Plan requirement
| Subscription | Suite Enterprise or higher, Support Enterprise |
| Access | Admin |
A group SLA measures an internal team's part of the work, separately from what you promised the customer.
What it is for
Your customer SLA covers the whole conversation. When a ticket passes through three teams, it tells you the total was too slow and nothing about where the time went.
A group SLA measures how long a ticket sits with a particular group, so the handovers become visible.
Set one up
- Open Admin Center, then Objects and rules, then Business rules, then Service level agreements.
- Create a group SLA.
- Set which group it applies to and the conditions.
- Set the targets.
- Save and order it among the others.
Two things must be true first
At least one group has to exist before you can create a group SLA at all. And the tickets have to carry a priority in the system default Priority field: a custom field of your own called priority does not count, and a policy built on one silently applies to nothing.
That second one is worth checking on an account that has been running for a while, because a custom priority field is a common early piece of configuration.
What it measures
The metric is Ownership time. It starts when a group is assigned to the ticket and stops when the ticket is reassigned or solved, which is exactly the handover window you wanted to see.
Leave the group unspecified and ownership time is measured on every ticket whenever any group is assigned. Useful as a first look before you decide which teams deserve their own policy.
It runs alongside, not instead
A ticket can carry both a customer SLA and a group one at once. The customer promise keeps counting for the whole ticket; the group target measures its stay with that team.
Where it changes conversations
Handover delays are where support time disappears, and they are the hardest to discuss without evidence. Everyone believes another team is the slow one.
Group SLAs turn that into a number, and a number is harder to dismiss than an impression, including for the team that assumed it was fine.
Agree the targets with the group
An internal target imposed on a team that never agreed to it produces resentment and a metric they ignore. The conversation about what is reasonable is the valuable part; the configuration is the easy bit.
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