The account manager acts as the liaison between the Information Communication and Technology (ICT) department and the business. The account manager works closely with key stakeholders from the business to determine their ICT needs and then relays those needs to the ICT area so that they are fully aware of the needs and expectations of the business. The account manager works to ensure that the business is maximising the benefits of the ICT products and services being provided.
The account manager is also responsible for making the business aware of new products and services being offered and how these products and services can be of benefit to the business and improve service delivery.
An account manager will work with a variety of other ICT professionals such as business analyst, change manager, systems analyst, network analyst and sourcing specialist.
An account manager exhibits capabilities in line with the Skills Framework for the Information Age (SFIA) and the Queensland Public Service Workforce Capability Success Profile.
Within the SFIA profile, the account manager has level 4 capabilities, i.e. enables, ensures and advises on the skills outlined below.
Works under general direction within a clear framework of accountability. Exercises substantial personal responsibility and autonomy. Plans own work to meet given objectives and processes.
Influences customers, suppliers and partners at account level. May have some responsibility for the work of others and for the allocation of resources. Participates in external activities related to own specialism. Makes decisions which influence the success of projects and team objectives.
Work includes a broad range of complex technical or professional activities, in a variety of contexts. Investigates, defines and resolves complex issues.
Selects appropriately from applicable standards, methods, tools and applications. Communicates fluently, orally and in writing, and can present complex information to both technical and non-technical audiences. Facilitates collaboration between stakeholders who share common objectives. Plans, schedules and monitors work to meet time and quality targets. Rapidly absorbs new information and applies it effectively. Maintains an awareness of developing technologies and their application and takes some responsibility for driving own development.
SFIA Skill Code
SFIA Skill Level of Responsibility
SFIA Skills Level Descriptor
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.
Appraises factors that influence online marketing activity, carries out market research, and identifies unique selling points and key messages. Investigates and analyses customer and competitor dynamics and uses appropriate channels and technologies for target marketing and engagement. Recognises and uses the similarities and differences between online and traditional marketing concepts and applications, providing advice on channel methodology, effectiveness and implementation. Makes creative use of elements relevant to both digital and traditional environments, and drafts appropriate support materials. Analyses the effectiveness of campaigns and services and their impact on audience behaviour and business outcomes. Organises and participates actively in marketing events.
Works closely with the sales team to help prospects to clarify their needs and requirements; devises solutions and assesses their feasibility and practicality. Demonstrates technical feasibility using physical or simulation models. Produces estimates of cost and risk and initial project plans to inform sales proposals. Resolves technical problems.
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.
A degree level qualification in business and or information technology is very highly regarded. Experience in sales and a very high level of customer service experience are essential to the role. Sound communication and interpersonal skills are vital to success as an account manager.
Learning and development
There are a number of ways to develop and improve account management skills. Formal training and on the job experience are important ways to improve and develop the required skills.
 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 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. See http://www.psc.qld.gov.au/includes/assets/PSC_Workforce_Capability_Success_Profile.pdf