CSM Course Contents | Servicenow-CIS-CSM Course Outline | Servicenow-CIS-CSM test Syllabus | Servicenow-CIS-CSM test Objectives


Exam content is divided into Learning Domains that correspond to key courses and activities typically encountered during ServiceNow implementations. In each Learning Domain, specific learning objectives have been identified and are tested in the exam. The following table shows the learning domains, weightings, and sub-skills measured by this test and the percentage of questions represented in each domain. The listed subskills should NOT be considered an all-inclusive list of test content.

• Baseline Application Functionality
o Basic and advanced features in baseline installation of the current release
o Functionality and features added or changed in the current release
o State model and default process flow
o Basic and advanced operations performed by users and the system
• Architecture and Security
o Key tables used in the application
o Relationships among application tables
o Roles and default Access Controls
o Primary application components (Script Includes, Business Rules, etc.)
o Integration capabilities
• Business Cases / Use Cases
o Value proposition
o Key Performance Indicators and Benchmarks
o Selection of appropriate features and functions to meet business requirements

Learning Domain % of Exam
1 Incident Management 25%
2 Problem Management 10%
3 Change and Release Management 25%
4 Knowledge Management 10%
5 Request Fulfillment 25%
6 Configuration Management Database 5%
Total 100%

Exam Structure
The test consists of approximately 60 questions. For each question on the examination, there are multiple possible responses. The person taking the test reviews the response options and selects the most correct answer to the question.
Multiple Choice (single answer)
For each multiple-choice question on the exam, there are at least four possible responses. The candidate taking the test reviews the response options and selects the one response most accurately answers the question.
Multiple Select (select all that apply)
For each multiple-select question on the exam, there are at least four possible responses. The question will state how many responses should be selected. The candidate taking the test reviews the response options and selects ALL responses that accurately answer the question. Multiple-select questions have two or more correct responses.
Exam Results
After completing and submitting the exam, a pass or fail result is immediately calculated and displayed to the candidate. More detailed results are not provided to the candidate.
Exam Retakes
If a candidate fails to pass an exam, they may register to take the test again up to three more times for a cost of $100.



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ServiceNow Management PDF Download

Future-Proofing Your corporation | Servicenow-CIS-CSM cheat sheet and Test Prep

thought in short The problem

Even before working from domestic became widespread, digital expertise changed into reworking how and the place work receives executed and the way many people are needed to do it.

The chance

in the aftermath of the pandemic, corporations can rebuild a body of workers it is stronger fitted for an financial system during which hobbies and repeatable tasks are increasingly laptop-enabled.

The answer

Drawing on analysis with the aid of Bain & enterprise involving more than 300 significant corporations international in every aspect of the world economic system, the authors determine six practices for groups to follow as they regroup and reorganize for the inevitable recuperation.

know-how became already altering the nature of labor before Covid-19 took hang. innovations had been redefining the basis of competition in most industries and, subsequently, the ability corporations deserve to win over the long run. The pandemic sidelined the efforts of most companies to address these challenges and shut vital skill gaps. Many had to lay off 15% or greater of their body of workers. Covid-19 required that the hunt for new talent—with new capabilities—take a lower back seat to financial survival.

but as organizations rebuild in the aftermath of the global pandemic, those that take the opportunity to remake and future-proof their workforce will pull a ways forward of competitors. Even before working from domestic became common, digital know-how was transforming how and where work receives done and how many people are essential to do it. consumer products businesses, to take just one instance, have traditionally employed a whole lot of individuals to monitor purchases and inventory to ensure that the correct products get to the right areas on the appropriate time. Predictive analytics—fueled by precise-time aspect-of-sale, manufacturing, and logistics facts—is changing that, cutting back the number of personnel required for the work, changing the abilities they should be successful of their new, technology-enabled roles, and allowing more and more of them to work remotely.

So how may still companies rebuild? In the following pages they draw on research through Bain & business involving greater than 300 enormous companies international and every aspect of the international financial system, from manufacturing to retail to fitness care to know-how. Half of these companies are headquartered in North the us or Western Europe and the relaxation in South america, Asia Pacific, the core East, or Africa. they now have recognized a select community of the groups that are already constructing know-how-enabled workforces. No remember their sector or geography, all of them appear to adhere to six practices at some point of assembling and managing their groups. In the following pages they offer these practices for companies to follow as they regroup and reorganize for the inevitable healing.

[  Practice 1  ]

believe forward When Defining business-essential Roles

not all jobs are equally vital. research through Bain and others suggests that fewer than 5% of an organization’s roles account for greater than 95% of its capacity to execute on its method and deliver effects. however which 5%? As they emerge from an epidemic that has challenged assumptions about working productively, businesses deserve to rethink which advantage can be most essential in an more and more tech-enabled future, enhance them in the current personnel, and actively recruit for them.

wise agencies all started to do that even before Covid struck. Woodside energy, a number one Australian herbal fuel producer, is one. When the these days retired Peter Coleman became CEO, in 2011, the company was a typical LNG producer with big, multibillion-dollar initiatives and sophisticated onshore and offshore operations. Coleman and his team diagnosed that Woodside’s means to navigate the challenges of the future would partly depend on improving its regularly occurring technologies with statistics-driven breakthroughs.

To examine the have an impact on of massive information science and digitization on the company’s approach and competitiveness, Woodside started with its power-construction operations. Like most different oil and fuel producers, it had relied on seasoned engineers to supervise every asset. When concerns arose, the engineers developed mitigation plans that have been in keeping with their own experience and recommended with the aid of the records gathered from their sites. They performed a company-essential position at Woodside.

The advent of new sensor expertise, mixed with entry to low in cost computing energy and large records analytics, intended that the business’s asset operators may make greater and faster choices by using a broader range of more-attainable statistics sources and facts science advantage. for this reason, Woodside all started experimenting with superior analytics and computing device learning across its offshore and onshore operations, the usage of a mixture of internally developed and market-sourced options. The personnel started the use of AI-enabled tools—incorporating Woodside’s 30-plus years of construction journey across all its sites—to determine ways of improving defense and productiveness.

more than 60% of a corporation’s future roles can be crammed by way of current employees, assuming that enough programs are in location.

Integrating technology into methods of working meant that the definition of “critical advantage” at Woodside expanded. information scientists, together with skilled asset operators and engineers, had develop into vital to the enterprise’s success. starting in 2015, Woodside dependent a dedicated group of information scientists. The crew now specializes in seeding facts science and different digital competencies all the way through the firm the use of various new equipment and systems. The company recruits statistics scientists from the greatest Australian and overseas universities who work with and be trained from Woodside’s operationally pro crew members.

Woodside’s rethinking of company-crucial expertise has contributed to a transforming into perception of the company as an innovator in oil and gasoline. As different agencies emerge from the pandemic, they should take a leaf from its e-book and believe about the capabilities that could be crucial in the next day’s world—no longer these days’s.

[  Practice 2  ]

Redefine What extraordinary looks like

ordinary employee-assessment techniques work well when the roles americans might be requested to perform in the future are mostly the identical as the ones they (or others within the firm) are doing today. however those techniques destroy down if the character of that work changes, causing businesses to fight to determine candidates who can tackle the new initiatives. Like their assumptions about which capabilities are mission-important, their assumptions about what success appears like need to change in the wake of the pandemic.

fortunately, new equipment and thoughts that utilize people analytics and behavioral science can support companies outline “what notable looks like” in a selected function and identify personnel who have already got the crucial expertise or might boost them with practicing. This permits agencies to plot skill development and recruiting innovations to assist meet their needs.

One such method became pioneered with the aid of the Chemistry community, a UK-based individuals analytics firm that helps organizations craft mighty job descriptions for brand new roles—descriptions that encompass not best fundamental obligations but also the features, behaviors, and competencies each and every role demands. by way of fastidiously defining what awesome appears like, organizations set up a benchmark towards which they can recruit—each internally and externally.

Alex Eben Meyer

a number one cellular-cell operator has utilized Chemistry’s tools and method with fantastic success. Responding to alterations in the smartphone market, the company’s leaders saw that they essential to shift the retail operating mannequin from pushing device income to emphasizing customer intimacy and repair. To achieve this transformation they encouraged employees to undertake new mindsets and behaviors via working towards and coaching.

The cell operator also created a new function in every of its retail outlets focused on enhancing the consumer journey. the usage of behavioral testing and survey statistics, leaders developed a profile for what extraordinary would look like in that role. The enterprise then assessed its 22,000 personnel to find essential potential gaps. The outcomes was a listing of employees with the expertise to be successful in the job, and practising modules have been designed to aid get them able promptly.

The company has also developed interactive recruiting tools to screen greater than 10,000 job candidates a month for this role with out human involvement. the usage of a web program, candidates reply to a sequence of scenarios they’d be likely to come upon. enhanced recruitment has enabled keep managers to spend less time supervising and mentoring, allowing them to serve purchasers on the flooring. These initiatives have helped keep greater than $7 million in working charges and have garnered fine feedback from 85% to 93% of consumers surveyed.

coming out of the pandemic, agencies will discover that what americans do and the way success is defined have to exchange. They’ll need to recruit individuals who're relaxed with the brand new commonplace. smart businesses will leverage technology now to aid them work out how.

[  Practice 3  ]

Don’t cut back on management construction

despite the fact the Covid-19 pandemic has briefly loosened labor markets in some areas, many roles in application engineering, digital design, and statistics science remain challenging to fill. thus, the premier organizations look to management building, often supported through expertise, for reskilling their current workforces and filling as a minimum a few of their capability gaps with present personnel.

The good information is that reskilling completed smartly does aid. In their adventure, greater than 60% of a corporation’s future roles will also be stuffed by using present personnel, assuming that adequate courses are in vicinity. Reskilling is additionally cheaper than the “fireplace and hire” model for filling new business-critical roles. For one factor, the direct costs of severance linked to group of workers reductions can be giant—as can damage to the morale of ultimate group members. And recruiting new talent can also be high priced, certainly for top-demand sectors akin to records science, digital marketing, and utility engineering.

Guardian, one of the largest mutual existence insurers within the u.s., gives an illustration. Like many other groups, it's undergoing a vast digital transformation focused on modernizing know-how, records, and techniques to increase efficiency and guide a customer-centric way of life. Deanna Mulligan, Guardian’s CEO until October 2020, and her crew knew that to be a success, the company needed to extract the optimum viable price from its treasure trove of facts. in order that they broke down ancient records silos on the business and created an integrated statistics lake. changing that uncooked information into usable client insights required many extra facts scientists than the business had or may realistically recruit. To fill the hole Guardian has appeared to its actuaries, relocating them into broader data science positions and working towards them in a number of fundamental new expertise, corresponding to predictive analytics.

in a similar fashion, Guardian recognized that it mandatory to shift far more of its advertising energy and talent from ordinary avenues to digital channels. The company used assessment equipment to identify the members of its present advertising and marketing organization with the choicest talents to prevail in digital advertising roles after which invested in practicing classes to deliver them with the abilities and abilities to thrive in those new positions.

In instances of crisis it’s tempting for companies to slash training and development budgets. however that’s now not a wise move. The pandemic will, if anything, velocity up the obsolescence expense of expert advantage, and it will be more straightforward to teach old canine new tricks than to locate new canine who're already trained.

Which brings us to the subsequent apply.

[  Practice 4  ]

Tech Up the HR function

companies that rely on gigantic workforces will need to alternate the style they control employees. This might be even more true for the dispersed workforces which have become ordinary right through the pandemic. From an HR point of view, a mannequin that depends too heavily on generic human interaction aren't least expensive.

Ping An gives a glimpse into the future of HR. based in 1988, Ping An (chinese language for “peace and safety”) is China’s biggest insurer, with premium revenues near $100 billion and a market price of greater than $one hundred eighty billion. It relies on nearly 1.5 million brokers to construct believe with the enterprise’s policyholders and promote its array of insurance and economic items, which capacity that the company has to rent heaps of recent brokers each and every yr. to accomplish that, Ping An utilizes massive records and artificial intelligence in its recruiting and management development efforts.

To identify the features of precise performers, Ping An collects and analyzes information on its existing brokers (including efficiency data, consumer consult with records, and practicing assistance) and combines it with the views of out of doors certified concerning the magnitude to each agent’s productivity of career ambition, customer community, adaptability, and income skill. This tips fuels AI-enabled interviews that generate questions and examine candidates’ responses in opposition t an answer pool to investigate the choicest fits on the features that depend most.

using new know-how and massive facts, Ping An has tremendously superior its capability to determine, recruit, and continue fantastic ability at a dramatically reduce can charge. for instance, the enterprise has extended its 13-month retained-agent ratio to ninety five% while slicing close to $ninety million in fees—and holding tempo with the dazzling demand for brand new brokers.

each enterprise can do greater in this enviornment. As groups acquire more and more records on personnel and contractors—regarding each adult’s skills, performance, potential, and ability to learn new talents and take on new roles—americans analytics might be applied across the spectrum of HR activities. technology will enable groups to do a better job of recruiting, deploying, developing, and holding ability, at a lessen can charge. They comprehend of no enterprise that is entirely exploiting the team of workers information it has. Most companies have barely scratched the floor.

[  Practice 5  ]

Get individuals to have interaction with Tech

businesses and employees everywhere are increasingly engaging with AI-enabled techniques like Ping An’s recruitment device. This fashion will handiest accelerate after the pandemic, as more and more people transact and work in the virtual world. regrettably, few businesses—or personnel—manipulate engagement with expertise in a coordinated approach, so personnel develop into suspicious of it, and the know-how underperforms management’s expectations.

That’s a pity, as a result of when people and tech work collectively, every person advantages. USAA, a leading issuer of financial products and features to existing and former contributors of the militia and their households, provides a case in aspect. within USAA’s assurance operations, member service representatives tackle more than 5 million claims each and every 12 months, managing all elements of the manner. offering the absolute best consumer service skill making claims processing extra easy, faster, extra correct, and less costly for USAA participants. as a result, USAA leaders have taken steps to make certain that service representatives are supported through machine-gaining knowledge of algorithms that use synthetic intelligence to greater accurately and correctly estimate the extent of automobile or property harm.

In times of disaster it’s tempting for groups to curb practising and construction budgets. but that’s now not a smart flow.

In deploying these AI-enabled equipment, USAA’s technology team has collaborated closely with the company’s carrier representatives. The team depends on them to “train” its AI mannequin—guaranteeing that the model learns to “feel” like an experienced USAA rep. The company’s loss adjusters use the model in estimating purchasers’ insurable losses, however they could additionally make in-the-box adjustments to its estimates with an evidence, which feeds back to the AI so that the mannequin can be at all times up-to-date and better. ultimately, machines are at once taking on decrease-value initiatives akin to fraud detection and prevention, allowing claims teams to center of attention extra deeply on connecting with and presenting assistance to USAA individuals who are negotiating the claims system, that may commonly be a trying manner. This variety of work is extra fulfilling for people and more desirable leverages their capabilities.

The effects are clear. due to USAA’s built-in strategy to developing and deploying AI-enabled tools and the people who use them, the business has remained a frontrunner in each consumer and worker loyalty. In 2020 it bought accurate marks amongst life insurers from J.D. energy. And in characterizing the outcomes of a 2018 examine of USAA by using the customer analysis corporation Raddon, one newsletter dubbed the company “probably the most liked economic brand on the earth.” That yr fantastic area to Work diagnosed USAA as certainly one of its ultimate offices on the foundation of employee advocacy. As critical, USAA increased its market share in coverage and economic features with defense force personnel and their families from sixty three% in 2010 to 75% in 2019.

[  Practice 6  ]

work out What the next day’s Stars desire from You

Even devoid of the pandemic, tomorrow’s managers would have been hunting for a workplace price proposition very diverse from what enticed workers 10 and even five years in the past. by 2030 Millennials will make up seventy five% of the staff, in keeping with the U.S. Bureau of Labor facts. This generation needs it all: flexible schedules, diversity in the workplace, engagement, autonomy, and a meaningful reference to their employers. however with the trauma of Covid-19 sparkling in their minds, they now have all rediscovered the value of meaningful jobs, supportive colleagues, and versatile employers.

For a concept of what corporations will deserve to do to appeal to and preserve skill in the future, take a glance at ServiceNow, a $three.5 billion enterprise software and services company primarily based in Santa Clara, California. unlike many of its Silicon Valley opponents, ServiceNow does not depend on workplace trappings akin to fancy workplaces and a gourmet cafeteria providing free lunches and bottomless lattes. as a substitute the enterprise focuses on the components that are most vital to protecting and inspiring employees: a culture of inclusion, a place of work that makes getting things done fast and straightforward, and true-notch rewards for people who “reside hungry and humble.”

In 2017 the enterprise’s then-CEO, John Donahoe (a former CEO of Bain), and his crew set out to seriously change ServiceNow from a expertise- and engineering-centric company to a people- and customer-centric one. They begun by way of rebranding the enterprise, both externally and internally, as a firm committed to “making the realm of labor, work stronger for individuals.”

Pat Wadors, who was ServiceNow’s chief skill officer until mid-2020, and Alan Marks, the enterprise’s chief marketing and communications officer, joined forces to latest the company’s new proposition to personnel and advantage recruits. They found that apart from wonderful compensation, day after today’s people crave a deep connection to their agency and its goal. They wish to be part of a firm it is doing whatever worthwhile, corresponding to making work simpler for each person. They are looking to believe a way of inclusion and belonging—to be part of a culture that encourages all personnel to convey their very best selves to their jobs, every day.

strategy & Execution

need to-reads from their most fresh articles on approach and execution, delivered as soon as a month.

for that reason, ServiceNow has constructed a way of life of diversity and has taken dramatic steps to foster inclusion within the office. This distinguishes it from different tech companies, a lot of which view variety as a “hiring problem” as opposed to a cornerstone of their skill approach.

ServiceNow additionally found that potential personnel aren’t a lot distinctive from the business’s customers, in that they desire the business to work better for them. So it deployed a lot of its personal items internally—an effort management calls Now on Now—to make onboarding and activities administrative activities less complicated and quicker. The business’s individuals tactics are human-situated and boom- and construction-focused. “people are treated like adults,” one worker instructed us. “now not lots of litter gets within the way of getting things completed.” finally, ServiceNow’s liberal work-from-domestic and private go away practices make it easier for employees to work when and where they desire, aiding a lifestyle of productiveness, not “face time.” These practices proved principally effective in the midst of the pandemic.

ServiceNow’s interesting method has now not long past ignored. When Glassdoor surveyed existing and former personnel of the company, 69% of respondents indicated that they might recommend ServiceNow to members of the family or chums as a place to work—a level of employee advocacy that puts the business within the suitable 5% of employers globally.

. . .

know-how is fundamentally altering the nature of work. but the approach that the majority organizations take to workforce planning and HR administration hasn’t changed a lot at in every single place the previous two a long time. As corporations rebuild their workforces in the aftermath of Covid-19, they ought to move into the digital age. skill planning and management have to become extra strategic, more holistic, greater rigorous, and more facts-driven. organizations that rebuild following average analog procedures might be outpaced through extra-prescient competitors. Given how a great deal time it's going to take to build a winning skill pool, companies need to begin future-proofing their companies these days.

A version of this article seemed in the September–October 2021 concern of Harvard business evaluation.

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