This short learning programme highlights some of the most important issues and considerations as far as effective and efficient customer service is concerned.
‘Too often customers’ voices penetrate the walls of bureaucracy with difficulty. The lack of information and complex regulations are barriers to customers in dealing with government. All too often it is left to individual citizens to work out for themselves what services are available, and what they are entitled to. Too many government forms are complicated and not designed with the user in mind. Too many letters are written in a stilted, non-personal style, which is off-putting to the person who receives it. Finding the right person to speak to - particularly someone who can give friendly, helpful advice - can be very trying, leaving customers feeling helpless, frustrated and uncertain.
A fresh approach is needed: an approach which puts pressure on systems, procedures, attitudes and behaviour within the Public Service and reorients them in the customer’s favour. It involves creating a framework for the delivery of public and municipal services, which puts customers first and enables them to hold public and municipal servants to account for the service they receive. Such a framework should free up the energy and commitment of public servants to introduce more customer-focused ways of working.’
It is widely acknowledged that successful public institutions need to have a customer-oriented culture. This implies that a customer orientation is the basis for organisational learning that results in superior value attribution and greater customer satisfaction. That is, becoming customer oriented allows public institutions to acquire and assimilate the information necessary to design and execute strategies that result in more favourable customer outcomes.
In simple terms, a customer orientation has something to do with satisfying the expectations of the customer. Concern for the wishes and needs of customers becomes the focus of every decision. What the customer wants, the institution provides. In government, quality service is equated with how well the job is done and especially with whether the customer is made to feel good about the whole operation.
A customer orientation should be instilled in officials who deal directly with the public. The outcome of this process should be to develop a positive customer performance perception and, ultimately, favourable behavioural outcomes. This culture should be instilled in employees through training programmes and through the dissemination of cultural norms
‘Too often customers’ voices penetrate the walls of bureaucracy with difficulty. The lack of information and complex regulations are barriers to customers in dealing with government. All too often it is left to individual citizens to work out for themselves what services are available, and what they are entitled to. Too many government forms are complicated and not designed with the user in mind. Too many letters are written in a stilted, non-personal style, which is off-putting to the person who receives it. Finding the right person to speak to - particularly someone who can give friendly, helpful advice - can be very trying, leaving customers feeling helpless, frustrated and uncertain.
A fresh approach is needed: an approach which puts pressure on systems, procedures, attitudes and behaviour within the Public Service and reorients them in the customer’s favour. It involves creating a framework for the delivery of public and municipal services, which puts customers first and enables them to hold public and municipal servants to account for the service they receive. Such a framework should free up the energy and commitment of public servants to introduce more customer-focused ways of working.’
It is widely acknowledged that successful public institutions need to have a customer-oriented culture. This implies that a customer orientation is the basis for organisational learning that results in superior value attribution and greater customer satisfaction. That is, becoming customer oriented allows public institutions to acquire and assimilate the information necessary to design and execute strategies that result in more favourable customer outcomes.
In simple terms, a customer orientation has something to do with satisfying the expectations of the customer. Concern for the wishes and needs of customers becomes the focus of every decision. What the customer wants, the institution provides. In government, quality service is equated with how well the job is done and especially with whether the customer is made to feel good about the whole operation.
A customer orientation should be instilled in officials who deal directly with the public. The outcome of this process should be to develop a positive customer performance perception and, ultimately, favourable behavioural outcomes. This culture should be instilled in employees through training programmes and through the dissemination of cultural norms
Purpose of the course
Participants should gain knowledge of and skills in the principles of ‘good’ governance, ethics, and professionalism in public services. They will understand the statutory and regulatory obligations for customer care in service delivery and will be able to compile best practice guidelines for the establishment of customer service centres. They will be able to put the Batho Pele principles into practice and establish a code of conduct or a code of good practice for customer service
Admission requirements
Admission requirements
The learner should be competent in:
Communications at NQF level4;
Mathematics or Mathematical Literacy at NQF 3
Communications at NQF level4;
Mathematics or Mathematical Literacy at NQF 3
Learning assumed to be in place
A National Senior Certificate or equivalent qualification.
Course outcomes and assessment criteria
Course outcomes and the associated assessment criteria
Study Unit |
Outcomes |
Assessment Criteria |
| After completion of this course, participants will: | Participant will be assessed on the following criteria: | |
|
|
|
|
Assessment criteria for Appreciating the principles of ‘good’ governance, ethics, and professionalism in public services: Participants must be able to:
Assessment criteria for Understanding the statutory and regulatory obligations for customer care in service delivery: Participants must be able to:
Assessment criteria for Compiling best practice guidelines for the establishment of Customer Service Centres: Participants must be able to:
Assessment criteria for Putting the Batho Pele principles into practice: Participants must be able to:
Assessment criteria for Inclusion of the establishment of a Code of Conduct or a Code of Good Practice for Customer Service: Participants must be able to:
Assessment criteria for Assistance in the implementation of a Service Delivery Improvement Programme: Participants must be able to:
Assessment criteria for Determining performance indicators and service standards: Participants must be able to:
|
Assessment
Students will have to prove their competence in applying the knowledge, skills and behaviour learnt during class exercises and group work. Each student must submit an assignment within a specific time-frame
Method of assessment
The attendance of the first day of class as well as a total minimum of 80% class attendance is compulsory in order to be eligible to hand in your PoE /Assignment. After the successful completion of this skills programme and the portfolio of evidence (PoE), learners will receive a certificate of competence.
Additional information
Mode of delivery
Contact
Target group
Public Servants
Contact us
Contact person name
Prof Stephan van der Merwe
Contact person e-mail
Stephan.VanDerMerwe@nwu.ac.za
Contact person telephone number