Customer relationship manager

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Description

The ICT customer relationship manager is a pivotal role within the ICT environment of an organisation. The main aim of the ICT customer relationship manager is to improve services provided to ICT customers across an organisation and to use customer contact information for targeting marketing. The ICT customer relationship manager will manage the business relationship between the organisation and its targeted clients. This person will have highly effective skills in communicating with influence and maintaining relationships with key stakeholders.

From the outside, customers interacting with a company should perceive the business as a single entity, despite often interacting with a number of employees in different roles and departments. The customer relationship manager is responsible for developing a combination of policies, processes, and strategies to unify its customer interactions and provide a means to track customer information.

The customer relationship management (CRM) includes many aspects which relate directly to one another:

  • direct interaction with customers, e.g. face to face meetings, phone calls, e-mail, online services etc.
  • operations that ultimately affect the activities of the front office e.g. billing, maintenance, planning, marketing, advertising, finance, etc.
  • the interaction with other external companies and partners, such as suppliers/vendors and industry networks. This external network supports front and back office activities.
  • analysis — key CRM data can be analysed in order to plan target-marketing campaigns, conceive business strategies, and judge the success of CRM activities e.g. number and types of customers, revenue, and profitability.

The ICT customer relationship manager also ensures that the customer relationship management data can be utilised to plan target marketing campaigns, conceive business strategies, and judge the success of CRM activities.

An ICT customer relationship manager exhibits capabilities in line with the Skills Framework for the Information Age (SFIA)[1] and the Queensland Public Service Workforce Capability Success Profile.[2]

Within the SFIA profile, the ICT customer relationship manager has level 5 capabilities, i.e. ensures and advises on the skills outlined below.

Autonomy

Works under broad direction. Work is often self-initiated. Is fully responsible for meeting allocated technical and/or project/supervisory objectives. Establishes milestones and has a significant role in the assignment of tasks and/or responsibilities.

Influence

Influences organisation, customers, suppliers, partners and peers on the contribution of own specialism. Builds appropriate and effective business relationships. Makes decisions which impact the success of assigned work, i.e. results, deadlines and budget. Has significant influence over the allocation and management of resources appropriate to given assignments.

Complexity

Performs an extensive range and variety of complex technical and/or professional work activities. Undertakes work which requires the application of fundamental principles in a wide and often unpredictable range of contexts. Understands the relationship between own specialism and wider customer/organisational requirements.

Business Skills

Advises on the available standards, methods, tools and applications relevant to own specialism and can make appropriate choices from alternatives. Analyses, designs, plans, executes and evaluates work to time, cost and quality targets. Assesses and evaluates risk. Communicates effectively, both formally and informally. Demonstrates leadership. Facilitates collaboration between stakeholders who have diverse objectives. Takes all requirements into account when making proposals. Takes initiative to keep skills up to date. Mentors colleagues. Maintains an awareness of developments in the industry. Analyses requirements and advises on scope and options for continuous operational improvement. Demonstrates creativity, innovation and ethical thinking in applying solutions for the benefit of the customer/stakeholder.

 

  SFIA Skill

SFIA Skill Code

SFIA Skill Level of Responsibility

SFIA Skills Level Descriptor

Relationship management

RLMT

5

Identifies the communications needs of each stakeholder group in conjunction with business owners and subject matter experts. Translates communications / stakeholder engagement strategies into specific tasks. Facilitates open communication and discussion between stakeholders, acting as a single point of contact by developing, maintaining and working to stakeholder engagement strategies and plans. (For example, may oversee the organisation's promotional/selling activities to one or more clients, to ensure that such activities are aligned with corporate marketing objectives). Negotiates with stakeholders at senior levels, ensuring that organisational policy and strategies are adhered to. Provides informed feedback to assess and promote understanding.

Service level management

SLMO

5

Ensures that service delivery meets agreed service levels. Creates and maintains a catalogue of available services. In consultation with the customer negotiates service level requirements and agrees service levels. Diagnoses service delivery problems and initiates actions to maintain or improve levels of service. Establishes and maintains operational methods, procedures and facilities in assigned area of responsibility and reviews them regularly for effectiveness and efficiency.

Capacity management CPMG 5 Drafts and maintains standards and procedures for service component capacity management. Ensures the correct implementation of standards and procedures. Pro-actively reviews information in conjunction with service level agreements to identify any capacity issues and specifies any required changes. Works with business users to agree and implement short and medium term modifications to demand.

 

Queensland Government roles align with the Queensland Public Service Workforce Capability Success Profile.

The success profile is a sector wide, one-government approach to the leadership behaviours expected of all public sector employees to support high performing workplaces.  The profile describes three performance dimensions (vision, results and accountability) and 13 leadership competencies required against four role types: 

  • Individual contributor (manages self)
  • Team leader (manages individuals)
  • Program manager (manages multiple teams/projects)
  • Executive (manages program managers)

When developing a Role Description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills. 

Entry points

A formal qualification is not required, although a degree level qualification in business is highly regarded.

Industry experience is highly regarded to undertake the role of ICT customer services manager. An ICT relationship manager is required to have a high level of communication skills, both written and oral, a high level of negotiation skill, a detailed understanding of technical environments, excellent management skills and the ability to review and change processes to achieve best practice standards.

Learning and development

Skills in the area of ICT relationship management can be improved through participation in a variety of courses. These courses will improve the skills and general knowledge of an ICT relationship manager. Many of these courses are run by private companies.

 

  1. The Skills Framework for the Information Age (SFIA) provides a common language that integrates with an organisation’s way of working, to improve capability and resource planning, resource deployment and performance management.  This role profile quotes extensively from the SFIA, under licence from the SFIA Foundation.  Information about the SFIA can be found at http://www.sfia-online.org/en
  2. The Queensland Public Service Workforce Capability Success Profile plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms, while at the same time delivering organisational change and growth.  The success profile is being utilised to align sector-wide talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning.

http://www.psc.qld.gov.au/includes/assets/PSC_Workforce_Capability_Success_Profile.pdf

The supporting Companion Guide can be found at

http://www.psc.qld.gov.au/includes/assets/Companion_guide_QPS_Workforce_Capability_Success_Profile.pdf