The 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 a combination of from the Skills Framework for the Information Age (SFIA) and the Queensland Public Service Leadership competencies for Queensland Framework.
Within the SFIA profile, the ICT customer services manager has level 5 capabilities, i.e. ensures and advises on the skills outlined below.
Refer to the framework for descriptions of the seven levels of responsibility and accountability.
| SFIA skill||SFIA skill code||SFIA skill level of responsibility||SFIA skills descriptor|
|Relationship management||RLMT||5||Identifies the communications and relationship needs of stakeholder groups. Translates communications/stakeholder engagement strategies into specific activities and deliverables. 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. Provides informed feedback to assess and promote understanding. Facilitates business decision-making processes. Captures and disseminates technical and business information.|
|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||Responsible for day-to-day management, resource planning and work allocation to meet agreed service levels. Specifies, agrees and applies standards. Ensures that tracking and monitoring of performance of service delivery through all channels (human, digital, self-service, automated) is carried out, metrics and reports are analysed, and issues are resolved. Drafts and maintains policy, standards and procedures for the customer service or service desk functions. Ensures that the catalogue of requestable and supported services is complete and current.|
Queensland Government roles align with the Leadership competencies for Queensland.
Leadership competencies for Queensland describes what highly effective, everyday leadership looks like in the sector. In simple, action-oriented language, it provides a common understanding of the foundations for success across all roles. The profile describes three performance dimensions (vision, results and accountability) and 11 leadership competencies required against five leadership streams.
Leadership streams are not connected to a level or classification, but rather reflect the balance between leadership and technical skills required of an individual. Individuals can consider the ‘value proposition’ of roles rather than the traditional lens of hierarchical structures or classification levels. The five leadership streams are:
- Individual contributor (Leads self and does not supervise others)
- Team leader (leads a team and typically reports to a program leader)
- Program leader (leads team leaders and/or multiple areas of work)
- Executive (leads program leaders or other executives)
- Chief executive (leads the organisation).
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.
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 this role. 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.
 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
 The Leadership competencies for Queensland framework plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms. The competencies can be utilised in talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning. The competences can be accessed here Leadership competencies for Queensland