Customer services manager

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Description

The ICT customer services manager is a pivotal role within the ICT environment of an organisation. The main aim of the ICT customer services manager is to ensure that services to those using ICT across an organisation are of a high quality. The ICT customer services 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.

The ICT customer services manager will lead a team who assist other staff when they are having difficulties in using their PC and/or information system. The team will range from call centre staff, who takes the call and attempt to resolve the issue immediately, through to staff who can only resolve the issue on a face to face basis.

The ICT customer services manager also ensures that there is a clearly defined process for the handling of customer complaints. These complaints should be used to assist in improving the service that ICT users receive. The ICT customer services manager will also ensure that the staff they are managing have the appropriate level of technical skill, product skill and understanding of how the organisation works.

An ICT customer services 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 services 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.

Problem management

PBMG

5

Ensures that appropriate action is taken to anticipate, investigate and resolve problems in systems and services. Ensures that such problems are fully documented within the relevant reporting system(s). Enables development of problem solutions. Coordinates the implementation of agreed remedies and preventative measures. Analyses patterns and trends.

Incident management

USUP

5

Ensures that incidents are handled according to agreed procedures. Investigates escalated incidents to responsible service owners and seeks resolution. Facilitates recovery, following resolution of incidents. Ensures that resolved incidents are properly documented and closed. Analyses causes of incidents, and informs service owners in order to minimise probability of recurrence, and contribute to service improvement. Analyses metrics and reports on performance of incident management process.

Customer service support

CSMG

5

Ensures that the inventory of components to be supported is complete and current. Drafts and maintains policy, standards and procedures for the customer service or service desk functions. Responsible for day-to-day management and work allocation to meet agreed service levels. Specifies, agrees and applies standards. Ensures that tracking and monitoring of performance is carried out, metrics and reports are analysed, and issues are resolved.

 

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 degree level qualification in areas such as information technology or information systems is highly regarded for those wishing to work as an ICT customer services manager.

Experience is highly regarded to undertake the role of ICT customer services manager. An ICT customer services 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 customer services can be improved through participation in a variety of courses. These courses will improve the skills and general knowledge of an ICT customer services 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