Issue 5: Mar — May 2011
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Hindura Imyumuvire n’imyi fatire byawe uyu munsi Investissez dans le Branding Incentives for the Workforce NEW! Your wellbeing matters
Dan Sackey Ecobank investing in technology for growth and improved service delivery
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• Quick processing time • Competitive pricing • Timely renewal of all insurance covers • No maximum financing restrictions Suitable for both individuals and businesses! www.finabank.com For more information on Fina IPF (Insurance Premium Finance), please contact: SERVICEMAG March - May 2011| 3 Fina Bank S.A. 20 Bld de la Révolution | B.P, 331 Kigali - Rwanda | Tel: +250The 598601 | Fax: +250 252 573486
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Issue 3: Sept-
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Nov 2010
Iron Sharpe
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An interview Ministry of with the PS, East Afric an Community in Rwanda, Mr. Robert Ssali
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I am new in town and came across your magazine, and enjoyed reading each page. The quality of print is high; content and use of language are excellent. Kindly advise how I can obtain a copy of all past issues. Your article on being a gazelle or a lion was a very good one for everyone, not just business people. Lekan Popoola
For all interested in getting past issues, please email us on letters@ theservicemag.com or read them online at www.theservicemag.com
UMUSANZU WANJYE KUVA MU BUHINDE
Nkunda gusoma inyandiko zo muri ServiceMag, ndi umusomyi uhoraho w’iki kinyamakuru. Ushobora gutungurwa n’uko Umuhindi utuye mu Buhindi ari umusomyi uhoraho w’iki kinyamakuru. Ubundi, inshuti zanjye ziba i Kigali zinyoherereza buri gihe ibyanditswe bitandukanye harimo n’iki kinyamakuru “ServiceMagazine”. Nifuzaga gutanga umusanzu wanjye mu magambo make ajyanye na serivisi zo mu nganda, cyane cyane mu mahoteli, kwakira abantu n’ubukerarugendo. Mu Buhinde dufite imvugo igira iti: “Atithi Devo Bhava “ isobanura ngo“ umushyitsi wacu ahimbazwe, umushyitsi wacu ni Imana”. Icyubahiro cyakagombye kuba buri gihe kigize umutima wa muntu. Kuva mu bihe bitabarika, twese [abantu]twubashye buri gihe abarezi bacu, abadukuriye, ababyeyi bacu n’abashyitsi bacu. Intego y’iyi ndangagaciro fatizo ni iyo gukangura muri twe ibyerekeye ubukerarugendo no gushishikariza abantu ibyerekeye gusegasira umurage wacu ukize n’umuco wacu. Kubaha abashyitsi n’abakugana bizaba isoko y’imigisha kuri wowe no ku bucuruzi bwawe. Na Rajesh Vedak- Mumbai
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Lyi magasine ni nziza cyane gusa byadufasha muyidushyiriye mu kinyarwanda kuko ifasha abantu benshi uburyo bafata aba clients neza murakoze mugire noheri nziza numwaka mushya muhire, bye bye. Uwimbabazi Irene I am from Musanze district and I found out about the ServiceMag recently after reading the fourth issue. I would like to express my deep gratitude for the useful advice on how to make our businesses succeed. I particularly agreed with the seven suggestions you made for improving businesses. Above all, I loved the “Are you a Gazelle or a Lion” article. As you suggested, I now start my day either as a GAZELLE or a lion, i.e, having something to run for! Would you kindly write about how to start small businesses in one of your next issues? Fulgence Kuradusenge Since the launching of the ServiceMag, I have been an ardent reader of the magazine. I also wanted to contribute by sharing a few articles on customer service. Are members of the public allowed to do this? If so, what are the requirements, as well as the dos and don’ts? I shall be happy to hear from you. Dennis Semutakirwa
Articles and contributions are welcome as long as they educate and sensitise. Send to editor@theservicemag.com
Bonjour, je viens de visiter votre site internet et franchement, je voulais vous féliciter. La mise en page est vraiment très différente et le magazine est très attractif. Etant moi-même dans le milieu journalistique, j’apprécie particulièrement l’effort que vous fournissez pour apporter une touche de couleurs dans l’information et l’éducation. Bon courage à vous tous! Anjara Harea (Madagascar)
Je suis un fan de ServiceMag mais il y a une page qui me plaît le plus, c’est le Pictorial. Cela nous met au courant des événements à Kigali et les photos sont toujours très belles. Mais je voudrais vous dire de mettre de temps en temps des choses qui se passent ici dans les districts. Merci et bonne continuation. Paul de Rwamagana
Ikosora
Mu nimero ya 3 y’ikinyamakuru ServiceMag (NzeriUgushyingo 2010) inkuru yitwa “Ikimenyane mu Gutanga serivisi” ku rupapuro rwa 17 ntiyari ijyanye na gato n’ifoto yahashyizwe, nta naho bihuriye. Turisegura kuba hari abo byakomerekeje Ese mwakunze inyandiko tubagezaho? Turabasaba ngo muduhe ibitekerezo. Kuri: letters@servicemag.com
PUBLISHER’S NOTE
Design & Layout Edward Matovu merik@studiom.ug Managing Editor Diana Ramarohetra diana@theservicemag.com English Editors Aryantungyisa Otiti Elise Milenge Jean Claude Nkulikiyimfura Kinyarwanda Editor Gaspard Habarurema gaspardhaburema@gmail.com Photographers Malik Shaffy, Paul Snijders, Cyril Ndegeya, Amir Demeke Cartoonist Dolph Banza banzadolph@gmail.com Contributors Sam Kabongo, Marie-Louise Beerling, Colleen Rickenbacher, Efua Hagan, Allon Raiz, Berna Namata, David Kezio Musoke, Sandra Idossou, Hubert Rutage, Denise Umunyana, Anita Haguma, Diana Ramarohetra, James M. Onyango, Abena Amoako-Tuffour, Katia Manirakiza, Aba Hagan, Nax Rukatsi, JeanClaude Nkulikiyimfura, Carl Mueller The following organisations supported us in producing this issue: Diamond RDB, One UN, Ecobank, BCR, SDV Transami Platinium Kenya Airways-KLM, RwandAir Gold BRD, Fina Bank, Kigali City Tower, Lemigo Hotel, Satguru, Shokola, Ujenge, Zen Restaurant Silver Datapro Bronze Easy Info, Expand www.theservicemag.com KNOWLEDGE IS POWER *The opinions, articles and photos in The ServiceMag and The ServiceMag Online do not necessarily reflect those of the editor, publishers or their agents.
Optimism and hard work Key ingredients for success TWO dealers in shoes are sent to a faraway destination to hunt for new business opportunities. Upon their arrival, one of them calls his head office and says, “You’ve probably made a big mistake by sending us here. No one here wears shoes. I’m returning right away”. The second person calls and says, “Gee, what a great opportunity! No one here wears shoes and this means that there are huge opportunities for sales. Please replenish our stock”. Guess which of the two will eventually succeed in business. Life is full of opportunities, depending on the way we perceive certain events and situations. Unfortunately, we tend to spend so much time and energy focusing on the negative aspects of our environment. Though it is true that we cannot always control the circumstances surrounding us, we can always control the way we feel about them, the way we react and the way we decide to tackle them. Our first issue this year highlights stories of optimism, hard work and determination. When the Rwanda Development Board (RDB) awarded Ujenge Rwanda, the Best SME in 2010, not many could imagine the amount of hard work that brought this young and dynamic construction company this far. It is also with optimism that The ServiceMag believes that all these educational articles in English, French and Kinyarwanda can somehow positively contribute to the change process happening in Rwanda. Though putting together each issue is a real constant challenge in terms of sponsorships, we believe that more organizations will understand the need to support this project of sensitizing and building the capacity of the entire workforce. Mr Aurelien Agbenonci, the Resident Coordinator of the One UN in Rwanda, shares his thoughts on what makes Rwanda an ideal place to implement the UN reforms aimed at ‘Delivering as One’. The One UN intends to be more coherent in its actions, to work more efficiently and produce a stronger effect on the development of Rwanda as well as the wellbeing of its population. Hard work, appropriate systems and procedures, training of employees have also made Ecobank Rwanda one of the greatest financial institutions in Rwanda since its entry on the local market. Today, the bank has been able to rebuild its brand and customers can now count on the dedicated employees who always strive to do their best in terms of service delivery. This issue of your magazine is a combination of many other interesting articles that should help us to become more professional in our daily activities. The sweet taste of success in our businesses should drive us forward and help us be optimistic about this year and the future. Optimists are unquestionably more successful at what they do because the expectation of success makes them work harder and not wallow in the negative.Optimism makes us believe there is a better tomorrow; that we can go beyond adversity and beyond what we see. In times of difficult challenges, let’s arm ourselves with some of the secret assets shared by all those who have succeeded; (1) Optimism, (2) Great personality, (3) Ability to focus on the positive and (4) lots of hard work. Decide today to develop a positive mindset. Work hard to achieve your goals and what you believe in. The future will prove that you were on the right path. Enjoy the reading.
The SERVICEMAG March - May 2011| 5
PHOTO: Amir Demeke
Publisher Sandra Idossou sidossou@theservicemag.com
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FEATURES
FOCUS
12 Hindura Imyumvire n’imyi fatire byawe uyu munsi 20 La qualité de pizzeria 22 Ikinyabupfura cyawe n’umuco mwiza byagiyehe 23 Fashion: Communicate your professional abilities 24 3 voices entrepreneurs need to muffle
14 UN Rwanda: Delivering as One
New!
YOUR WELLBEING MATTERS 31 Stress management 32 5 Minute makeup for working women
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49
WHERE WE HAVE BEEN
33 Importance of Induction 34 Investissez dans le branding 36 Incentives for the workforce
48 Nyamuneka ita ku bakugana kimwe 49 Rwandair: Braza, yahageze! 50 Nahitamo kuguma ndwariye imuhira aho kujya ku bitaro bimwe ne bimwe! 51 Service sympathique égale fidélité 53 Fiona does it best
HAVE YOUR SAY
AT YOUR SERVICE
COVER STORY 26 Ecobank Rwanda
FOR YOU MANAGER
38 Facebook à Consommer avec Modération 42 Ibitera gutinda mu gutanga serivisi mu Rwanda 44 Graduates’ Dilemma
55 Meet Ronald Kajubi
PLUS: Pictorial, Cartoon, Et Aileurs & Ask Our Lawyer
20
FEED BACK
Welcome to the Shokola Experience An intricate fusion of African flavors, textures, sights, sounds and aromas. Under the magnificent starlit sky of Rwanda, in the shadows of Bedouin tents, Gazebos and cosy bedlike couches, this nomadic-like village gives you an experience to remember and an opportunity to savor Rwanda’s natural beauty in a way you’ve probably never imagined before… Whether you want a place to meet friends over cup of coffee while relaxing in a beautiful serene garden by the Shisha Bar, a quiet place for your business meetings with free high-speed Wi-Fi or a romantic venue for that very special occasion - our famously warm hospitality and intricate fusion of modern African ambience, Moroccan and Mediterranean inspired cuisine will make your Shokola Experience unforgettable. Shokola is located in Kiyovu, 5 minutes walk from Kigali City Center, on the first street on your left downhill from the Hotel des Milles Collines and opposite BNR. Contact us on +250 755 000 000, info@shokolacafe.com Open: Mondays - Fridays: 8 am – 10 pm, Saturdays: 10 am – 10 pm, Sundays: 10 am – 9 pm. Follow us on Twitter and join us on Facebook, www.shokolacafe.com
Shokola
The SERVICEMAG March - May 2011| 7
PHOTO: Malik Shaffy
FEATURE
Improving Service through
Cultural Values Sam Kebongo
L
ast Christmas, I spent three days in Mwanza, Tanzania. I was impressed by the peaceful, warm and friendly environment; it was just what an overworked person like me needed! I stayed at G.J. Hotel. It was Tanzanian courtesy at its best, combined with efficient service and African warmth. I was treated like a long-lost brother. Indeed, they called me ‘kaka’- Swahili for brother, which felt nice. They actually went out of their way
8 | The SERVICEMAG March - May 2011
to make me happy and comfortable. They even gave me a guide to take me around town to shop for Christmas gifts for my family. I spent well beyond my budget, not only would I recommend the hotel to anyone, but I shall certainly make a return visit! I was struck by the great combination between the local culture and service culture. This kind of reception is not unique to Tanzania. You only have to visit an African home, especially in the rural
areas and you will see it constantly. It is called ubupfura in Kinyarwanda and uungwana or ustaarabu in Kiswahili. The only difference is that the good people of GJ Hotel took it to a higher level and combined it with efficiency. Culture – it is a people’s way of life that significantly shapes their world view and philosophy. It affects every aspect of their lives, thoughts and actions. Culture has a bearing on our moral values and ethics and what we consider ‘civilized’
FEATURE
BOOK YOUR AD SPACE NOW
Service Culture... is an environment where people are enthusiastic about providing service beyond the call of duty“
SERVICEMAG THE
ALL YOU NEED TO KNOW TO IMPROVE YOUR SERVICES
COMMISSIONER GENERAL, RWANDA REVENUE AUTHORITY
on Good Customer Service in Rwanda “It may not take a day or even a year but we will get there!”
Issue 3: Sept-Nov 2010
TIPS FOR THE MANAGER:
How to ensure your business delivers exceptional service
L’ENVERS DU SERVICE
Le quotidien d’un employé
Sharpens IronUBURYO 10Iron
PS, with the Budansanzwe mu guha An interview Africannziza of Eastservisi umukiriya Ministry Community in Rwanda, Mr. Robert Ssali
a Impamvu Zitera Kwakir Nabi Abakiriya En avant pour nos droits de consommateurs
k
NE
W
!
sw O er u s to r L le a ga w l is y su er es
du Rwanda
efficiency
As
CEO, Banque Populaire
An
BEN KALKMAN “Customer care is about
PLUS
Our readers where they havetell and how they been were treated
FREE COPY
Motivate Your Team
Issue 5: Mar — May 2011
om www.theservicemag.c
Hindura Imyumuvire n’imyi fatire byawe uyu munsi
ALL YOU NEED TO KNOW TO IMPROVE YOUR SERVICES
Investissez dans le Branding Incentives for the Workforce NEW! Your wellbeing matters
key Dan Sac ng in technology MARCH - MAY 2011
Sam Kebongo is a skills and business advisory services consultant. sam.kebongo@gmail.com
MARY BAINE
THE SERVICEMAG
role of the existing culture should be considered in improving service culture. First, the speed and efficiency with which you deliver your product or service should be at best amazing and at worst impressive. Shorter delivery time of a product or service is always better. But this should not compromise on quality. Constant improvement of the service environment is necessary. It is about getting it right the first time. Good service culture is a journey, not a destination. Seek to make buying convenient to the customer. We typically purchase goods and services for two reasons: it makes us feel better or it alleviates a past discomfort. Convenience meets these criteria for the customer. Third, buying is an emotional decision. Each of us needs to feel appreciated and important. This is why we must be courteous, warm and welcoming to our customers. Like the good people of GJ Hotel, we should treat customers with warm African hospitality and they will identify themselves with you. Fourth, service culture must be a concerted effort. The presumption that it is only a job is not only wrong but is really warped business thinking. The essence of the business is the customer. Everything and everyone’s responsibility should be geared towards increasing and retaining customers. It is as simple as that. Use existing local culture to enrich service culture and you will go a long way. TSM
ISSUE 5
or ‘primitive’. Naturally, this affects our actions and reactions not only in our places of work but also in our daily life. The globalization of the world economy has brought about some very innovative ways of serving customers. One of these is the advent of outsourced call centers across continents serving customers continents away in a very personal way. While it works very well, it does entail the inherent clash of cultures that you expect when working with people of diverse backgrounds. Service culture - It is an environment where people are enthusiastic about providing service beyond the call of duty. This presents challenges that must be met head-on by every organization. Unfortunately, this kind of pressure has led many organizations to seek ‘quick fix ‘solutions without much thought. This usually involves deploying wholesale ‘cut and paste’ strategies that have worked elsewhere; regardless of differences in the cultural and business environment. The results are almost always unsatisfactory. Employees reach an ‘emotional high’ immediately after training but this soaring of spirits lasts only for a short while, whereupon things slump back to business as usual or worse. While it is advisable to share and put to use best practices in business, it is not smart to adopt every new thing that comes your way simply because it is fashionable without considering its suitability to your customers. One shouldn’t throw away one’s own ‘strengths in service’ in favor of new ideas without proper consideration. The
Issue 2: June - August 2010
Ecobank investi ed for growth and improv service delivery
RING AS ONE ANDA - DELIVE FOCUS: UN RW
5,000 COPIES 3 LANGUAGES... ALSO AVAILABLE ONLINE +250 788 781 562 +250 785 161 834 advert@theservicemag.com www.theservicemag.com KNOWLEDGE IS POWER
The SERVICEMAG March - May 2011| 9
Ujenge scoops the RDB 2010 Best SME and Best Real Estate Awards
The RDB awards are important to us mainly because it is the recognition of our achievements through a strong vision and objectives that we have set within Ujenge since our beginnings in 2007. Our aim is to ensure the sustainable growth of our industry with strong mechanisms of self-assessment which will maintain a high level of efficiency and excellence. The ingredients of success for our company can be grouped under four main factors: First, having a strong vision and a clear strategy in achieving our goals in this competitive environment. Secondly, hard work and accuracy because with limited resources and capacity, we have ensured not to repeat mistakes. Training our employees has also been very essential. Then, one cannot realize success without thorough budgeting and control of expenditure. This has made us maintain rigorous bookkeeping. Finally, we have tried to remain professional by honoring our commitments. Our challenges for the years to come are multiple in terms of human resources as building capacity is a key issue in our market. Access to finance, the cost of materials in Rwanda due to transport, marketing our products and making customers understand that it is not because they use a contractor that their house becomes necessarily more expensive. Our advice for young entrepreneurs is to believe in their products and dreams and go for what they believe in. Starting a new business does not always require huge capital. Patience, determination and lots of hard work are what are needed most.
PO Box 2869 Kigali | Tel: +250 788 300 484 | info@ujenge.com | www.ujenge.com
10 | The SERVICEMAG March - May 2011
BrandSmart
The World Bank’s “Doing Business Report 2011”, The World Economic Forum’s 2010 Competitiveness Award and the Commonwealth Business Council’s African Business Award 2010, are all clear indicators of what a breeze it is to do business in Rwanda.
DOING BUSINESS IN RWANDA NOW EVEN BETTER
Reasons why you are better off investing in Rwanda: One-stop Concept: RDB is a one-stop centre for business registration; registration in 24 hours, online and manual business registration – register from wherever you are. Construction permits are issued at Nyarugenge district. E-Regulations: Online access to information on all major doing-business procedures e.g business registration and property transfer amongst others. Sustained High Growth – an average 7.1% GDP year-on-year growth since 2004, stable inflation and exchange rate; highest GDP growth among major African economies Robust Governance: Political stability, well functioning institutions, rule of law and zero tolerance to corruption (Highest rating from World Bank Governance Indicator) Easy Access to the 150 million strong East African Common Market and Customs Union; at Gatuna and La Corniche. Untapped Investment Opportunities in Agro-Processing, ICT, Infrastructure, Tourism, Energy, Mining, Services, Real Estate and Construction
www.rdb.rw
The SERVICEMAG March - May 2011| 11
D
r Maya Angelou, umugore wahebuje mu mpinduramatwara kandi akaba n’umwanditsi w’ibitabo w’akataraboneka, yigeze kuvuga muri zimwe muri disikuru ze zuzuye ubwenge, ati: “Niba udakunda ikintu, gihindure. Niba udashoboye kugihindura, hindura imyumvire yawe. Wikwinuba”. Ni iyihe mu myumvire yawe ukeneye guhindura uyu munsi kubyerekeye imitangire myiza ya serivisi? Mbese waba uzi ko imwe mu myumvire yawe iguha isura mbi, itanga isura mbi y’ikigo cy’ubucuruzi ndetse iha isura mbi u Rwanda? Ingero eshatu zikurikira zirerekana ku buryo bworoshye ko wowe ubwawe uri nyirabayazana y’imyifatire n’imyumvire yawe? Ubushize igihe najyaga mu biro bya Leta gutanga ibarwa, nagombye gutegereza igihe cy’isaha imwe n’igice mbere y’uko uwo mukozi ava mu kiruhuko cya saa sita. Yaje ahumura ibiryo, yihaganyura mu menyo, yishima ku nda nk’aho yari yariye ibya ngunda. Mu kindi kigo, umudamu yansezeranyije kugaruka vuba nyuma yo kurangiza icyo yakoraga kandi koko yahise agaruka aza kunyitaho ku buryo byanshimishije kubera ko atishe isezerano. Ikindi gihe, nagize nari mfitanye umubonano n’umugabo watinze iminota 40 yose. Aho aziye, yaraje ariyicarira nta no gusaba imbabazi kubera gutinda nk’aho iminota 40 yantindije atagombaga kuyisabira imbabazi. Breckler na Wiggins basobanura imyumvire muri aya magambo: “Ibimenyetso bishingiye ku bitekerezo no ku
12 | The SERVICEMAG March - May 2011
Ibimenyetso bishingiye ku bitekerezo no ku mutima w’umuntu biterwa n’ibyo umuntu yanyuzemo biyobora ku buryo butaziguye kandi bukomatanyije imyifatire y’umuntu” mutima w’umuntu biterwa n’ibyo umuntu yanyuzemo biyobora ku buryo butaziguye kandi bukomatanyije imyifatire y’umuntu”. Imyumvire myiza ishobora gusobanurwa nk’uburyo bw’imiterere ifasha umutima w’umuntu cyangwa imyumvire yerekana uko umuntu abona ikintu cyangwa igikorwa runaka. Yerekana uburyo tubona ibintu bibaho, ibyo yanyuzemo n’ibindi biba mu buzima bwacu. Sinzi neza niba tuvukana uwo mutima, cyangwa niba buri gihe duhitamo imyifatire tugomba gukurikiza. Reka tuvugishe ukuri dushyire mu gaciro noneho turebe mu mutimanama wacu no muri roho yacu. Mu buzima bwacu bwa buri munsi, hashobora kuba haboneka imyumvire mibi tugomba guhindura guhera ubu. Impamvu ni ukubera ko imitangire myiza ya serivisi ishingiye ku myumvire. Si ngombwa amashuri umuntu afite cyangwa umubare w’ibitabo umuntu yasomye ndetse n’urwego rw’umuntu aho atuye. Iyo udafiye imyumvire ikwiye, ntabwo uzigera ugira imikoranire y’imitangire ya serivisi y’indashyikirwa. Ubahiriza Igihe Umara igihe kingana iki mu kiruhuko cya saa sita? Waba rimwe na rimwe wishyira mu mwanya w’abantu bakugana bashaka serivisi bagomba kugutegereza mu gihe ugenda biguru ntege, wiganirira na bagenzi bawe?
Mu gihe usohotse mu biro, usabwe gushyira agapapuro ku rugi cyangwa ku meza ukoreraho kugira ngo abakiliya bawe bakugana bamenye igihe uribugarukire. Reka twibuke ko akantu gato twakwita ko nta gaciro gafite nko kudatinda mu kiruhuko cya saa sita gashobora kugira ingaruka nziza ku bwiza bw’imitangire ya serivisi uha abakiliya. Ubahiriza ibyo wiyemeje. Mbese ubushize igihe usezeranya umukiliya ko uribumutelefone, waba warabikoze? Mbese imyumvire yawe mu kubahiriza ibyo wiyemeje iteye ite? Tugomba kwitoza kugira imyumvire myiza guhera uyu munsi twubahiriza buri sezerano twemereye abakiliya bacu; N’ubwo icyo twasezeranije umukiliya cyaba gisa n’aho nta gaciro gifite. Gira ingoga kandi urusheho gukorana umurava. Banyarwanda, musabwe kugerageza kwihuta. Ejo hazaza hagenewe abantu bakorana ubwira kandi bubahiriza igihe. Birambabaza cyane rimwe na rimwe iyo mbona uko abantu bagenda n’igihe bamara kugira ngo bakore ikintu runaka. Imyumvire myiza iboneye idusaba kwihuta no kugira ingoga no gukorana umurava; inadusaba na none no gukora umurimo unoze kandi vuba, nta kuzuyaza; nta kugenda biguru ntege; nta guta
umwanya mu bintu bidafite agaciro, bitari ngombwa. Mu gihe muri iyi minsi dukunze kuganira ku mitangire myiza ya serivisi, tugomba kumenya ko bitoroshye kandi bisaba ubushobozi n’ubumenyi buhanitse, imyifatire n’imitekerereze inoze, imibanire myiza n’imyumvire izira amakemwa mu gihe dukorana n’ubwoko bw’abakiliya banyuranye. Guhindura imyifatire y’umuntu ni igikorwa kitoroshye kubera ko guhindura biterwa n’icyemezo cy’umuntu ku giti cye. David Ambrose abivuga muri aya magambo: “Niba wowe n’umukiliya wawe mwembi munyuzwe, bivuga ko ugeze kuri kimwe cya kabiri cy’igikorwa cyiza. Bitaba ibyo, uba ugeze kuri kimwe cya kabiri cyo gutsindwa”. Guhera ubu none, hitamo kwitoza imyumvire myiza, kuburyo bizagufasha gushimangira imyumvire yawe no kurushaho gushimisha abakiliya bawe no guteza imbere isura y’ikigo ukorera. Tugomba buri gihe kwibuka ko turi ba ambasaderi b’igihugu cyacu kandi ko imyifatire n’imyumvire yacu ya buri munsi izagira uruhare mu kwerekana ku buryo burambye isura nziza y’igihugu cyacu. Ralph Marston abivuga muri aya magambo “Kuba indashyikirwa ntabwo ari ubumenyi n’ubuhanga. Ni imyumvire. TSM
sidossou@theservicemag.com
Iwacu kwakira neza abatugana ni umuco Ubupfura bwawe burangwa n’imikorere yawe
Gira Ubupfura
The SERVICEMAG March - May 2011| 13
FOCUS
Delivering as
W
hen world leaders came together in 1945 to create the United Nations System, an organization which is currently composed of 192 member countries, the vision and mission was clear. Since then member states take action on a broad range of fundamental issues ranging from sustainable development, environment and refugees’ protection, promoting democracy and peaceful relations among nations, to the advancement of human rights and gender equality, governance and socio-economic development. The issues are addressed through the General Assembly, the Security Council, the Economic and Social Council and other bodies. Over the years, the UN system has undergone multiple reforms aimed at achieving its four main objectives which are: (i) to keep the peace throughout the world; (ii) to develop friendly relations among nations; (iii) to help nations work together to improve the lives of poor people, to conquer hunger, disease and illiteracy, and to encourage respect for each other’s rights and freedom; (iv) to be a centre for harmonizing the actions of nations to achieve these goals. In view of improving coherence, effectiveness and relevance of efforts,
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the UN has embarked on a new reform, known as “One UN” in the framework of “Delivering as One”. The reform goes back to a High Level Panel Report on System Wide Coherence launched in November 2006, which revealed high fragmentation, high transaction costs, inadequate and unpredictable funding in the United Nation’s support to countries. Upon request from the Government of Rwanda, the UN in Rwanda became one of eight pilot countries undergoing the new reform, and believes that all four pillars One Programme, One Budgetary Framework, One Office, One Leader and One Voice, under the theme “Delivering as One”, will better support the country meet the MDGs and Vision 2020. Under the One Programme, all UN agencies in Rwanda demonstrate “Unity in Diversity” through joint support to the country by using each agency’s comparative advantages. Operations are guided by strategic objectives in line with the national priorities as defined in Vision 2020 and the country’s Economic Development and Poverty Reduction Strategy (EDPRS), under the UN Development Assistance Framework (UNDAF).
The One Budgetary Framework ensures that all UN agencies commit to the common management framework while delivering results based on the One Programme. In addition to agencies’ own resources, the One UN Fund receives contribution from donors and serves to fill funding gaps and incentivize joint programming. The pillar of One Office refers to harmonized business practices and common services, such as shared long term agreements with suppliers, joint recruitment, an inter-agency knowledge management system, among many others, and aims at significant reductions of transaction costs. A One UN House is planned for which the Government of Rwanda has donated more than 4.5ha land in Kigali City. The One Leader and One Voice pillar promotes the leadership of the UN Country Team under the headship of the UN Resident Coordinator and holds all participating agencies accountable to each other. All UN Country Team members represent the UN system in Rwanda with one voice supported by a Joint Communication Strategy.
“UNICEF/2007/Pirozzi”
UN’s Efforts on Food Security and Climate Change in Developing Countries
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he United Nations System is committed to support its member states in tackling the issues and challenges ahead. The UN Secretary General is particularly committed in food security and climate change, among other global key issues. On climate change, the United Nations is bringing member states together to fight for joint commitments that will improve the man-made impacts on the environment. Examples are the Kyoto Protocol and the recent climate change talks in Cancun in November/December 2010, which – after the failure in Copenhagen – brought positive results. The meeting concluded with an adoption of decisions that revived Governments’ commitment for a concrete reduction of emissions and for enhanced action on climate change in the developing world. The UN is making similar efforts in the area of food security and has taken immediate action after demonstrations related to food crisis in several countries. A High-Level Task Force on the Global Food Security Crisis was established and chaired by the UN Secretary General. The taskforce aims at promoting a comprehensive and unified response to the challenge of achieving global food security along the lines of its Comprehensive Framework for Action. The Food and Agriculture Organization (FAO) and the World Food Programme (WFP) are – together with other sister agencies – worldwide active to improve the food security of populations. Many initiatives are also ongoing in Rwanda itself.
UNDP in One UN Rwanda
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he United Nations Development Programme (UNDP) works jointly with other sister UN agencies based on comparative advantages in the spirit of ‘Delivering as One’. The agency focuses on Governance & Peace Consolidation, Environmental Sustainability, and Poverty Reduction. Capacity Development is at the heart of the UNDP’s support to the country. Capacity is strengthened in several institutions which include the National Electoral Commission, the National Unity and Reconciliation Commission, the Media High Council, and various other institutions and key ministries. Capacity building efforts aim at promoting state accountability, responsiveness, transparency and increased access to justice for all. From 2011, the UNDP on behalf of the One UN will support the Government of Rwanda in the implementation of the national Strategic Capacity Building Initiative. The agency - on behalf of the One UN family – also provides support to the Government in bringing together development partners for the Joint Governance Assessment. Since 2000, the UNDP played a key role in supporting the Government to establish the Decentralization Implementation Programme. The objective has been to assist the Government in developing institutional capacity for the implementation of decentralization and also the design and implementation of new administrative structures and management systems. In 2005, the Government requested the UNDP to help put in place the Aid Coordination Unit in the Ministry of Finance and Economic Planning, which has been up to date very instrumental in strengthening national capacities for effective aid management. With regard to environment, UNDP supports the national efforts towards increasing environmental protection and the use of natural resources. An example could be the poverty and environment initiative within Rwanda Environment Management Autority (REMA), which is jointly supported by the UNDP and the UN Environment Programme (UNEP) aiming at building the capacities of key ministries in environment mainstreaming into policy making, planning and budgeting.
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Violence against women remains a main concern in Rwanda. The National Police Gender Desk, created in 2005, is the first of other gender desks around the country and involves communities - men, women, boys and girls - in emphasizing and promoting behaviours to end gender-based violence (GBV). The GBV Desks are supported by the United Nations in Rwanda, particularly UN Development Programme (UNDP), UN Population Fund (UNFPA), UNWomen, and UN Children’s Fund (UNICEF) and ensure that survivors of GBV have appropriate access to police, medical, psychological and legal services and care. Rwanda’s Gender Desk also exists within the Rwandan Defence Forces and has become a regional best practice model for visiting law enforcement personnel from Burundi, Southern Sudan, Somalia and Uganda. The UN also supported the set up of the Isange One Stop Centre – which means ‘Feel Welcome’ in Kinyarwanda - the first centre of its kind in Rwanda where survivors of violence can find medical, legal and psycho-social help through trained personnel in a comfortable and confidential setting free of charge.
“UNICEF/2007/Pirozzi”
ONE Programme – Examples of Achievements
In the framework of One UN, the UN Children’s Fund (UNICEF) spearheaded the shift towards “child-friendly” quality education by transforming 54 schools into learning centers of excellence. Child-friendly schools center on improved and gender sensitive teaching and learning environment, competency-based teaching, life skills enhancement and quality services. The World Food Programme (WFP) assists the Government to provide meals to students while at school. “If children have food in their stomach, they are better students. They can concentrate better,” said Jean Pierre Sinibagiwe, Headmaster of Murama Secondary School. The Food and Agricultural Organization (FAO) provides agricultural programs to teach communities how to raise crops. Donated seeds provide additional vegetables to improve the diet of children. Child-friendly schools have been recognized by the Government as the gold standard for all schools in the country.
The vast majority of Rwandans do not have access to electricity. The Mutobo mini-hydro power station project was designed and implemented by the Government of Rwanda with the support of the United Nations Industrial Organisation (UNIDO), in close collaboration with UNDP-GEF project, to build institutional, legal, and financial mechanisms to promote rural energy in Mutobo. The plant runs at a capacity of 200 km, providing power to Kareba village, health centre, primary and secondary schools and Cyogo administrative office and is a showcase of affordable, environmental-friendly, off-grid rural electrification for decision makers in and outside of Rwanda. The UN is working with Government to see how this plant can be replicated and scaled up in other parts of Rwanda. In February 2011, the One UN also committed itself to support the Government of Rwanda in implementing its Integrated Development Program initiative in the same location and in Kayonza/Rwamagana. The initiative aims at strengthening the National Human re-settlement policy and strategy for improved living conditions of the people through improved agriculture, off-farm activities and better service delivery in order to achieve sustainable socio-economic development, slow down population growth and accelerate progress towards MDGs and the EDPRS goals.
All other photos are from the One UN Rwanda database. Fore more information please visit www.rw.one.un.org
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Q&A
“Customer Service is Related to Accountability and a Good Governance System” – UN Representative Mr. Aurélien A. Agbénonci is the UN Resident Coordinator and UNDP Resident Representative in Rwanda since 2008. Under the framework of Delivering as One, the UN Resident Coordinator is the leader and chair of the UN Country Team in Rwanda and – together with his peer Heads of Agencies – aims at supporting the country in its development strides by delivering the One Programme Mr. Agbénonci believes that the coherence of the new system should be underpinned by clear principles of national ownership and peoplecentered approaches. The value added to the reformed UN system lies in harnessing a comprehensive One Programme to Rwanda’s development plans. It is against this background that Mr. Agbénonci expressed satisfaction for the strong partnership between the Government of Rwanda and the UN today. Despite the UN’s failure in Rwanda in 1994, Rwanda wants “a better UN in a better Rwanda”, he said, in an exclusive interview with the ServiceMag. Mr. Agbénonci commended Rwanda’s tremendous socioeconomic progress and institutional transformation over the past one and a half decades. He noted with satisfaction the impressive results achieved on the MDGs targets and said that the country is on track to achieving the MDGs. Mr. Agbénonci also provided insight on the values of customer service. “…there is no development without good customer service in all sectors”, he said. Below are excerpts of his interview with The ServiceMag:
TSM: What are some of the challenges the UN faces in this process of integration into One UN family? Our motto is ‘Unity in Diversity’; it means that we want to be one unified force using the comparative advantage of each component of the family. We used to work on a very fragmented way with limited impact. Now the most important thing is to reformat ourselves, to change all agencies staff mindset in order to be more effective: UN is about peace, fostering/helping countries to reach their development goals. In order to be able to do this, we need to build synergies around these tools. For instance, if you go to Bugesera or Byumba and the population has a problem, then they want to know who is solving problems. One UN is about how to pull together the knowledge that is available in the different UN organizations to support the Government facing and addressing the issue. So the challenge is; how do you use the comparative advantage of the whole network that we have to better assist the leadership of every country where we operate to tackle the issues that they are facing. It is not an easy task because old patterns are still there leading sometimes colleagues to the bad temptation of the prima dona mode or to try to play the one agency show sometimes. The challenge is how to make the best use of the know-how that exists in each organization and to understand that the job to be done is not about ourselves but about serving the people of this country. We have mandates which should be used for the ultimate goal which is to support national development strategies and help in designing sound policies and in implementing them.
TSM: Rwanda is among the pilot countries of ‘One UN’, how would you assess its performance so far? First of all, let me recall that the leadership of this country volunteered, even requested, to become a pilot country. The Government of this country has several reasons to do so, and I think the main one was that they want a better UN in a better Rwanda. To answer your question, based on what I hear from the Government, development partners, civil society and other clients we are dealing with, the performance so far is very good. With the support of the Government and a better dialogue we are making progress. I know we still have a long way to go but the direction is the right one and we will make it happen. TSM: As the coordinator of all UN agencies, what are the priority areas in your work? I would say three: maintain a quality dialogue with the host country in order to better align our assistance to the needs; make sure UN agencies are really giving the best they can and are functioning properly; and continue playing the pivotal role in policy dialogue by supporting the coordination among development partners. I must try to represent the UN Secretary General and the organization the best I can, in the country.
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Education (MDG2); Gender Equality (MDG3); Child Mortality (MDG 4); Maternal Mortality (MDG5), just to mention a few. While significant progress has been made so far here in Rwanda, it became obvious that capacity is one of the key challenges here in achieving the MDGs. With support from development partners, including One UN, the Government is embarking on a promising Strategic Capacity Building Initiative. I am passionate about that and very committed to support it because it is the right answer for sustainable solutions to development challenges!
TSM: The Millennium Development Goals (MDGs) provide a framework for the entire United Nations System to work together with host countries towards a common goal. How do you view the progress towards achieving MDGs in Rwanda? When H. E. President Paul Kagame addressed the UN MDG Summit in September 2010 in New York, he reiterated his firm belief in the achievability of the MDGs and said that evidence had already shown that “...where governments own their development, where real partnership between supporters and those supported occur, and where the agenda is designed and executed by the people whom it is intended for, tangible results are obtained and livelihoods are improved.” This is true in Rwanda. Rwanda’s government has shown this ownership of the development process and put much effort in effective partnership with supporters. Rwanda is on track on most of the goals – a lot of progress has been made in a lot of goals and achieving the MDGs by 2015 is not out of reach. Where progress is needed, action is taken and this is encouraging. TSM: What are the country’s key challenges to achieving the MDGs? Let me give a few highlights where Rwanda is very well on track: Primary
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TSM: What are the objectives of the Development Partners Meetings and the UN’s role in this bi-annual process? The Development Partners Meeting provides a unique opportunity for all stakeholders involved in Rwanda’s development to engage in politicallevel dialogue around key constraints to aid effectiveness and encourage commitments to overcome identified bottlenecks, particularly in the run up to the MDG target year of 2015. I support the Chair of the Development Partner Meeting, Honorable Minister of Finance and Economic Planning, as the entrusted co-chair. On a regular basis, we have the Development Partners Coordination Group, chaired by the Ministry represented by the Permanent Secretary and I co-chair. The UN’s role is mainly being broker and convener on Development Cooperation issues. It is not an easy task but it is important to maintain a balanced approach to this mission and to be a scorekeeper for the MDGs vis-a-vis the government and the Partners! The strong leadership of the government is a key ingredient to success. It is the first country in sub-Saharan Africa to have a comprehensive Aid Policy. You probably know that Rwanda is now holding its donors accountable against their commitments through a Donor Performance Assessment Framework based on the Paris Declaration and the Accra Agenda for Action that recommend mutual accountability.
TSM: What do you think of customer service in Rwanda? For me, customer service is related to accountability and a good governance system in which you need to respect citizens who are customers, and keep your promises. People need to get the service they are paying for in private sector, public administration and even in interacting with development partners and civil society. Beyond that, it is important to note that there is no development without good customer service in any sector. For me, it is to do the right thing at the right time everywhere and always. TSM: How is customer service put in place in the daily operations in the UN agencies here? The UN’s customers are those who interact with us on a daily basis: citizens, civil society and the Government. Our focus is always looking at what is best for the country and how we can best support the Government and the people of Rwanda in achieving their goals. From time to time, we seek for feedback, for instance through surveys or public meetings, on how they perceive our work and the service we are providing. This very often helps us to improve on our performance. TSM: What are your last words for our readers and to the ServiceMag team? First of all, I congratulate the ServiceMag team for having taken the initiative to start this type of magazine. For me it is an indicator of commitment for progress. To the readers, I have just one word: Be very sensitive in whichever position you are, pay attention to what the ServiceMag is pointing out in order to improve work and our common interaction. Rwanda is not only a land of a thousand hills, but also a land of a thousand opportunities and to get the best of these opportunities it is important to be sensitive to quality and effectiveness which are at the heart of ServiceMag’s work. Focus by Berna Namata, Jean-Claude Nkulikiyimfura and edited by Michaela Winter
www.kigalicitytower.com
Kigali City Tower offers premium-quality facilities for nearly every type of business. The development consists of a 20-storey office tower with over 6,500 square meters of leasable space, a split-level four-storied parking bay and a commercial centre housing over 10,000 square meters of retail.
Retail
This includes the Nakumatt supermarket and more than 60 other shops.
Office
Entertainment
Kigali City Tower also host banks, daycare, several restaurants, a Bourbon Coffee, sports and fitness facilities and a movie theatre. To further guarantee there’s always something new happening, there’s also 740 square meters of exhibition space. The buzz goes all the way to the top – a high-end restaurant and nightclub will occupy the 18th floor and terraced roof.
The building’s commercial centre represents the heart of the entire development and is designed to host a variety of facilities on five floor levels operating virtually on a 24-hour basis. Kigali City Tower is ideally located in the city’s commercial district, efficiently connected to public transportation reaching all parts of the city.
Avenue Du Commerce P.O. Box 1284 – Kigali, Rwanda Tel.: +250 788 30 20 99 – fax. +250 280 30 20 99 info@kigalicitytower.com
FEATURE
La qualité des
La
qualité est un facteur important, pour le consommateur aussi bien que pour une entreprise. Non seulement, elle fait partie du “service”. En livrant des produits ou des services de qualité, une entreprise se distingue des autres. La qualité attire des clients et plus une entreprise a de clients, plus elle confirme sa position dans le marché. Mais qu’est-ce qu’on comprend exactement par “qualité” ? Quels aspects déterminent la “qualité”? Prenons, à titre d’exemple, trois pizzerias dans le même quartier. • Pizzeria “Roma” est ouverte de 10 h à 18 h. Les pizzas sont bonnes, en général, même si le goût peut varier d’un jour à un autre. Le personnel oublie parfois de nettoyer les tables.
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•
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Mais ce n’est guère grave, ils sont gentils et serviables. Le prix des pizzas est abordable ! Pizzeria “Napoli” est ouverte de 10 h à 23 h. Pas de problème de propreté, c’est impeccable : tables, serviettes, staff en uniforme et attentif … En plus, les clients sont sûrs que les pizzas seront toujours très bonnes. Le restaurant fait aussi des livraisons à domicile gratuitement ! Pizzeria “Rimini” est également ouverte de 10 h à 23 h. Comme chez le voisin, tout y est propre, les tables soignées, le personnel gentil – sous la surveillance du gérant lui-même.
Les pizzas sont préparées devant les clients, dans un four à bois, et ont un goût incomparable. On livre aussi à domicile. Et en plus, on garantit une livraison dans les 40 minutes. Au delà, vous ne payez pas la facture! Parmi les trois pizzerias, le Rimini a plus de clients que les deux autres. Pourquoi ? Simplement parce que au Rimini, ils vont au delà des attentes. Les deux autres, ils font juste ce qu’on attend d’une pizzeria : ils servent des pizzas. Mais au Rimini ils vont un peu plus loin. La garantie de livraison en moins de 40 minutes est un petit service supplémentaire et originale qui dépasse les attentes des clients. Et
FEATURE
LISTEN By Chantal da Silveira cela augmente la qualité du restaurant ! Les clients ayant envie d’une pizza ne regardent pas uniquement le goût des pizzas, mais aussi le service à table, la propreté, les heures d’ouverture, et les petits extras … Et c’est la somme de tous ces facteurs qui détermine la qualité d’un établissement. Ce que fait la pizzeria Rimini, c’est anticiper les attentes du client, et aller au delà. Et les clients l’apprécient sensiblement ! L’entreprise qui arrive à plus-quesatisfaire ses clients, qui offre un petit extra, verra sa clientèle augmenter, car sa qualité est supérieure. Revenons maintenant à la définition de “qualité”. La qualité, c’est tout d’abord un bon produit, un produit qui répond aux attentes du client. Dans le cas des pizzas, il s’agit entre autres de la taille, la cuisson, la couleur, la croûte, les ingrédients et leurs proportions, l’aspect esthétique, la température ... La qualité c’est, bien sûr, aussi le goût. Il faut bien qu’une pizza soit délicieuse ! La qualité se montre aussi dans l’assortiment, la variation. Un client veut pouvoir choisir, car c’est ennuyant de manger chaque fois la même chose. Une bonne pizzeria offre un large choix, de sorte que chaque type de client y trouve quelque chose à son goût : du salé au piquant voire le sucré ! L’hygiène compte beaucoup dans la qualité, surtout quand il s’agit des aliments. Un restaurant doit être propre. Le comptoir, les tables, les couverts, les chaises, le sol doivent être impeccables, tout comme le personnel. Et même si les clients ne verront probablement jamais la cuisine, si la salle a l’aspect propre, ils penseront la même chose de la cuisine.
Un autre aspect de qualité est la fiabilité. On doit vivre ses promesses: la pizza doit être toujours bonne, et non quelque fois. Les heures d’ouverture doivent toujours être respectées. La caisse doit toujours avoir de la monnaie, pour éviter les mauvaises surprises aux clients. La qualité, c’est encore la transparence. Annoncer clairement les plats et leurs prix, ne pas changer le menu trop fréquemment. Tant mieux, si les serveurs sont à même d’expliquer aux clients les ingrédients des diverses pizzas. La facture doit être, elle aussi, claire et correcte! Qualité égale service. Le personnel doit être gentil, attentif, serviable, bien formé. Ils doivent vraiment s’occuper des clients et se soucier sincèrement de leur bien être. Ils doivent aussi savoir comment résoudre des petits problèmes, comment réagir de façon adéquate aux cients qui se plaignent. Règle d’or : le personnel ne saura être attentif si le management ne l’est pas… Bref, la qualité, c’est : • satisfaire aux attentes du public, • savoir ce que le client désire, • anticiper ses exigences, • voire aller au delà. C’est ce dernier point qui, plus que les autres, détermine la qualité. Rendez-vous compte qu’une entreprise ne vend jamais seulement son produit proprement dit, mais qu’elle vend aussi les aspects environnant, comme le service, l’hygiène, la fiabilité … Et ces aspects, ne sont nullement secondaires. S’il s’agit d’une pizzeria, d’un garage ou d’un cabinet comptable, chaque entreprise doit faire attention à la qualité dans ce sens élargi. Car la qualité attire les clients! TSM En collaboration avec Capricorn Projekt BV, spécialiste en systèmes de gestion de qualité. mlb@middel.com
We all have something to sell. Regardless of whether it is an idea or a physical product, we do sell several times a day. Only a few of us understand that the best approach to selling is active listening. I believe all successful people have fantastic listening skills. Recently, we moved into a new house that had been vacant for a whole year. It is a townhouse within a well-protected estate. Anyone could have seen that the house needed to be refurbished before it was handed over to a tenant. As per the lease contract, this was the responsibility of the agency managing the compound. Surprisingly, almost nothing was done before we moved into the house as we had to move out of another house. Four weeks after we moved into the house the situation was not much different. One day, my husband came back home furious. When I asked him the cause of his anger he said: “I met the agency’s manager in the parking lot and I decided to talk to her about our current situation. As she saw me approaching her, she drifted away and said, without letting me speak, that she had had a long day and was very hungry. She left me standing there and entered her house.” Nobody was expecting a miraculous solution that evening; but just listening carefully and paying attention to our claims would have helped a little. We then concluded that we could not stay in that house any longer because we knew the agency was not reliable and we would not obtain the services that we needed. We then requested the management to refund to us the one year’s lease we had paid in advance. Though the landlord never acknowledged receipt of our correspondence, we moved out and to this day, the house has no tenants. kolybry97@yahoo.fr
The SERVICEMAG March - May 2011| 21
FEATURE
Inkinyabupfura cyawe n’umuco mwiza byagiyehe? Byandutswe na Colleen Rickenbacher
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kinyabupfura cyawe n’umuco mwiza bya buri munsi, ubupfura bwawe no kwita ku bandi byagiye he? Byararigise. Mu by’ukuri na none, ibi ntibiba kuri buri wese, ariko abantu benshi bibagiwe ibikorwa byo kugira neza bigishijwe na ba mama wabo, cyangwa biranashoboka ko nta kinyabupfura bigeze bigishwa na gato. Dukeneye kunamuka muri za mudasobwa zacu, tukongera gusabana no kuganira n’abantu imbonankubone no kwibuka umuco mwiza wo gushimira uti “Urakoze” na “karibu”. Reka tuganire ku muco mwiza n’ubupfura mu bantu. Buretse gukinga urugi: mbere yo gukinga urugi, banza usubize amaso inyuma urebe niba nta muntu ukugana. Niba ahari, fata iminota, amasegonda makeya noneho ubafatire urugi babanze batambuke. Imyaka yabo cyangwa igitsina byabo ntabwo ari ngombwa ahubwo imenyereze umuco mwiza wo kubareka bakabanza gutambuka mbere y’uko ufunga urugi. Wenda uwo muntu azamwenyura kandi agushimire kubera ubupfura bwawe. Telefoni zigendanwa: Ugomba kwibuka umuntu ufite agaciro kurusha undi; umuntu ukwicaye iruhande cyangwa uwo muvugana kuri telefoni – Umuntu ukwicaye iruhande cyangwa uwo muvugana kuri telefoni? Ibi bisobanura byinshi ku muco n’ubupfura byawe. Ndahamya ko ntacyo byagutwara mu gihe wongeye kuvugana cyangwa kuganira n’imwe muri abo bantu nyuma y’iminota 15-20.
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Iyo uri ku meza ufungura: kuvugana ibiryo mu kanywa ni ibintu bibiri bihabanye ku buryo bitagomba na rimwe kubangikanwa. Asanseri: Reka abandi bantu basohoke mbere yawe mbere yo gutekereza kwinjira muri asanseri. Iyo umuryango ufungutse, ugomba kuwufata kugira ngo abantu barimo basohoke, noneho nyuma ureke ababyeyi n’abakuru babanze binjire mbere yawe. Mu muhanda nyabagendwa: usabwe gukoresha amatara yerekana ko ugiye gukata kandi ureke abantu babanze batambuke kandi ugire impuhwe n’ubupfura. Abantu bashobora kutihanganira imyifatire yawe mu muhanda kandi kugira impuhwe n’ubupfura bituma abantu bagusekera kandi bakanagushimira. Iyo watumiwe mu rugo rw’umuntu: muzanire impano kandi uhagerere igihe mwavuganye. Ntukaze amara masa iyo watumiwe ku ifunguro cyangwa mu birori cyangwa umunsi mukuru. Niba ari abantu b’incuti zawe wisangaho, bafashe gutanga igaburo, ikinyobwa kibanziriza ifunguro cyangwa ikiribwa cyo kwikuza. Ushobora kuzana impano ntoya cyangwa icupa rya divayi cyangwa buji cyangwa akandi kantu gashobora gushimisha umuntu wagutumiye mu birori cyangwa ku munsi mukuru. Amagambo yo gushimira: abantu bakunda kohererezwa akandiko kabashimira kandi nawe ugomba koherereza abandi utwandiko dushimira umuntu kubera akazi kakozwe neza, ifunguro ryiza, impano, cyangwa kubera
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ikindi kintu cyose cyagukorewe cyangwa cyakorewe isosiyete yawe. Ubutumwa bwo kuri mudasobwa bushimira bushobora koherezwa mu ikubitiro, nyuma bugakurikirwa n’akabarwa gasinye. iyo usabwa gusubiza: iyo utumiwe, ugomba kumenyesha ugutumiye ko uzaboneka cyangwa utazaboneka. Birashoboka ko gahunda zawe zahinduka ariko na none, usabwe kumenyesha uwagutumiye ko utakije mu butumire bwe. Nk’uko tubizi, buri muhango, inama, cyangwa ubusabane bwo gusangira ifunguro bisaba amafaranga kandi birahenda cyane cyane iyo uteganirije abantu ntibaze, bigapfa ubusa, cyangwa bikaba ngombwa kwita ku bantu nka 20 utigeze uteganyiriza kuko batigeze bakubwira ko bazaza. Ubutumwa bwa emails: usabwe kwibuka ko ari ubutumwa bw’akazi. Mbere yo gukanda akamenyetso kohereza ubutumwa kari munsi ya email yawe, banza wibaze ikibazo gikurikira: “Mbese ni ngombwa kohereza ubutumwa bwa email cyangwa ibarwa yanditse isinye?” Niba atari byo, ugomba kubanza gukosora amakosa y’ikibonezamvugo, imyandikire n’umutwe w’ubutumwa bwawe. Ifunguro ryateguwe mbere: Ifunguro ryateguwe mbere si ryo ryawe rya nyuma! TSM
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Byahinduwe mu Kinyarwanda bivuye ku rubuga rwa interineti www.crspeaks.com
FEATURE
FASHION
communicate your professional abilities through colors By Efua Hagan
P
rojecting a polished image regardless of your line of work should be everyone’s aim and in all aspects of a professional life.This is not to imply that you should leave your personal style at home, on the contrary, the right amount of charisma to polish up a competent look will make you a unique imprint in the corporate world. Let the colors do the talking A color is a powerful tool for communicating your personality and abilities. Red, for example is a bold color which implies aggressiveness and certainty. Navy blue on the other hand portrays trustworthiness. Gray stands for modesty while black spells out chic and elegance. Always be cautious to draw a connection between your line of work and your choice of colors because being aware of your working environment will enable you to better portray the image of the company you represent. Basic colors consist of navy blue, black, grey, and brown. These colors work well in trousers, skirts, suits and shoes when combined with a top or scarf in calm colors like ice blue, lilac, soft pink and ivory. Black is extremely versatile because it can match with virtually any color; red, white, purple, yellow and grey. Use a successful guide The color wheel is a beautiful place to start if you are ever unsure about matching colors.
One way to match colors by using a color wheel is to identify which ones sit next to each other. These are known as analogous colors. Analogous colors always match. However, getting the right tones is equally important because harmonizing colors effectively will prevent them from fighting each other. One important tip is to ensure that one color dominates the other in shade and density. For instance, green and violet are analogous colors to blue on the color wheel, and therefore match. The colors complement each other best when lighter shades of green and violet are worn with a dark shade of blue. Shop Smart Spontaneous shopping may be thrilling. However, you may have to ensure that you have items that will match your new clothes. For instance, if you buy five items of clothing-each complementing at least three other pieces in your existing wardrobe, you will have fifteen different combinations to wear! So shopping smart will definitely help you to maintain a coherent and professional look. Wearing the same shade of the same color from head to toe with no other color to break it up has a tendency to make one look dull. Rather, incorporate your outfit with smaller elements or simple accessories in a different color to break it up. You can do this with a scarf, shoes, or even a belt.
Matching Mishaps to Avoid I’m pretty sure we all wished that we could mix and match whatever combinations we dreamed up, however it doesn’t quite work that way. Here are a few examples of what to avoid. Clashing colors: Avoid wearing grey, black, red and dark green with brown because they don’t match. Combining Patterns: Don’t combine different pieces of your outfit with equally bold prints of different shapes and colors. For instance, combining a blue and white striped shirt with a dotted black and orange tie will not project an organized and corporate image for yourself. So, keep prints off shirts and on ties and choose a decent shade from the tie to match with a shirt. Socks: If you are a man, to prevent attention from being drawn to your feet, stay away from white socks or ones with stripes or other loud prints. Instead, stick to darker colours. Being able to put together a look for yourself that makes you feel and look confident is essential and can be very rewarding to your professional image. Using colors and tones to your advantage to project an ideal image will speak volumes about your ability even before you say a word to your clients. Even in the corporate world, always be sure to blend in your personal flair with tasteful moderation. TSM ms.efuahagan@gmail.com
The SERVICEMAG March - May 2011| 23
FEATURE
PHOTO: Getty Images
3
VOICES THAT ENTREPRENEURS NEED TO MUFFLE By Allon Raiz
M
aking the decision to start your own business is daunting enough without the persistent and nagging voices that haunt us as entrepreneurs. There are three main categories of “voices” that are “heard” by most entrepreneurs. These are: the voices of your family and friends, voices of the marketplace and voices of your own mind. In a risk-averse environment such as one carrying a history of protected employment, one of the principal challenges for entrepreneurs is the perceptions of their families. It is widely believed that going the entrepreneurial route is dangerous and even irresponsible. Some of these negative remarks may be borne out of pure concern, some out of personal issues, and some out of jealousy. In order to survive, the entrepreneur needs to identify the motives of these critics and then decide whether to heed their advice or discard it. The second voice comes from the marketplace. New businesses are treated with mistrust and suspicion. If you happen to be young as well, then you have an even harder uphill task. New businesses tend to overcompensate for their “newness” by offering everything under the sun to their potential client base. To exacerbate the situation they offer all these services or products below the market rates and then
24 | The SERVICEMAG March - May 2011
Give voice to your entrepreneurial soul and embark on a journey of selfdiscovery and endless wonderment in your own capabilities. promise the best service to boot. These businesses are inevitably exploited, and end up not only chasing every deal but their own tail as well. The likelihood of such a company surviving on the market is extremely low. Young and new companies need to enter the market with a clear and specific offering at the market rate. They are more likely to survive when offering a product or service within a smaller niche. Understanding their real added value will ensure their positioning in the market. Compromising on prices should never be the means to carve out a niche for a small startup company. The third voice entrepreneurs have to contend with is the voices that resound in their heads. It constantly asks them whether they are really good enough to
succeed. Many times these voices actually “tell” the entrepreneur that they are indeed not good enough. Any temporary success enjoyed by the entrepreneur is dulled by these voices whispering that this may have been a one-hit wonder. Take control of these voices by feeding on positive voices. Having a crystal clear vision of where you are taking your business will help quash these voices. Failures are bound to occur on the way to success, and accepting this wholeheartedly, or in fact embracing this concept, will ensure that failure does not feed your voices. Taking control of the three voices is one of the most important things an entrepreneur needs to do, before and whilst on the journey of entrepreneurship. Do not worry if you cannot silence them completely. Some of the most successful entrepreneurs are still haunted by them today. Give voice to your entrepreneurial soul and embark on a journey of selfdiscovery and endless wonderment in your own capabilities. TSM The writer is the founder and CEO of Raizcorp in SouthAfrica. He also sits on the board of South Africa’s National Empowerment Fund. He is the author of “Lose the Business Plan: What they don’t teach you about entrepreneurship”. For more, go to www.raizcorp.com
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COVER STORY
Ecobank expects its massive investment in technology to drive growth and improve service delivery in the years ahead. Three and a half years since BCDI was acquired by Ecobank, DAN SACKEY, the out-going Managing Director, in an exclusive interview with The ServiceMag talks about the challenges faced in rebuilding a battered brand and restoring confidence in the bank. Below are excerpts: By Berna Namata and David Kezio Musoke
I
t’s been four years since Ecobank took over the former BCDI. How hard or ‘how simple’ has it been for you to rebrand an already existing institution which was negatively perceived by the market? You need to look at this in the context of what Ecobank inherited upon the takeover of the former BCDI in June 2007. The major challenges included a huge non performing loan portfolio, negative net worth, loss of staff to the competition and very low morale among the existing staff. This impacted adversely on service delivery to customers. Some of the major clients had either left or were doing very little business with the bank. Our major task was therefore to recapitalize the bank immediately, deal with the huge non-performing portfolio loan portfolio (63% as of June 2007), improve the morale of staff and restore confidence among the depositors and clients of the bank Three and half years down the road, we have basically delivered on all the objectives that we set for ourselves. We have restored confidence in the bank, which is currently one of the top three best capitalized banks in the country. This is further reflected by the improving trend in all the key indicators namely deposits, loan
Best employee 2010
Customer care service
book, customer numbers and profitability. Through continuous training, both within and outside the country, we have been able to improve the quality and caliber of our staffing thus impacting positively on the customer experiences. I believe our growing clientele and the return to sustained profitability provides the best support for this assertion. Whilst acknowledging that there is still some work to be done in improving all the above indicators notably, the customer experience, I believe that the major part of the work is done. What is left is for us to leverage on what we have created to grow the brand and create increased brand awareness. Today, I have no doubt in my mind that the Ecobank brand is well established on the Rwandan market. Ecobank is ‘Pan African’, how is this reflected in your operations? Pan African Bank refers to our presence in 30 countries across the African continent. Today our network coverage of the African continent is unmatched by any other bank and what is even more impressive is that this has been created within a relatively short period of time. From its humble beginnings in 1988, the Ecobank network at December 2010, had grown to 753 branches and 779 ATMs across 30 African countries, an affiliate in Paris and Representative Offices in Angola, Johannesburg and Dubai with a total staff strength in excess of 10,000. In Rwanda, we have expanded the network
to 16 branches and 22 ATMs supported by total staff strength of 270. Our network also puts at our disposal a large array of resources notably highly skilled staff, cutting edge technology and an adequate capital base that each country, including our affiliate here in Rwanda, can call upon to support its business development efforts. In the area of technology we have benefitted from this pool of highly skilled technical personnel who provide both regular off-site and on-site support to supplement whatever skills are available in house. This has made it possible for Ecobank Rwanda to implement major technological projects/initiatives within the shortest time possible, notwithstanding the shortage of such skills in the country. A case in point is the recent migration of the core banking application from ‘Superbank’ to ‘Flexcube’, during which more than 30 technical staff, drawn from several countries supported the initiation and completion of the project with little or no interruption to service delivery. Ecobank’s experience in running operations across several countries is also reflected in the variety of products that are deployed across our entire network. We are able to easily export best practices from one country to another. We have drawn from lessons learnt in other countries to refine and reposition our products in different markets for maximum effect.
Having worked in different markets, what is unique about the Rwandan market? The culture is obviously unique, but what was immediately striking was the fact that Kinyarwanda was spoken and understood by all. I believe that compared to other countries on the continent, this represented a unique opportunity to reach out to a wider market. With one advert in Kinyarwanda, channeled through the appropriate media, you are able to reach a larger audience. Its role in the appreciation of Government policy and in particular promotion of financial literacy cannot be down played. The average customer is able to understand our proposals and product offering better due to the virtual absence of a language barrier. Another unique thing about the Rwandan market is that you have a government that is focused not only on delivering on its objectives to its people to improve the overall business climate but also in promoting accountability. Contrary to what pertains in other jurisdictions, government officials are easily accessible and this has proved quiet helpful in addressing quite a large number of bottlenecks. For most banks operating in the Rwandan market between 2008 and 2009 there were challenges of profitability and market conditions, specifically due to the local liquidity crunch, how do you view the situation now? The situation has improved significantly as most banks are now generally liquid. However it is important to point out that the fundamentals remain unchanged as available liquidity is largely short term in nature, thus constraining the ability of banks to lend for longer tenors. Corporate bodies still remain the major providers of liquidity in the banking system. Any change in the corporates’ investment preferences will have an immediate
The SERVICEMAG March - May 2011| 27
COVER STORY
impact on the lending capacities of banks. Whilst this indicates that banks, Ecobank inclusive, have not done well in the area of savings mobilization notably from the informal sector, it is also a reflection of the low income levels prevalent in large sectors of the economy. There is still a lot of work to be done in this area by both banks and the authorities. We need to do more to reach out to the unbanked segments of the population through appropriate product strategies whilst tapping on such opportunities to grow our client base; drastic improvements are also needed in terms of educating people and improving the competence levels of our staff through training for efficient service delivery. There is the need to partner with Micro Finance Institutions to reach out to the unbanked population. The successful implementation of these measures will impact directly on the liquidity structure of banks. This is the only way to change the desired liquidity structure. What is the major challenge affecting ‘service delivery’ in this industry? Technology remains one of the major challenges facing service delivery in the banking sector. The extent of deployment of technology by banks in the country, Ecobank included, is a function of both the state of the technology infrastructure notably the telecommunication network (both voice and data) and the level of investment in technology by each bank. While the state of the technology infrastructure in the country, notably in Kigali is good, additional investments are required to reduce periodic outages and improve uptime in other parts of the country. Banks will also need to complement this with the appropriate investments to ensure adequate redundancy and service continuity when one network is down. The skills gap referred to earlier, is even more noticeable in the area of adequate product knowledge. Limited product knowledge affects service delivery to clients and accounts for some of the
28 | The SERVICEMAG March - May 2011
negative customer experiences that have come to the attention of banks. The issue of attitude also cannot also be downplayed. A customer who does not even receive the required service level from his bank, is likely to be less dissatisfied, if the employee delivering the message does so with the right attitude. Poor customer service is still a huge challenge in both public and private sectors in this country. How is the Bank tackling this issue? At Ecobank we see technology as an enabler in our quest to deliver excellent customer service to all our clients. The Ecobank Group has invested more than $US40 million in a Shared Services Centre in Accra, to handle the processing of all back and middle office transactions across the Ecobank network from one location. The objective is to ensure efficiency and consistency in the delivery of world class banking services to all our clients irrespective of their location. We at Ecobank Rwanda have benefitted immensely from this powerful platform through faster and easier account opening, funds transfer and new product launches among others. For example our changeover to flexcube during the last quarter of 2010, facilitated the immediate roll out of the following new products to our clients; internet banking, e-statements and alerts for all debits and credit transactions on client accounts. What has the bank been doing in terms of training? Ecobank’s investment in technology has gone hand in hand with continuous human capital development. At Ecobank, we believe that our people are our greatest resource and great care is taken to equip them with appropriate skills (through internal and external training) to enable them meet client aspirations. We go to great
lengths to offer our people the best of training and development opportunities to equip our people with the best skills to succeed ethically, professionally and personally in any challenging environment. The Ecobank Group allocates in excess of 5% of payroll costs to training and development. This is further underlined by the strategic training and development indicator which requires all staff to undergo a minimum of 40 hours of training and coaching every year. This is strongly enforced throughout the Ecobank Group, including Ecobank Rwanda. The misconception about customer care is that many people think it has got more to do with courtesy (smiling, greeting a customer), yet customers or clients are always looking for value for money. What is your view? I believe real customer service is about delivering the required service/product when the customer wants it, where he wants it and in the manner required. Complementing the delivery with a smile
We have restored customer confidence in our bank
Ecobank Regional Cards
How about the long queues in your banking halls? Available at your nearest branch We have addressed and accepted all across Africa this and will continue to do so as part of an ongoing campaign SMS-Alert e-Alert to decongest our e-Statement banking halls. We Internet Banking at Ecobank have identified the following Terms and conditions apply. factors as being major contributors to the queues in the banking www.ecobank.com halls; Salary payments at month end and other statutory obligations that require payment to be made through averaged in excess of 95% over the banks. All current account holders are past six months. We are still working 0863_RWA_RC_95x70mm_V2.indd 1 automatically issued with an ATM card relentlessly to bring this to the desired that allows them to access their funds Service Level Agreement target of 99.5%. around the clock at any of the 22 Ecobank In spite of the significant improvement ATMs dotted across the country. It is no in ATM availability, we still see isolated longer necessary to be physically present cases of congested banking halls, whilst in our banking halls to access your funds. the ATMs outside those branches had Ecobank is one of the selected no users. We will continue with the banks that collect taxes on behalf of customer education drive to migrate most government; Given the preference by customers from the banking halls towards most clients to make such payments at the ATMs. the last minute, we still see some queues in our banking halls at mid month or at What is the future of Ecobank in Rwanda? the end of the month. We are working We have spent the past three and a half with Rwanda Revenue Authority to years rebuilding the brand, setting up continuously sensitize clients to pay their appropriate systems and procedures in taxes on time and avoid the last minute addition to building the capacity of our queues. I believe the time has also come people. The next stage is the optimization to look at possible directives requiring of this network to generate maximum clients to make all tax payments above a benefits for all our stakeholders. We will prescribed minimum, via credit and debit leverage on our people and our state of cards. the art technology platform to introduce new products, improve turnaround time Our readers have raised complaints and the total banking experience with about ATMs. They say that they seem to Ecobank. Our employees can look forward be faulty most of the time, what is your to working in a challenging and rewarding response to such complaints? environment whilst our shareholders can This complaint comes from the hangover rest assured that they have made a safe of the lack of a reliable ATM network in and profitable investment. In sum the the past. On the whole there has been future of Ecobank in Rwanda looks very significant improvement in ATM uptime bright. TSM but I can speak authoritatively for Ecobank For more info visit www.ecobank.com where ATM availability has consistently
+
Job number
0863
Designer
CLAIRE
Finished size
95 x 70 mm
Description
Press Ads
Date
11.03.11
Artwork size
95 x 70 mm
Version
PM sign-off
Region and language
RWA_EN
Design lead sign-off
CD sign-off
TrafďŹ c
becomes the icing on the cake. If the delivery is not up to standard, a smile will do very little to appease the customer. Like all service oriented organizations, Banks will have to refine their recruitment and retention methods to weed out staff who found themselves in the profession by accident. Banks must implement measures to attract only staff with the right background, attitudes and disposition. Any other deficiencies can then be complemented with focused training and continuous education by banks. To maintain competitiveness, banks will have to increase investment in staff development and training. This is the only way of ensuring that service delivery within the banking sector can keep pace with the demands of an increasingly sophisticated clientele.
Copywriter sign-off
Comments
Client sign-off
The SERVICEMAG March - May 2011| 29
11/03/20
Ecobank Current Account The value-added account available in both local and foreign currency
+
e-Alert e-Statement SMS-Alert Standing order Cards
Terms and conditions apply.
www.ecobank.com
30 | The SERVICEMAG March - May 2011
NEW!
YOUR WELLBEING MATTERS
Stress Management in the Workplace By Carl Mueller PHOTO: Malik Shaffy
S
tress in the workplace is a reality that most of us have to face for one reason or another and coping with it is key to longterm career success. Some careers are more stressful than others and some companies and managers may give you more stress than you can cope with. A certain measure of stress can be helpful because it may provide motivation that allows you to work with a sense of urgency and purpose. When stress in the workplace attains a high level and spills over into your personal life in a negative manner, this is a sign that you need to do something to manage it effectively so that it does not spiral further out of control. Here are some suggestions for successful stress management in the workplace: 1. Try to address issues that might be affecting your stress level; that do not easily come to mind, especially the ones you can change. Do you drive one hour to work each day and feel worn out by the time you get into the office each morning? Are there ways in which you can lighten your workload? Do you need to learn how to say “no” to certain requests from time to time? Look for ways of changing how you do things especially those activities over which you have some control. 2. Look for ways to improve your time management. Often, stress is a result of simply not having enough time to complete everything you need to do. Stop wasting time talking to colleagues and making personal phone calls, stop surfing the Internet for personal reasons. Eliminate this and other time wasters. Shut your office door if you have trouble with people walking in and distracting you; or find a quiet office where you can work undisturbed where necessary. 3. Find some sports activity in which to participate. I like working out at the gym but you may find jogging, playing squash or taking yoga classes more helpful. Try something athletic that
gets your mind off work. Start by going for a walk at lunchtime just to get out of the office for a bit. 4. Do not neglect your personal life. Remember to try to find the proper balance between your work life and your life outside of work. Try when possible to leave work at the office. A separation between work and personal life is paramount. 5. Carefully consider whether or not you are in the right job. If successful stress management at work is just not possible and if you reminisce about your time with a previous employer when things were better, maybe you’re in the wrong job. Do you like what do you or is it simply a job to you? If it’s simply a job there may be other jobs that are less stressful and better suited to your personality. Stress management in the workplace is critical to your longterm career and long-term health. When stress management is simply not achievable through change, consider seeking a medical opinion in case you are suffering from more than just stress. Article Source: http://EzineArticles.com/?expert=Carl_Mueller
The SERVICEMAG March - May 2011| 31
NEW!
YOUR WELLBEING MATTERS
5-Minute Makeup for Working Women By Sandra Idossou
PHOTO: Getty Images
IN
today’s business world, your appearance is capital to your image. In addition to being smartly dressed, you need to pay attention to your make-up. Make-up is a proven way to create an immediate and lasting impression on the minds of people you meet. This is probably bad news for women who don’t wear make-up, but an American research shows that people consider well madeup, groomed and stylish women to be more capable, more confident and more interesting than those who are none of the above! Another study revealed that women who are perceived as “good-looking” usually receive 20% more in salaries than those perceived as “plain” or “homely”. The question is, is this relevant in the African business environment? Believe it or not, makeup is an essential tool in creating a professional image. Simply because our faces can project our deepest essence, our faces interact with people when we speak with them, when we look into their eyes, laugh, or reveal our opinions. Contrary to what many people think, making oneself up doesn’t have to be complicated or take forever. Wearing make-up to work doesn’t have to be a sophisticated affair, comparable to going for a dinner date or wedding. A make-up job can be professionally applied in less than five minutes. Below are essential tips for busy mornings;
32 | The SERVICEMAG March - May 2011
1. Foundation & Powder Use the lightest foundation at your disposal. Apply it using your fingertips or a slightly damp make-up sponge. Remember to apply it over your eye lids and lips and spread it just under your chin (blending away towards your neck). A natural-looking base gives a working girl the edge. Try one of the contemporary foundation-and-powder-in-one mixes which do both jobs effectively and can be quickly retouched during the day. Heavily pigmented powders are outdated as they usually look artificial. 2. Eyes Your eyes play an essential role in your make up. Outline your eyes with a soft pencil (preferably black, brown or blue). Use eye shadow that suitably sets off the colour of your clothes, playing the shades down rather than up, and keep the application techniques simple. A touch of eye pencil is long-lasting and won’t need refreshing during the day. 3. Eyebrows Don’t forget to give your eyebrows the full treatment. Defining your eyebrows gives your face more impact. Trim them often. In the mornings, use a brush or sharp brow pencil to emphasise them. Blend the strokes. 4. Mascara One coat of mascara is sufficient. You may apply it to the top lashes if you wish. Check that your mascara is smudge-proof and defines the lashes without making them look thick or clogged with make-up. If your mascara tends to smudge under your eyes, try applying it only on the top lashes or consider using a waterproof type.
5. Lipsticks Now outline your lips with a lip pencil that matches your lipstick to add finishing touches to a classic look. Nowadays many women prefer using lip gloss or translucent lipstick that allow the texture and colour of their own lips to show through. Lipsticks are most effective when they are in strong, matte shades. It should help unite the other colours that you have used and really light up your face. A good lipstick will moisturize the lips and shield them from the sun without interfering with the final sheen of the lipstick. If you are looking for the fresh natural glow that looks right in the open air, keep your make up neutral. Avoid flashy colours. Nails may not be part of your make up, make sure that your nails are manicured. Avoid half-peeled off nail polish. Should you lack coloured nail polish, a simple transparent top coat is enough to give your nails that vital, groomed look. It is important that your working image and make up remain within the confines of professionalism. You don’t need to be extremely glamorous to be considered professional. The key to creating a successful professional image lies in striking a balance. Pay attention to the image you portray; one often has the possibility of upgrading it or destroying it. TSM sidossou@theservicemag.com
Importance of
Induction
PHOTO: Malik Shaffy
FOR YOU MANAGER
By Denise Umunyana
R
ecruiting a new employee is time consuming and often expensive. Throughout the recruitment process expectations have been laid out by both parties. The new recruit agrees to a starting date, then what? When you recruit new employees, it is important to give them the right induction course that will benefit them as well as your business. This induction period may be considered as the foundation for getting the most out of the employee and to kick-start their long term success in your business. As defined by BusinessDictionary.com; “induction refers to the first step towards gaining an employee’s commitment. It is aimed at introducing the job and organization to the recruit, and him or her to the organization. It involves orientation and training of the employee in the organizational culture, and showing how he or she is interconnected to (and interdependent on) everyone else in the organization”.
Some companies make the mistake of overlooking induction periods. Instead, they leave the new employee to find their way with the help of more experienced employees, and this costs time and money. It also obstructs the principle of induction which is to integrate new employees to enable them to reach their full potential as soon as possible. Induction for new employees has a direct bearing on long-term retention of good staff. During this time, the quality of the induction will influence the way employees visualize the business and how well they shall be integrated. If you get it right you will set the foundation for a positive long-term relationship. If you get it wrong, the new staff will receive the wrong impression of your company and may even consider leaving you as early as the end of the first week. How can any one stay ahead of the game? First of all, involve everyone that you feel is essential in creating good relations between new employees and those that they will come into contact
with. Make the employee feel welcome and comfortable in all areas that will involve their presence. A successful employee induction strategy helps to create a community in the workplace and not just a workforce. When employees are effectively and positively introduced to their organization, a relationship is built. This affects their attitude towards their colleagues and the company’s clients; and improves customer satisfaction and service levels. Secondly, an induction course should be organised at the start of employment and may stretch for several weeks, or even months. Stretch it for as long as necessary until you believe that the new employee has been thoroughly integrated into the business. Have a ‘follow up’ appraisal to sort out any queries that they (or you) may have. Thirdly, you may want to prepare for their arrival by ensuring the availability of their equipment (workstation, desk, etc). If you have involved others to assist with the induction, draw up a timetable to let them
The SERVICEMAG March - May 2011| 33
FOR YOU MANAGER
Importance of Induction continued from pg 31
know when they are required to attend. A good induction may determine how quickly your employees settle down into the business and the speed at which they develop to reach their full potential. Without an effective induction program, new employees get off to a bad start and never really understand the organization or the role that they play. This may lead to insufficient integration into the team, low morale particularly on the part of new employees, loss of productivity and failure to attain their highest potential. At the worst, the new employee leaves, either through resignation or dismissal. These early departures result in additional costs for recruitment; time wasted for the inductor, lowering of morale for the remaining staff. In general they are detrimental to their employment record, having to repeat the unproductive learning curve of the leaver and damage to the company’s reputation. People are the most vital part of any organization. The way people are treated, at whatever level, has a significant impact on the day-to-day activities of a business and the working environment. If employees are treated with respect and courtesy on their first day, they will immediately feel more loyal to the organization. The impressions made when someone starts work for a new employer have a lasting impact on how they relate to the company. Remember to value your employees and this will be rewarded with more motivated staff and better results for the organization. Whether you are a large or small organization, induction is a valuable process to go through. It will empower the employee to be more successful and ensure loyalty to the business sooner Managers (with guidance from HR) need to invest time in inducting new employees to help them become productive more quickly and to help prevent new recruits leaving within their first six months in the job. TSM Denise.Umunyana@bcr.co.rw
34 | The SERVICEMAG March - May 2011
P
our comprendre l’importance du « branding » ou image des marques, il suffit de regarder autour de nous. Le signe bien visible sur les chaussures de sport, à quoi vous fait-il penser? Bravo monsieur/madame, à Nike! Ce téléphone portable avec le nom distinct de Nokia dit à tout le monde qui vous a « brandé ». Ce blue jeans avec un prominant rouge Levis, ces lunettes de soleil avec un logo Chanel ou Gucci, ce stylo bien tenu avec un symbole gravé à la fin. Tout cela fait partie du branding et représente toutes des marques, rien que des marques. Seulement, en tant que consommateurs, nous avons plus tendance à suivre le courant de la mode et le mouvement des marques sans, forcément, penser à l’importance de la marque. C’est justement ce que veulent les entreprises, qu’on s’identifie à leurs marques, qu’on les intègre dans notre vie et qu’on en soit fidele. Pourquoi? Pour enregistrer d’énormes bénéfices.
Une marque, une identification éternelle Le meilleur exemple d’intégration d’une marque dans la vie quotidienne des consommateurs est celui de Coca-Cola. Pas besoin de s’attarder sur leur degré de réussite, tout le monde le sait. Il est temps pour vous et moi de prendre quelques leçons des ces grandes entreprises afin de mieux comprendre ce qu’il faut faire pour se différencier des autres et ainsi prospérer dans le monde du business. Indépendamment de la position qu’on occupe ou du type de business, nous avons tous besoin de comprendre l’impact du branding sur les affaires. L’image de la marque est ce qui est de plus important dans la stratégie marketing, c’est l’essence même du service ou produit de l’entreprise. A la création d’une entreprise, il importe alors de penser à tous les détails qui contribuent à la fondation d’une image de marque :
Mutwandikire Le nom de d’entreprise doit faire partie intégrante d’un processus bien réfléchi. Vous devrez aussi bien tenir compte des significations du nom que de leur longueur. Votre marque doit être simple et unique. Un nom simple est facile à retenir par les consommateurs. Ceci dit, vous devrez vous rassurer que le nom choisi ne fait référence qu’à vous. Le sens de votre marque, plus important encore. Pour vous guider, posez-vous ces questions de base: quelle est la mission de votre entreprise ? Quelle est la particularité des services ou produits de votre entreprise ? Quelles sont les qualités que reflète votre entreprise ? Cette dernière question vous permet de projeter des valeurs positives liées à votre marque pour que les consommateurs cherchent à s’associer à votre marque. Une bonne image de marque crée la fidélité à la marque et par conséquent accroit les revenues de l’entreprise. Valeurs de l’entreprise, il faudra les traduire en action. Ceci ne peut se faire qu’avec l’implication de tout le personnel. Dans ce monde très compétitif, pour réussir dans les affaires, votre ultime rôle est avant tout d’être le « marketer » de la marque nommée «Vous». Pour y arriver, il suffit de rendre un excellent service à vos consommateurs ; mieux que ce qu’offre votre concurrent. En faisant ceci, non seulement, vous allez apporter une remarquable contribution au succès de l’entreprise mais aussi, vous contribuez à votre propre image de marque.
Restez visible au travers de tous les évènements locaux qui peuvent faire voir et connaitre votre marque.”
La bonne nouvelle est que tout le monde est susceptible de se distinguer dans le service, tout le monde à la possibilité d’apprendre, de s’améliorer, d’offrir le meilleur de soi et d’atteindre l’ultime but d’améliorer son image de marque. Par quels moyens? Ce n’est sûrement pas en croisant les bras ou en restant assis dans votre bureau que vous allez faire parler de «Vous» et de votre marque. En restant toujours sur l’exemple de Coca Cola, comment ont-ils réussi à se tailler la part du lion ? Tout simplement par une campagne de publicité percutante. Insertion publicitaire, spots télés, publicités radios, panneaux publicitaires, tout y est passé. Etre présent partout, à tout moment ! Tel est leur secret. Aujourd’hui, malgré 124 ans d’existence, Coca Cola n’a pas pris une ride et reste le leader de la boisson. Tout simplement, parce qu’ils n’ont pas eu peur d’investir dans une page publicitaire. Rien qu’en Angleterre, leur budget publicitaire « Presse écrite », s’élève à £1.031.625 en 2003. L’intérêt ? Atteindre une grande marge de population et véhiculer son image. Slogan et image. De même que le signe vous fait penser à Nike et non pas à une virgule ou autre, il est nécessaire d’associer et de répéter aussi souvent que possible votre image. Pour cela, un slogan ou juste une image vous est nécessaire. Restez visible aussi au travers de tous les évènements locaux qui peuvent faire voir et connaitre votre marque. En conclusion, retenez que le succès de vos affaires doit rimer avec votre branding qui nécessite autant d’attention que n’importe quel autre département de votre entreprise. TSM anitahaguma@yahoo.fr diana@theservicemag.com
Namwe turabasaba kutwoherereza inkuru zishobora gukangurira cyangwa kwigisha abasomyi bacu kandi zikanabafasha guteza imbere ibikorwa byabo. Murakoze diana@theservicemag.com.
Quote The most important adage and the only adage is, the customer comes first, whatever the business, the customer comes first. — Kerry Stokes
- Seven Network Chairman Australian TV Company
Offer The ServiceMag as educational material to all your employees. To subscribe for larger quantities as a corporate institution, please email us on subscriptions@ theservicemag.com or simply call Diana on 078 516 18 34 KNOWLEDGE IS POWER
The SERVICEMAG March - May 2011| 35
FOR YOU MANAGER
Acquiring Good Customers through Performance
PHOTO: Getty Images
By James Onyango
36 | The SERVICEMAG March - May 2011
L
et us suppose that you are a manager of a major establishment. A lot has been invested in the facility. The place looks impressive. There is evidence of smart looking staff and a great environment. The only problem is; customers are not happy with the service. Many ideas have been floated on how to improve customer service. Training normally tops the list. However, a major winner is at times overlooked: Performance-Linked Pay. This important connection is not always understood. Managers might often find it difficult to come up with an effective incentive scheme for their staff. Performance may sometimes look like an unnecessary expenditure, which just reduces the bottom line. However, traditional methods of rewarding employees through set salaries and wages does not inspire or motivate staff to provide good customer service sometimes. Employees always know that despite any effort they make towards their tasks, their remuneration will always be the same. Hence the need to link pay with performance. If handled carefully, Performance Linked Pay is a virtually guaranteed means of achieving organizational objectives through aligning employee needs with those of the organization. Employees are the biggest assets of the organisation and their motivation is key to the success of any organization.
FOR YOU MANAGER
the incentive should be able to influence behaviour throughout the entire organization.”
The question is; how can we link our staff’s performance to good service? This depends on the industry and the task at hand. It is possible to attach a performance gauge to any job. It does not matter if it is a company, a government institution or a non-governmental organization. By effectively recognizing the employee’s contribution, firms can more effectively encourage outstanding performance. In setting up an incentives scheme, we need to look at the organization holistically. That means the incentive should be able to influence behaviour throughout the entire organization. The front office staff may be motivated to improve their service, but if their counterparts who provide back office support are not, then there might be a bottleneck. The front office is an internal customer of the back office, so the back office needs to be part of the customer service initiative. Managers should recognize the key thrust of the performance pay: Stimulus. This has two elements, namely:
1
Informational - Performance rewards attract employees’ attention and inform or remind them of the importance of the award. Merely telling employees that the customer is important might have some affect on their behaviour at work. However, including customer service measures in an annual incentive plan might be more likely to convince the employee to emphasize on customer service. The reward signals the performance areas that are important and help employees decide how to direct their efforts. Because money is almost universally valued, monetary awards are
highly effective in directing employees’ attention.
2
MMotivational - Some employees n need incentives to bring out the effort required to perform tasks well i.e. hard work. Do a good job and succeed. Sometimes, even hardworking employees need incentives to overcome their natural aversion to some difficult and tedious activity that is in their organization’s best interest. When designing an incentive structure, the organization needs to consider three points in their reward strategy; Incentive Scheme – Badly structured incentive schemes are more likely to have unintended consequences. More complete incentives across all important dimensions of an employee’s job are more effective. Incentive Intensity - More intensity is always better and good incentives can sometimes be achieved at relatively low levels beyond which the ‘un’desired incentive effect may decrease quickly. Money, money, money? Complement monetary incentives with various non monetary rewards which can have a good effect and are often less costly to the firm, yet valued by employees. More Performance pay is not always better. Performance pay can be applied in all areas of the organization. The main point is to understand what the key deliverables are. It does not matter what the organization is engaged in. In a service industry e.g. bank, where quick
and efficient handling of customers is key, indicators such as number of customers served per staff per month can be useful. Other measures such as number of complaints per staff/team can be used. In public institutions, document handling time can be introduced. Waiting time, if measurable can also be an important indicator. The indicators are numerous but need to be identified and carefully integrated into the scheme. The scheme also needs to be applied in a realistic and equitable manner. The objectives should be achievable and performance standards easy to measure. After all is said and done; performance pay has some ‘caveats’. Though it is a very important scheme, one needs to be aware of its positive and negative effects. The scheme might not be the ‘panacea’ of the organization’s customer service issues. There are poorly designed schemes which managers need to know about so as to avoid the possibility of failure. Finally, the scheme needs to be understood by all and should have the required support from top to bottom. Introduction of such a scheme needs to be supported by other initiatives, which will ensure the organizational culture is changed to one of high performance. TSM James Onyango is a consultant in Finance and Strategy. jmonyango2003@yahoo.com
The SERVICEMAG March - May 2011| 37
HAVE YOUR SAY
Facebook à Consommer avec Modération Et ce qui s’avérait anodin et très innocent finit par accaparer 2 voire même 3 heures de votre temps de travail,...”
PHOTO: Google Images
Par Diana RAMAROHETRA
P
lusieurs personnes détestent Facebook pour différentes raisons. « Je n’aime pas comment les gens exposent leur vie privée. Tout ce que tu fais, tu es obligé de l’écrire. » explique Daddy, un anti-Facebook attitré. Une raison qui, il faut bien l’admettre, n’est pas totalement fausse. Des heures de travail perdues. Mais la question n’est pas là. Mais bien dans la présence de ce réseau social dans les bureaux. Car même si tout le monde s’accorde à être contre cette exposition massive, tout le monde est friand de savoir « qui a fait quoi, avec qui et quand ? » Résultats ? Les lundis matins, parallèlement aux mails, un petit coup d’œil sur sa page Facebook. Mais voilà, une fois ouverte, cette fenêtre est impossible à fermer. « Tiens, mon cousin est en ligne ! » Ou bien, « Ma
38 | The SERVICEMAG March - May 2011
copine au Canada a publié les photos de son mariage. » Et c’est parti pour une bonne petite heure. Et ce qui s’avérait anodin et très innocent finit par accaparer 2 voire même 3 heures de votre temps de travail, un lundi matin! Pas étonnant que plusieurs employeurs, dans certains pays, ont décidé de supprimer l’accès à ce site dans leurs locaux. Car au lieu de s’occuper de leurs tâches, le personnel est plus actif sur sa page que dans son travail. Comme cette jeune stagiaire, qui occupe un ordinateur toute la journée pour discuter avec ses amis. Un collègue ayant un besoin urgent d’un poste pour une journée, je lui demande de bien vouloir céder son ordinateur. Et quelle ne fut ma surprise lorsqu’elle me répondit, « J’ai un travail très urgent à faire ! – Je vois ça mademoiselle, je n’arrête pas d’entendre les bips du chat de Facebook à longueur de journée ! »
Facebook prioritaire par rapport aux clients. Mais Facebook fait aussi des siennes dans le service à la réception. Si autrefois, les personnes chargées de l’accueil passaient leur temps à jacasser au téléphone avec leurs amies, aujourd’hui c’est sur Facebook qu’elles communiquent. Un jour, je me présente à une institution publique. La dame, l’air contrarié, me demande de patienter quelques minutes, tape sur son clavier, éclate de rire, retape sur son clavier et ce n’est que quand elle a fini sa conversation qu’elle daigne me répondre. J’ai eu tout le loisir d’apprécier son humeur avec la personne en ligne. Dommage que ce n’est pas avec le même air enjoué qu’elle reçoit ses clients. Résultat de ce genre de comportement ? Un client énervé qui est obligé d’attendre Facebook. Une très mauvaise image pour l’institution qu’elle représente. Quoi qu’il en soit, Facebook est aussi un bon moyen de garder le contact avec ses proches partout dans le monde, mais comme pour toute chose, l’excès de réseaux sociaux peut être nocif. A bon entendeur, salut ! TSM rhd_communication@yahoo.com
WHERE WE HAVE BEEN
BRINGING SERVICES CLOSER TO YOU Four new branches to serve you better. Visit our new branches in Musanze, Huye, Karongi and Kayonza. • Loan • SME Development Fund
• Equity Investment • Guarantee Funds
• Leasing
• Advisory Services
• Trade finance
• Refinancing Microfinance
The SERVICEMAG March - May 2011| 39
ADVERTORIAL
The Leading Logistics Network in Africa Cargo Agent for ETHIOPIAN AIRLINES. In a continous search for improved service delivery to its customers, SDV offers a “door to door integrated logistics service”, providing logistics support from all origins to all destinations in the World. SDV strong presence at both Dar es Salaam and Mombasa ports offers more options to its customers.
What is SDV TRANSAMI Rwanda? SDV TRANSAMI Rwanda has been established and operating in Rwanda since 1965. Formerly known as TRANSINTRA, SDV TRANSAMI Rwanda is part of the Bolloré Africa Logistics ( A Division of the Bollore Group in charge of all logitics operations in Africa). Since 2002, SDV Transami Rwanda sarl has been fully integrated in the SDV Transami East African region and therefore enjoys the full support of the network of sister companies located in KENYA (Mombasa, Nairobi) UGANDA( Kampala), TANZANIA(Dar Es Salaam), Burundi and Eastern Congo DRC. With established offices in Kigali, Gikondo Industrial Park (Ex Rwandex), Kigali International Airport, Gisenyi, Kanyaru, Gatuna and Rusumo, SDV
40 | The SERVICEMAG March - May 2011
Transami Rwanda is covering the whole country and main exit/entry border posts. As the leading clearing and forwarding company in Rwanda, what kind of services does SDV offer? SDV Transami Rwanda is first and foremost a reputable international freight forwarder and transporter for both import/export , airfreight and seafreight. The seafreight connection extends from the main gateways Dar Es Salaam or Mombasa to transit to all neighbouring countries such as Uganda, Burundi, Tanzania and DRC (Kivu). SDV Transami Rwanda also offers import and export air freight services from KIGALI International Airport to all the main airports worldwide, operating there as well as General Services and Sales
Prior to 2008, only MAGERWA was handling cargo under customs bond. Does it mean that SDV is now offering similar services to the Rwandan business community? That is correct. Since September 2008, SDV TRANSAMI Rwanda has opened and operated the first private owned public bonded warehouse and container terminal in Rwanda. This has required a significant investment in land purchase , upgrading facilities & equipment and the launching stage successfully ended September 2009. Currently,the SDV bonded warehouse has reached the maturity stage, handling an average 300 trucks loaded with imported cargo every month. The SDV bonded warehouse (customs code 11 SDV ICD) offers a wide range of services: reception and handling of imported cargo under customs bond, warehousing and documentation of cargo under customs bond until full clearance, heavy lift and handling of all kind of goods using specialized machines and equipment (reachstacker/toploader, forklift of various capacities, etc), inventory management under customs bond, container terminal depot, and all other related services. Our bonded warehouse offers all the convenience required, with in-house RRA customs office, RBS office and bank guichet. This is our value proposition,
a one stop point for customers wishing to process customs documentation, clearance and payment of customs duties. Likewise, all our warehouses operations, as well as customs and RBS services are open from 07:00 am up to 10:00 pm from Monday to Friday, and from 08:00 am to 1:00 pm on Saturdays. Have you already completed the upgrading of your bonded warehouse facilities? What value addition will the upgrading bring to your service users? The SDV bonded warehouses resumed operations in February 2011, and very positive feed back from both customs authorities and customers on the improved standards of the warehouse and container terminal facilities are further proof of the commitment of SDV to ensure customer satisfaction at all times. The most significant features of the improvement include the reinforcement of the warehouse floors and container terminal yard to cope with increased traffic of machine and trucks, and mostly the opening of a new transit parking yard in Gikondo, with far bigger capacity to receive our customers trucks and imported vehicles without any risk of congestion. In the same logic, we have relocated our Head Offices to the same compound with the SDV bonded warehouse since February 2011, to improve speed and convenience in service delivery. Do you have any plans to further expand your activities and venture into new busineses? We have already developed the packing and removals activity, because we realise
that this is an activity in which SDV maintains a competitive edge in the East Africa region. The volumes handled for this activity have significantly increased, with mainly embassies, international organizations, NGOs and personal effects from individuals coming to Rwanda or moving from Rwanda to other places all around the world. SDV also developed value added warehouse management services, including inventory management, special handling, reverse logistics, and distribution. This business service is highly differentiated and has already become a strategic cost cutting tool for our service users, such as infrastructure projects and telecoms operators. The success of this activity is essentially based on SDV deep understanding of customers’ needs and their ultimate bottom line objectives, that is better service at lower costs. It requires innovation, and commitment, and SDV has been able to maintain satisfied customers thanks to the dedication of its motivated workforce. Talking of the workforce, how do you consider the role of your employees in the achievement of your business objectives, and what role do they play in the service delivery? Employees are of fundamental importance to both the customer that they serve and the company. In many cases, the source of customer satisfaction is the service employee. To the customer, they are part of the service. Their ability and willingness to satisfy, their manners and appearance, all play a part in determining how satisfied the customer is with the service encounter. Therefore, SDV invests in qualified and motivated workforce as a general policy. Currently, the company employs 94 permanent staff and over 80 casuals. Most of employees have been working with the company for over 10 years. This fact, coupled with very low staff turnover, is strong testimony of employees motivation and loyalty to the company.
TRANSAMI Rwanda, customer satisfaction is the driving force of the management and the service staff. SDV TRANSAMI Rwanda believes that its ultimate mission is to win and retain satisfied and profitable customers. The rest, given reasonable good sense, will take care of itself. The secret to SDV TRANSAMI Rwanda success is based on understanding of what are the target customers’ needs, demands, and requirements and then be pro active to offer them those services that will satisfy those needs, demands, and wants. And, most importantly, provide customers service, convenience, and value to ensure they keep coming back. Indeed, the customer is and has to remain the central focus in the core of our daily activities. For more information please contact: Rodolphe Kembukuswa, Mob (+250) 78 830 0616 E-mail: rodolphe.kembukuswa@bollore.com Roger Nkubito, Mob: (+250) 78 848 9623 Email: roger.nkubito@bollore.com
And how do you consider the role of your customers? Among all the services offered by SDV
The SERVICEMAG March - May 2011| 41
HAVE YOUR SAY
Ibitera gutinda mu gutanga serivisi mu Rwanda Byanditswe na Abena Amoako-Tuffour
42 | The SERVICEMAG March - May 2011
Muri resitora, bishobora kuba nk’umugati, nko kwa muganga, bishobora kuba ibinyamakuru. bavuga ko niba bataguhaye icyo ushaka mu gihe runaka cyagenwe, ntiwirirwa wishyura ifunguro wafashe. Kuva badashaka ko buri gihe bajya batanga ibyo kurya ku buntu, bazi ko bagomba kwita ku babasanga vuba na bwangu. Mu ma resitora atari ay’umwuga, abakiriya usanga nta kibazo bagira barihangana bagategereza nk’iminota 30, ku biryo biteguwe mu buryo bw’umwihariko kandi bigaragara neza ku maso. Ariko muri ibi bihe, ubuyobozi, abatetsi ndetse n’abatanga igaburo bazi igihe bitwara gutegura igaburo n’igihe ababasanze bari buritegereze. Mu gihe gishize nagiye muri resitora n’inshuti zanjye, twategereje hafi amasaha atatu ibiryo bitigeze biza. Mu isaha imwe mbere y’uko duhaguruka, umwe mu nshuti yabonye inkoko yari yasabye mu gihe abandi twese twategereje umureti udasanzwe, ‘omelette speciale’. Ntitwigeze dusubirayo kuharira ukundi. Iyi nkuru izamuye ikindi kibazo kijyanye n’izarira mu mitangirwe ya serivisi, ahanini mu nganda z’ibiryo: kwita ku bantu bari mu itsinda runaka icyarimwe.Niba itsinda ry’abantu bari kumwe basabye ibiryo icyarimwe, baba bashaka gusangira.Gerageza kubazanira ibyo basabye ku gihe kimwe. Bibuza
amicaro guhabwa ibyo kurya mbere noneho ugasigara wibaza niba urabirya mu gihe bigishyushye cyangwa se niba urategereza abandi, icyo gihe biba bikonja. Ku rundi ruhande, ntibishimishije kubona ibiryo byawe nyuma aho uba umaze iminota igera kuri 30 ufana abandi barya mbere y’uko ibyawe biza. N’ubwo ibiryo bigiye bifata igihe gitandukanye cyo gutegurwa, gerageza guhuza ibikorwa by’imitekere n’ibyo gutanga ibiryo ku buryo byose bizira hamwe. Mu rwego rwo gukemura ikibazo cyo kugenda gahoro kwa serivisi muri resitora, abayobozi bazo bakagombye guteganya ushinzwe kwakira ababagana akaba ashinzwe ameza umubare runaka. Muri ubu buryo, bibafasha gukurikira uwitaweho n’utegereje kwitabwaho. Bizatuma abita ku bandi batavangirwa, n’abantu babaganye ntibazategereza kugeza aho bamara ibyo kurya byabo ntacyo kunywa barabona. Ku bakora mu bijyanye na serivisi muri rusange, iyo utuma abakugana bategereza, begere, ubashimire k’ubwo kwihangana bagize ndetse ubahe ikintu runaka cyo kubashimira kitagutwara amafaranga menshi. Muri resitora, bishobora kuba nk’umugati, nko kwa muganga, bishobora kuba ibinyamakuru. Ibi bizagusaba imbaraga nyinshi no kwihangana kurusha ariko bizaba byiza ari uko abakiriya bawe bishimye ndetse bakazagarukana n’incuti zabo. TSM aatuffour@gmail.com
PHOTO: Getty Images
K
wihangana ni indangagaciro tugomba kugira mu bihe bitandukanye by’ubuzima. Kuri bamwe muri twe, ntibyoroshye, mu gihe ku bandi byizana. N’ubwo twese dusabwa gutegereza serivisi aha n’aha, abazitanga bakagombye kwirinda gutegereza ko ababagana bakubahiriza iyi ndangagaciro yo kwihangana. Ikibazo cyagaragaye mu gihe cyashize cyo kuzarira mu mitangirwe ya serivisi mu ma resitora yo muri Kigali cyarantangaje kugeza aho byemerwa ko abantu bagutegereza utabasabye imbabazi kuba wabatindiye. Mu gihe gito, mu cyumweru gishize, nagiye muri resitora nsanzwe ndiramo saa sita. Abahakora bakira abantu neza, baransuhuje igihe nahinjiye. Ariko, mu rwego rwo kwihuta, no kugira icyo bageraho, bakeneye impinduka igaragara. Rimwe na rimwe, umusore uzana icyo kunywa atubaza icyo dufata hashize iminota itanu twicaye. Mu bindi bihe, nko mu cyumweru gishize, byafashe kugera ku minota 15 ngerageza guhuza amaso n’aye mbere y’uko atwegera. Birumvikana ko hari aho ubucuruzi buba bushyushye aho umuntu agomba gutegereza iminota myinshi kurusha isanzwe. Ariko, muri iyo minsi yihariye, resitora yari ifite abakiriya bake. Iyo abatanga serivisi bitaye ku gukora iby’ibanze mu bisabwa ku kwita ku bagusanga, ni byiza kudatuma abagusanga bategereza igihe kirekire. Bitewe na serivisi cyangwa ibyo utanga, ireme ry’ibyo ukora ndetse n’umuco ukoreramo, wakagombye kugena igihe runaka cyo gutegereza serivisi zawe kandi ukiha intego yo kwita ku bakugana muri icyo gihe wagennye. Urugero, niba guteka umuceri bifata iminota 10, wakagombye kuwugeza ku bakugannye hagati y’iminota 10 na 20, ntibifate hagati ya 25 na 30. Resitora zimwe zitegura ibyihuse zimwe bita “ Fast food restaurants” mu bindi bice by’isi,
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HAVE YOUR SAY
E
Students You have to understand that everything starts from the first day of class in your freshman year. A degree is a degree; but what you do with that degree will determine the difference. It all starts with attending classes. You must be active and participate in student organizations; get involved in several projects; and basically show leadership! You learn more about the practical skills (organizational, communication and leadership skills). that a job requires you to have on top of the good grades that you must have. Make yourself known to the professors, attend any networking events, and get business cards from people in the industry of your choice. Make sure that you organize your vacation well for you to get an internship. The latest (internship) should be done at least one year before graduation. You need to be in touch with the career service center for they can advise on how to write your CV and motivation letter. They can also provide training skills on how to be successful during interviews. The goal for you while you work towards graduation is to have one foot in the real world. You will save time and be effective on your new job. In the best case scenario, even before graduation,
44 | The SERVICEMAG March - May 2011
PHOTO: Getty Images
mployers always complain about the lack of experience of fresh graduates. Those new graduates’ main argument is: “We need a job to have experience”. Obviously, it becomes a vicious circle and in the minds of young job seekers without any experience the question is: Which employer will give me the chance to prove what I am capable of doing?
you will already have a job offer. This will mark the difference between you and other graduates because you have been proactive from the very beginning. Fresh graduates without a job If you did not do what was advised above, it is not too late to at least reinforce your profile while you are applying for jobs. Once again, attend networking events; get to know the people you need to know; and let them know that you are looking for a job. You have to work on your CV and motivation letter because most of
the time, employers do not know who you are. Therefore, your CV is the first impression they will have of you. It will determine whether they will invite you for an interview or not. Employers It is important for you to have an employee with the right experience, however, you need to take some risks by recruiting fresh graduates and giving them a chance. At one point you have to prepare your continuity plan by recruiting fresh graduates, training them and making sure that they will assure the future of your institution. Another way of doing this it is to invest in the creation of army junior program or management training program for fresh graduates. Design a rotational program so that young employees get to know the general activities of the company. Thereafter, you will make an assessment and evaluation of their work and promote the successful ones to higher positions. This requires the employers to be committed to investing in such programs. It also requires you (the employer) to work with universities and organizing career fairs where you recruit fresh or future graduates on site. Consequently, it is not really the chicken or the egg dilemma. Students are responsible from their first year of University and they have to be proactive. It might not be easy for you to face the real world but the reality is that there is less room for error in the real world. Therefore, this is the time for you to discover yourself, assess your strengths and weaknesses and work to develop your potential. TSM rutage@hotmail.com
ASK OUR LAWYER
r e y w a L r u O Ask TRIBUNE LIBRE : petits soucis, grands tracas … Défaillance, plainte, protection du consommateur, procédure administrative … notre consultante légale Katia Manirakiza répond à vos questions
Nous sommes une entreprise voulant lancer un projet pour l’année 2011 et dans ce cadre nous souhaitons faire d’importants investissements. Nous aimerions savoir s’il est possible d’obtenir un certificat d’investissements en tant qu’entreprise rwandaise? Si oui, quelles sont les conditions requises? Le code d’investissements de 2005 régit les investissements au Rwanda. Les entreprises rwandaises sont totalement éligibles pour l’obtention d´un certificat d’investissements. La loi précise que le niveau d’investissement pour une entreprise rwandaise est de 100,000 USD au minimum, soit l’équivalent de 59.000.000 Frw (pour un taux de 1 USD= 590 Frw). Précisons juste que pour une entreprise étrangère, le niveau d’investissements minimum est de 250,000 USD soit l’équivalent de 147.500.000 Frw. La loi préconise un certain nombre de pièces à fournir pour déposer votre dossier de demande auprès du Rwanda Development Board (RDB) : • Une lettre d’application : cette lettre doit renseigner la RDB sur la nature de votre projet, le niveau d’investissements, le nombre d’employés à recruter, de la nature et du volume des déchets que votre projet va générer et de la façon dont vous allez les gérer. • Un business plan suffisamment clair et précis. Cet outil est d´autant plus important dans la vie du projet qu’il sera d’une utilité fondamentale dans la vie de votre entreprise. Le business plan doit surtout présenter le projet sur une période de 5 ans au minimum. • Une copie des statuts de l’entreprise • Une copie du registre du commerce Lorsque vous avez pu rassembler tous ces documents et que votre demande a été approuvée, il ne vous reste plus qu’à payer 500 USD et dans les deux jours votre certificat est prêt. Attention! Pour qu’un projet soit éligible, il doit démontrer qu’il pourra apporter une plus-value certaine au Rwanda, notamment par rapport au niveau d’investissement, à la création d’emplois de qualité, au transfert de compétences et à l’utilisation de nouvelles technologies, à l’utilisation de matériaux locaux, etc… Les principaux avantages qu’offre le certificat sont de plusieurs ordres, d’un point de vue fiscal, nous pouvons citer un taux forfaitaire de 5% d’impôts sur la valeur CIF des biens, des exemptions sur un certain nombre d’équipements importés. Pour de plus amples informations, n’hésitez pas à passer au RDB ou à consulter leur site. www.rdb.rw
Maze gukora ibazwa, nabonye inyandiko inyemerera akazi ku uzaba umukoresha wanjye. Ibaruwa yavugaga neza ko mfite iminsi 7 yo kwanga cyangwa kwemera akazi. Mbere y’uko iyo minsi 7 ishira, nohereje ibaruwa yemeza ko niteguye; sinatunguwe no kwakira telefone imbwira ko uwo mwanya utakiri ku isoko. Ni izihe nzego nakwitabaza cyangwa nakorera iki icyo kigo cyangenje utyo? Tumaze kubona ko hari umubare munini w’amakosa ajyanye no gukora amasezerano y’umurimo. Ubwo bwoko bw’amakosa bugaragaza ko buri gihe biba bitoroshye gusobanura uburyo bw’itangwa ry’itangazo ryo gutanga akazi, haba ku bagatanga haba no kubagashaka; abagatanga bashyigikiye ko ibyo bavuga bigize bike mu byerekeye akazi; abandi, bavuga ko bafite icyizere cyo kubona akazi, ndetse n’itangazo ry’akazi bemeye ibiririmo. Kugira ngo rigire agaciro kuzuye, itangazo ry’akazi rigomba kuba ryatekerejweho. Mu by’ukuri, ni byiza kugira itangazo ryo gutanga akazi ryanditse kuko iyo ritanditse, bizaba bigoye kugaragaza ko ryabayeho. Mu gihe itangazo ryo gutanga akazi rigenewe kuzatanga amasezerano y’akazi ku mpamvu imwe yo kwemerwa, rigomba kuba risobanutse ku buryo kwemerwa kwaryo n’urigenewe biba bihagije kugira ngo habeho kugira amasezerano mu buryo bwemewe. Ku byakubayeho, umukoresha ntiyigeze akubwira ku mpinduka iyo ariyo yose mu minsi 7 noneho atanga umwanya wawe awuha undi muntu. Twakugira inama kubwira ushinzwe umurimo ku karere kugira ngo yamagane ku mugaragaro iyo myitwarire itari myiza kuko ukwemera kwawe kwagize ingaruka mu mategeko yo gukora amasezerano y’akazi . Ukwo kwemera kwawe kwagombye tuma ugana inzego z’ubutabera zibifitiye ububasha niba bidakemuwe mu bwumvikane.
If you have legal issues, write to: askourlawyer@theservicemag.com or kmanirakiza@hotmail.com
46 | The SERVICEMAG March - May 2011
ASK OUR LAWYER
Our company occasionally deploys the services of individual consultants for specific projects. However, it appears that most of them do not agree with the principle of withholding 15% of their fees. What should our position be on this? Many companies choose to recruit consultants for specific assignments or because they don´t have the required skills within their company. Companies also recruit consultants within specific fields where there is great potential for improvement. A large number of individual consultants are not registered service providers. Some of them have fulltime jobs, and do consultancies in their free time. Many of them are hardly aware that the activity they are undertaking is taxable. In your case, you should inform the hired consultant that you shall withhold 15% on each payment. In order to avoid misunderstanding, you need to specify it in the contract. You will be required to file a withholding tax declaration within the first fifteen working days of the following month the tax is withheld. In order to be paid, the consultant must provide an invoice for the amount owed to him, but he is under no obligation to indicate the withholding tax. Let me seize this opportunity to talk about the employee v. consultant distinction in the eyes of the employer. It is well known that companies have many legitimate reasons for hiring consultants instead of employees. The main reason is that companies pay only 15% withholding tax on the consultant’s fees, in contrast with the 30% Pay as You Earn (PAYE) for an employee. In the case of employees, companies are also obliged to pay social security contributions. Be careful, however; a consultant cannot retain his or her consultant’s status within the company if the employer is treating him or her like an employee. For instance, if the employer dictates how, where, and when work must be accomplished, or if the client provides training to the consultant or if the engagement does not have clear terms; or even when the client keeps employing the consultant’s services time and again, these examples could be construed as an employer-employee relationship.
Offer The ServiceMag as educational material to all your employees. To subscribe for larger quantities as a corporate institution, please email us on subscriptions@ theservicemag.com or simply call Diana on 078 516 18 34 KNOWLEDGE IS POWER
The SERVICEMAG March - May 2011| 47
WHERE WE HAVE BEEN
Nyamuneka ita ku bakugana kimwe
M M
Byanditswe na Aba Hagan
u myaka irindwi namaze I Johannesburg ubunararibonye ku kwita ku bantu bwari bwiza hafi mu bice byose. Abakora aho berekanira za sinema bashoboraga kwita ku nshuti zanjye na njye baseka kandi banadusetsa ndetse n’abakora mu masoko yitwa “supermarket” bashoboraga kureka ibyo barimo bakaza kungira inama ku birungo nagura. Abakora mu maduka bajyaga banshimira rimwe na rimwe uko nsetse kuko babaga bazi ko serivisi mbi zabagiraho ingaruka –nko kwirukanwamu gihe serivisi nziza zakabaye zishimwa ndetse akenshi bakagenerwa ishimwe runaka. N’ubwo mu byo nabonye byinshi ari byiza , hari bike byanteye gusubiza amaso inyuma. Mu 2006, mushiki wanjye yaje kunsura i Johannesburg, nka mukuru we nari nishimiye kumwereka ahantu hashyushye kandi hagaragara. Ni bwo namujyanaga mu isoko ry’inkweto! Mumbabarire kubivuga, uko twakiriwe n’abirabura bakira abandi bo muri Afurika y’epfo byari biteye ubwoba. Mu isoko twinjiyemo bwa mbere harimo umukobwa munini w’umwirabura wo muri Afurika y’epfo wadukankamiye (sinshatse kuvuga ko yavuze) ati “muraho ?’ubwo twinjiraga mu cyumba. Ahari twari aho tutagomba kuba, ariko aho kugira ngo dukomeze, twahisemo kugenza gahoro ibyari bituzanye!Twari twenyine muri iryo duka mu gihe kigera ku minota 15 kandi muri icyo gihe cyose twamaze aho yari yubitse umutwe we adashaka ko twahuza amaso. Ubwo twamubazaga inkweto zidukwiye yazunguzaga amaso ye, nk’utabishaka agakuraho izo nkweto twamubazaga. Kugeza aho undi muntu yinjiraga muri iryo duka, umugore wera, aza amusanga, arahinduka pe! Yaramusekeye, amusuhuza aseka akamusubiza uko amubajije. Murumuna
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“Abakiriya bose bafite uburenganzira bwo kwitabwaho neza kimwe baba ari abazungu cyangwa abirabura” wanjye nanjye twabonye ibyo mu gihe twari hafi yo kwisabira ubufasha kuko twari tuhamaze igihe kinini nta bufasha. Ku byishimo byacu no gutungurwa, wa mubyeyi wera, agira inama wa mugore ukora mu iduka yo kudufasha kuko twari twahageze mbere ye. Ibyo ni icyo byasabaga kugira ngo tubone ubufasha bunoze: Umuzungu yamusabye gukora ikintu kizima. Indi nkuru yabereye muri resitora iherereye ku kibuga mpuzamahanga cy’indege cyitiriwe Oliver Tambo. Twari tweretswe kwicara ahantu hitegeye indege umuntu yirebera ikirere cyizihiye amaso. Mu gihe twari tugisaba icyo twifuza, uwita ku bantu aho yihutiye kwicaza no kwita ku itsinda ry’abazungu. Birumvikana ko ibi byababaje murumuna wanjye. Yari hafi guhaguruka akagana kuri ya meza yarimo atangaho ibyo bakeneye akamubwira nabi,
ubwo namusabaga kwihangana ntabigire birebire ahubwo ko yategereza akagaruka kutwitaho akabona kumubwira. Igitekerezo cyanjye ni iki, iyo uba uwo kubaza iryo tsinda rya ba mukerarugendo b’abera bari bicaye hakurya y’ameza yacu uko bumva uko bakiriwe aho kuri iyo resitora, bashoboraga kuvuga ahari ko byari byiza cyane kandi ko uko bakiriwe aho ari intangarugero. Ariko, abakora mu gutanga serivisi, bakagombye kwita ku babagana mu buryo bungana nta vangura rishingiye ku ruhu. Abakiriya bose bafite uburenganzira bwo kwitabwaho neza kimwe baba ari abazungu cyangwa abirabura, baba ari bazima cyangwa babana n’ubumuga, ibyiciro ni byinshi ntawabivuga ngo abirangize. TSM abs_hagan@yahoo.com
WHERE WE HAVE BEEN
Brazza, on est là! PHOTOS: Rwandair
Par Diana Ramarohetra
Les authorités Rwandaises et Congolaises sur le tarmac de l’aéroport Maya Maya
Samedi 5 mars 2011, une date à marquer d’une pierre blanche dans les carnets de voyage de la compagnie aérienne RwandAir. De Kigali à Brazzaville en survolant Goma, c’est en compagnie de ServiceMag que les passagers du vol WB 213 passent 2 heures et 20 minutes en direction de Brazzaville. A bord, les discussions fusent autour des nouvelles opportunités commerciales entre hommes d’affaires, agents de voyage et de nombreux invités. Car au-delà de l’ouverture de l’espace aérien, c’est une conquête de l’Afrique qu’entame RwandAir. Etre une référence dans le transport aérien et faire de Kigali l’escale vers le monde, ce sont les défis à long terme de la compagnie. Une intégration dans la région en douceur et une manière d’être aussi à la portée de la République Démocratique du Congo. Après Brazzaville, d’autres destinations sont déjà au programme, vers l’Afrique Centrale comme vers l’Ouest. Des ouvertures qui permettront aux voyageurs de faire un gain considérable. En effet, au lieu de près de 10 heures de vol (en comptant le transit à Nairobi), le trajet Kigali-Brazza se réduit à 2h 30! Une aubaine à saisir. Une aubaine aussi économique car le Congo et le Rwanda entendent fructifier leurs échanges
commerciaux grâce à cette nouvelle ligne ouverte 3 fois par semaine. Mais l’heure n’est pas au calcul pour le moment mais à l’extase du dessert. Une forêt noire savoureuse qui égaie les papilles. Rien de tel pour entamer la descente vers l’aéroport Maya-Maya de Brazzaville.
Ambiance congolaise et danse traditionnelle rwandaise. Il est 14 heures lorsque le tonnerre d’applaudissements retentit dans le 737-500. Un atterrissage parfait et une liesse générale. Et comme pour tout vol inaugural, l’avion frappé des couleurs du Rwanda effectue son entrée sous le traditionnel jet d’eau. L’expression “arrosage” prend, ici, tout son sens. “J’ai l’impression d’avoir 12 ans” s’exclame une dame toute excitée en attendant l’ouverture des portes. « Bienvenue à Congo-Brazza! » semble dire la chaleur à la descente de l’avion. Au sol, les autorités congolaises accueillent ceux du Rwanda. Quelques incompréhensions dues à la langue et après des fous rires. Dans le rang des officiels, l’ambiance est tout aussi conviviale. Le discours en parfait lingala du Ministre des
infrastructures rwandais, Vincent Karega, saupoudré de quelques blagues fait effet dans l’assistance. Et comme le dira son homologue congolais Thierry Mungalla, “Si on ne mettait pas le titre lors de la retransmission, on croirait que c’est un ministre congolais qui parle.” Rire et applaudissements. Preuve d’une intégration sous régionale bien réussie. Mais une cérémonie n’en serait pas une sans la danse traditionnelle rwandaise. Car pour cette première, RwandAir a tout prévu: projection vidéo sur la destination Rwanda, bannières de promotion de toutes les destinations desservies par la compagnie, danse et musique typiques du Rwanda. Les congolais sont ravis et conquis! “L’arrivée de RwandAir est vraiment une bonne chose pour nous. Surtout que beaucoup de congolais sont attirés par les destinations asiatiques et surtout Dubaï. Avant pour y aller, on passait toujours par Addis Abeba, mais si cela revient moins cher et avec moins de temps, les gens préfèreront sans aucun doute passer par Kigali” explique un directeur de Congo Handling. “Moi, je veux surtout faire des affaires. Le Rwanda est une opportunité à saisir” répond ce chef d’entreprise taquin. Le Président de la Chambre de Commerce, coiffé de son chapeau et ses grandes lunettes de soleil, évoque quant à lui les opportunités du Congo, entre deux blagues. Pour ceux qui doutaient encore, on est bien à Brazza! Avant de se quitter, “Nous vous souhaitons un bon séjour et merci d’avoir choisi RwandAir!” TSM diana@theservicemag.com
The SERVICEMAG March - May 2011| 49
AHO TWAGEZE
Nahitamo kuguma ndwariye imuhira aho kujya ku bitaro bimwe na bimwe! Byanditswe na Nax Rukatsi
N
akunze kumva ibyerekeye ibibi bibera ku bitaro bimwe na bimwe ariko nahoze ntekereza ko abantu baba bahwihwisa ibirenze urugero. Ndavuga nkomeje, bimwe na bimwe mu bijyanye no kubaho, abantu bamwe bagomba kuba nta mutima bagira… kugeza ubwo njye ubwanjye byambayeho ku buryo nari niteguye kujya ku ruhande rw’ abanga ibitaro. Kuva icyo gihe, inshuti yanjye yambwiye ibyo yanyuzemo ubwo yari aherekeje nyirasenge ku bitaro ubwo yari atwite. Yari ababaye ari hafi kubyara ariko ububabare bwari burenze. Ariko uko yitaweho n’abaforomo bamwe na bamwe byari bibabaje. Abaforomo bamwe bageze aho bamubwira ngo naceceke, ubwo yatabazaga kubw’ububabare, bavuga ngo si we wa mbere ugiye kubyara ko yakagombye kwikomeza. Byatwaye umwanya munini
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kugira ngo hagira umuntu uza kumuha ubufasha. Njya numva ababyeyi benshi babura ubuzima bwabo muri ubu buryo. Aha, umwaka ushize cyari igihe cyanjye cyo guhura n’ibyo byose kwa muganga. Muri Mutarama nararwaye pe, nirukira ku bitaro bya Kibagabaga nijoro. Mu cyumba cy’indembe kucyitegereza byo byonyine byagatumye umuntu arwara. Aho hose hari akavuyo, ibitanda byuzuye umwanda nta mashuka ari kucyo nagombaga kuryamaho. Iyo mba ntafite umuriro mwinshi, ntashobora kuvuga, mba narahise nsaba kuhavanwa vuba na bwangu…. Mu gihe najyanywe mu cyumba cyihariye, nahasanze igitanda cyavunitse nta n’ishuka iriho...noneho! Kandi byari nijoro cyane ku buryo nta buryo bwo kugira uwo wabaza ngo akuzanire amashuka avuye imuhira. Namaze ijoro ryose kuri iyo matera iriho uruhu kuri icyo gitanda gicuritse. Kandi ubwo mu cyumweru cyose sinashoboraga kubona umuntu wo kumpindurira icyo gitanda, kitafashaga umuntu urwaye. Ariko ugereranije n’ubufasha nabonaga, igitanda cyari akabazo gato. Abaforomo bari bafite umushiha kandi bakakaye. Ubwo umurwaza wanjye yabahamagaraga, byatwaraga igihe kugira ngo baze barebe ikibazo icyo aricyo; cyangwa bagasubizanya umunabi bavuga ko twakagombye kwibonera imiti twe ubwacu. Ubwo binjiraga bakambaza ibibazo bimwe na bimwe, kuba ntavuga ikinyarwanda neza, byo byonyine byari impamvu
yo gutangira kumvuga bavuga ko ndi ikiburaburyo. Nariryamiraga, nkumva nta bufasha ubundi nkarira. Ikindi ni uko bamvuraga Malariya kandi barasanze ntayo mfite nyuma yo kumpima. Murumuna wanjye yahoraga ababaza ko bampima ibindi nka tifoyide ariko bamubwiye ko mfite ibimenyetso byose bya malariya kandi ko bazi akazi bakora. Gutyo, umunsi k’uwundi, ibinini bya kinine ku bindi, nagendaga mpfa amatwi aho koroherwa. Byageze n’aho ntajya mbumva kubera umunabi wabo. Ubwo rero byagera ku bashinzwe isuku ntibari beza na gato. Byasabaga ko tujya kubashaka ngo baze gukora isuku. Badusubizaga ibisubizo nka “twari muri rwinshi” cyangwa “twari dufite ibindi byiza byo gukora” cyangwa “iki ni igihe cy’uko mutangira kwiga kubyikorera”. Byarangiye twivanira amashuka imuhira kuko ayandi yose yari yanduye. Ikibabaje kurusha ibindi ni ukubona uwo nise” Uwishyuza’! Ni byo, nahasanze umuntu umwe ubishinzwe muri ibi bitaro. Uwo mugore yazaga akomanga ku rugi, asaba ko twishyura. Yabaga asakuriza hanze, avuga ko yadusohora hanze. Icyumweru cy’umuruho kirangiye, ntacyo nahindutseho, nasabye ko nasezererwa. Natekerezaga ko byaba byiza mfiriye imuhira mu bantu bafite urukundo aho kuguma aho hantu hateye ubwoba hagombaga kumpitana byanze bikunze. Naratashye mu minsi ibiri gusa nahise njya mu bindi bitaro aho bansuzumye bagasanga mfite tifoyide n’ubundi burwayi Sinzibagirwa ibyo nanyuzemo, ndetse no gutekereza iby’ibyo bitaro bituma nongera nkagwa mu gahinda kugeza mvuyemo umwuka. Ariko ndashaka kwibariza abaganga, ni iki kibatera kwita ku barwayi n’umunabi no gukakara. Ese biterwa n’uko baba batakaje umuhamagaro wabo cyangwa ni amaganya n’ibibazo baba bavanye imuhira. Abarwayi ni abantu bakeneye ubufasha, uburyo mubavugisha bufite icyo byongera mu gukira kwabo. TSM narukatsi@yahoo.fr
WHERE WE HAVE BEEN
PHOTO: Malik Shaffy
Les toilettes peu sanitaires du Laico Hôtel
Service sympathique égale fidélité Par Diana Ramarohetra Si il y a un endroit que j’apprécie ici à Kigali, c’est bien le cyber link de UTC. Certes, la connexion connaît parfois des problèmes, comme partout ailleurs, mais le service est toujours sympathique. Serviables et souriants, les garçons s’arrangent toujours pour répondre aux demandes ou aux plaintes des clients. Et même si un client s’énerve ou ne connaît pas grand-chose à l’informatique, ils n’ont jamais perdu leur calme et essayent autant que possible de rester cordiales. Et ils ne prennent jamais un air hautain, ce qui est assez rare. Pour ma part, je n’ai jamais eu à me plaindre. Bien au contraire! Pas besoin de revendication, lorsque la connexion est exécrable, ils me préviennent d’avance. Si j’oublie un objet, ils n’hésitent pas à m’appeler pour m’en informer. Au fil des mois, je suis restée fidèle à leur cyber. J’en ai essayé d’autres mais aucun n’a la même amabilité. Je leur fais confiance et je n’hésite pas à les conseiller à des amis. Distribué sur place, The ServiceMag y connait aussi un vif succès. Les garçons me transmettent les commentaires des lecteurs. En somme, un climat de convivialité et fidélité ont fini par s’instaurer.
Cela fait des années que je fréquente le Laico et je voudrais attirer l’attention des responsables sur un fait inadmissible pour un hôtel de cette envergure: les toilettes! Celles de la terrasse sont dans un tel état. Et même si elles sont publiques, cela n’est guère une excuse. Les chasses d’eau coulent tout le temps. Par terre, un amas de papier hygiénique barbotant dans une flaque d’eau. A chaque fois que je vais manger au restaurant, j’ai la hantise de me rendre aux toilettes pour me laver les mains, de peur d’attraper d’autres microbes sur la poignée de la porte. Après la rénovation des ascenseurs, il est grand temps aussi de nettoyer comme il se doit cet espace sanitaire et de faire un effort pour redonner un coup de neuf à ses toilettes. info@theservicemag.com
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The SERVICEMAG March - May 2011| 51
WHERE WE HAVE BEEN PHOTO: Flickr.com
THE POLICE SHOULD HAVE A HOTLINE FOR BOTH ENGLISH & FRENCH SPEAKERS It’s Friday afternoon and I am happy the week is over. I drive to my husband’s office to pick him up. As soon as I arrive, he looks at the car and frowns. I get out of the car and walk backwards to see what he is looking at. I see a dent on the right corner of the back bumper. I trace my movements backwards through the day and realise that the only place where this could have happened is at MTN Centre where I was earlier in the day. Since we have an insurance policy, all we need to do is draw up a police report and present it to our insurance. I head back to MTN centre to discuss with the security guards in the hope of finding a witness to the accident. A kind bystander offers to translate and I am informed that a cleaner saw a car hit my car under heavy rain. We now have proof that it (the accident) happened at MTN centre, so I resolve to find a police officer to report my issue. We drive back to the traffic lights beside the Rwanda Development Board (RDB) to find a traffic policeman with whom we had difficulty communicating in English or French. His colleague, however, is able to inform us that it is necessary to have the license plate of the vehicle that caused the damage for them to start an investigation. Unsatisfied with this information (I only need a police report; not to catch
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the person who hit my car), we head to a police station in Kimihurura. We are greeted by a policeman who speaks French, but told we are in the wrong place and should go to Remera Police Station. Once at the Remera Police department, an officer advised us to make our claim at the traffic police office in town. I was very frustrated but resilient enough to obtain the service that I need. Downtown, no one seemed to be in the office except for two guards at the entrance. One of the guards made a call; he handed me the phone and I felt relieved to speak to someone who would possibly find a solution to our problem. He arrived there within 10 minutes. He was very helpful and polite. He explained to me the entire procedure on how to proceed with my claim. I was satisfied with the policeman’s assistance even though I had spent about 3 hours running around town from one police station to another. I do understand that there can be misunderstandings when people do not speak the same language; but it would be easier, in this particular case, if public institutions established a hotline in both English and French to provide nonRwandans with key information whenever such circumstances occur. TSM info@theservicemag.com
QUOTES
“This may seem simple, but you need to give customers what they want, not what you think they want. And, if you do this, people will keep coming back.” — John Ilhan Founder Crazy John’s mobiles Australia (richest young Australian 2005)
“We see our customers as invited guests to a party, and we are the hosts. It’s our job every day to make every important aspect of the customer experience a little bit better.” — Jeff Bezos Founder, Amazon.com
CITATION
“Ne vous plaignez jamais d’un client difficile car il est la cause de vos progres. Traitez les autres mieux encore; ils seront les raisons de vos benefices.” — Auguste Leboeuf
WHERE WE HAVE BEEN
Fiona does it best! By Jean-Claude Nkulikiyimfura
J
uly 2008 I am lounging on a warm Sunday afternoon in my front yard with JP, a close friend of mine. The breeze is cool under a sunny, delightful blue sky. I love the scent of the freshly cut soft and green lawn across the fence. The scenery is priceless and gives me the illusion of lying on a handwoven Persian carpet. The moment is cherished; I sense our innate closeness and belonging to this natural world that nurtures bodies and souls. The silent moment of total disconnect to the outside world is rudely broken by a loud Nokia tune. It is my phone ringing. I reluctantly answer one of those ‘unknown numbers’ that many of us hate replying to. Five minutes later, I hang up the phone with a smile. I have just been offered the consultancy deal I’ve been waiting for for months! Needless to say, I’m delighted! However, there’s a catch. I have to be in Nairobi the next day for an 8am business meeting. It’s Sunday, and banks are closed. So are the travel agencies! My heart has barely skipped a beat when JP tells me he has a solution. “Fiona can fix that”, he says. I stop for a second to question his sanity and in quiet disbelief, wait to hear more about Fiona and her magic bullets. JP immediately dials Fiona’s number while telling me that she works at ITA, a local travel agency he has used for years. I have never heard of ITA but to my surprise, she answers the call (on a Sunday afternoon!). I listen to JP as he explains the situation to her. A roundtrip ticket to Nairobi is urgently needed for a friend. About 5 minutes into the conversation with Fiona, directions are being given for the taxi that will bring my
airline ticket home. I stood puzzled as he said “done deal!” Less than two hours later, a taxi driver shows up at my house with a sealed envelope branded ITA. Inside is my ticket and a complimentary card from ITA wishing me a safe journey and inviting me to come to their office at UTC to settle my bill upon my return from my trip. This happened almost three years ago. To this day, I have used ITA for about a dozen trips. The service I have received has been impeccable in many respects. I will only mention two. First, they treat you like you are their only customer. Then they strive to identify, in due time, the most cost-effective package suitable for your travels. I have often shared my experience with ITA with friends who travel. I thought I was exceptional, but each of them has told me of a similar experience with Fiona’s colleagues. A relative who lives thousands of kilometers away from Rwanda still uses ITA for his personal travels. ITA has a distinctive attribute; the company has an exceptional ability to create interpersonal relationships whereby professionalism and solidarity are ingrained in their core values. Each client has a unique experience. Nadou and Tony together with Fiona, Priscilla, Rosine, Floride and Silas go out of their way to ensure unparalleled customer satisfaction. For me, Fiona does it best! This account justifies the reason I gave ITA a 10 / 10 on my score card. What will you give them? TSM
Ngaragaze ibyiza nakorewe na Joy ukorera mu Murenge wa Kacyiru n’abayobozi bo mu Mudugudu ntuyemo Byanditswe na Sandra Idossou Mu rwego rwo kwishyura umusoro w’ipatanti ya sosiyete yanjye no kugira ngo mpindure icyicaro cyayo gikuru, negereye ubuyobozi bw’Umurenge wa Kacyiru kugira ngo mbasabe amakuru. Kubera ikibazo cy’ururimi, naherekejwe n’uwo mbera mu nzu ye kugira ngo ansobanurire. Ku bw’amahirwe nahasanze Joy ufite umuco wo kwakira abantu vuba na bwangu kandi akaba akorana ubuhanga butangaje. Mu cyongereza cyiza yampaye amakuru yose ashoboka ansaba kujya gushaka icyongambwa cyo gutura ku mukuru w’umudugudu. Jye n’uwo mbera mu nzu twerekeje ku mudugudu. ( Imana ishimwe ko uwo mubyeyi Anyesi yumva neza akamaro ko kwita ku bakiriya bamubera mu nzu). Tugeze ku mudugudu_ uyoborwa na komite y’abantu 5 b’abakorerabushake batorwa mu gihe cy’imyaka 5 umwe muri bo yavugaga igifaransa. Yafashe igihe ansobanurira ibyo bashinzwe. Natashye nishimye kubera serivise bampaye. Nizeye ko Joy ukorera mu karere ka Gasabo na ya komite y’abantu 5 ku mudugudu baha serivisi nziza abakiriya babo buri munsi uko babagannye. TSM
jclaude@theservicemag.com sidossou@theservicemag.com
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ET AILLEURS
Week end au Rythme Effréné de Kampala Par Diana Ramarohetra
Les
fêtes de fin d’année sont toujours l’occasion rêvée de s’évader un peu du quotidien. Avec un budget assez serré et ne disposant pas de trop de temps, la destination de Kampala s’avéra comme une évidence. Dès mon arrivée, le dépaysement est total. Embouteillages, bruits incessants, motos-taxis intrépides … On est bien loin du calme et de la discipline rwandaise. Finalement, était-ce vraiment le bon choix ? Qu’importe, l’heure est à la découverte. Pause déjeuner de 30 minutes Et qui dit découverte, dit gastronomie. Je demande au hasard à des passants, ravis de m’aider, qui m’indiquent le Garden City. Quelques minutes plus tard, me voici assise sur une grande terrasse bondée de monde. Autour de moi, huit restaurants et un bataillon de serveurs et serveuses, prêts à faire tout leur possible pour me contenter. “De la cuisine chinoise? Nous sommes les meilleurs”, “La cuisine cubaine chez nous!”(ndrl: en anglais, bien
entendu)
En tee-shirt frappé du nom du restaurant qu’ils représentent ou en tenue spécial, ils courent à droite et à gauche, zig-zaguant entre les tables, attrapant un verre par ci, prenant une commande
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par-là, nettoyant une table à la vitesse de l’éclair. Homme ou femme, ici, la concurrence est rude et les serveurs n’ont guère l’intention de laisser un seul client leur échapper. Et apparemment, c’est la mission de cette serveuse debout à côté de moi, sourire aux lèvres. “Je vais vous laisser un peu de temps pour choisir mais en attendant, voulez-vous quelque chose à boire? Nous avons des sodas et du jus(orange, mangue, pomme, cocktail)? -1 Coca, merci! (ndrl: traduction libre) Tout cela en même pas une minute chrono! Sans m’en rendre compte, je me retrouve avec 8 cartes différentes, avec chacune des réductions sur certains plats. Rapidement, un serveur me vient en aide pour expliquer ses plats, mais uniquement les siens ! Les autres n’ont qu’à se débrouiller. Mon coca en main, la serveuse me conseille directement un plat, le sien! Cette fois, je suis perdue devant autant de choix et ma gourmandise s’accentue. Finalement, je me décide. Et après quelques minutes, mon plat arrive. Assez simple, classique dans le goût mais … rapide. Car de la commande à la digestion, j’en ai eu pour 30 minutes. Et en prime, le grand
sourire de la serveuse qui a mérité un bon pourboire. Vive les réductions Le ventre bien rempli, je continue ma découverte dans les rues de Kampala. Et là … je m’arrête. Non, je ne rêve pas ! Personne ne me regarde, ne me dévisage ... Le bonheur total ! Légère, le sourire aux lèvres, je déambule dans les centres commerciaux, les magasins, des offres de Noël partout, parfois même des jeux. Comme dans ce magasin de Mr Price où une fois à la caisse, on éclate un ballon pour découvrir à l’intérieur le montant de la réduction. Trop marrant! Moi qui cherchais l’évasion et le dépaysement, la capitale ougandaise m’en a mis plein les yeux. Mais malgré tout, c’est avec plaisir que je retrouve la quiétude de Kigali. TSM diana@theservicemag.com
Vous aussi, faites nous part de vos expériences de services ailleurs… écrivez à etailleurs@theservicemag. com. Cette section peut être an Anglais, Français ou en Kinyarwanda.
AT YOUR SERVICE
meet...
Ronald Kajubi airline. He acknowledges that this is a straightforward job with very clear guidelines. He also points out that being a good listener, with a constant desire to help are what makes his personality perfectly suited to his job. Security and safety measures including document verification are usually questioned by passengers. One has to remain cool, composed and approachable while reassuring passengers who sometimes think that the agent on the counter is acting in a discriminatory manner. “Missing luggage is a real challenge to deal with. In most cases, clients are very upset and doubtful of the quality of service offered to them. Restoring missing luggage to the owners in the shortest possible time is always utterly motivating” says Roland when asked about the challenges he meets. Roland begins his day by scheduling his activities by order of priority. “On flight days, for example, I spend the afternoon planning how best I can carry out my flight handling processes. On my days off, I go and sharpen the saw once in a while”. There are probably many young people who would love to be in his shoes. Roland’s advice to them is to “be focused
Share your story with our readers in ‘At Your Service. Write to us on editor@theservicemag.com and tell us how you chose your career, developed it and what you enjoy most about it and also the challenges you face at work.
...it is important to be ambitious and open to new opportunities. and composed”. He also says that it is important to be ambitious and open to new opportunities. He concludes by adding that “through hard work and determination, it is possible for one to advance from one job to another”. TSM
PHOTO: Malik Shaffy
R
onald Kajubi is the Air France KLM station manager at Kigali International Airport. He is in charge of the entire flight handling process. Having started on the job five years ago, Ronald worked his way up, moving through several echelons of hierarchy in Entebbe, Uganda, before finally moving to Rwanda in October 2010 when Air France KLM launched its operations here. Family members often constitute early role models for children, and Ronald was initially inspired by his uncle who was an aircraft engineer. He grew up with his uncle, near Entebbe Airport, and developed a passion for the airline industry that later evolved into an ambition. As the saying goes, “opportunity favors a prepared man”. When Ronald was offered the position of load controller with the ground handler Entebbe Handling Services (ENHAS), he promptly seized the opportunity. Ronald built on his skills and went on to become a senior licensed load controller in charge of weight and balance of different kinds of aircraft. This was his stepping stone to joining Air France KLM. Being an airport manager can be quite challenging but Roland has reason to be motivated, working with Air France KLM which is a distinguished
PICTORIAL
RDB Awards, un palmarès distingué Le monde de l’entreprenariat et du monde des affaires réunis pour une cérémonie, et pas des moindres, celle de la RDB Awards. Une soirée sobre avec du jazz comme fond musical. Mais surtout une occasion de récompenser les meilleurs sociétés et investisseurs de l’année 2010. Un palmarès distingué signe de la bonne santé de l’investissement dans le pays. Parmi eux, Thousand Hills Expeditions, Axius ou encore BPR élu Investisseur de l’année. The ServiceMag vous présente à tous ses félicitations!
Pluie de cadeaux pour Service Night 4 Dernier cocktail de l’année 2010, c’est avec une tombola exceptionnelle (35 prix dont 7 billets d’avion) que The Service Mag accueillit ses invités au Mille Collines Hôtel. Pluie de cadeaux et convivialité colorées à l’image du magazine. Un grand merci à tous nos généreux donateurs.
PICTORIAL
Organisation Internationale de la Francophonie
Diana Ramarohetra récompensée Alors que Service Night 4 battait son plein, de l’autre côté de l’hémisphère sa directrice de rédaction Diana Ramarohetra recevait un prix au siège de l’Organisation Internationale de la Francophonie en France. Son article fut sélectionné lors du Concours Epistolaire de la « Déclaration de Bamako, vue et vécue par les jeunes francophones » qui vit la participation des jeunes de tout le continent africain.
Corporate Nights
A Chacun son Événement Les sociétés se suivent mais ne se ressemblent. Couleur orange commune, objectifs communs pour Cogebanque et Rwandatel. Ces derniers mettent à l’honneur leurs clients. Des événements toujours très suivis et appréciés dans la capitale. Sans oublier la petite pose pour nos lecteurs!
Vous aussi faites partie de notre prochain “Pictorial”. Faites-nous part de vos nouveautés sur: diana@theservicemag.com
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CARTOON
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