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Issue 2: June - August 2010

SERVICEMAG THE

MARY BAINE

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!”

TIPS FOR THE MANAGER:

How to ensure your business delivers exceptional service

L’ENVERS DU SERVICE Le quotidien d’un employé

UBURYO 10

Budansanzwe mu guha umukiriya servisi nziza

PLUS

Our readers tell where they hav e bee and how they w n ere treated

FREE COPY

Gira Ubupfura

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Publisher’s Note

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Welcome to the second issue of the Service Mag, your magazine. It’s been over three months now since the first edition was launched. The launching ceremony was a colourful gathering that brought together people from different sectors of the service industry. Thanks again to the fifteen companies that sponsored it. We thank you all for your generous comments and suggestions. They have helped us make this issue even better than the first.

Who says good service delivery is the sole responsibility of the private sector? Service delivery is an issue of national concern and every sector of the economy is doing its best. In this issue we have interviewed Mary Baine, Rwanda Revenue Authority’s Commissioner General. She shares RRA’s experience in improving customer service and advises customers and managers to keep at it. For her, excellent customer service in Rwanda is only a matter of time if this effort is maintained.

Amin Gafaranga, the Rwanda Development Board (RDB)s Branding Manager tells us what has been put in place in the public service. So yes; if you are working in a public institution, this issue is for you.

Financial institutions have been criticized a lot for long queues; dysfunctional ATM machines; unprofessionalism of the staff etc… But what needs to be said is also the effort that this sector is putting in to change this. Governor François Kanimba of the Central Bank of Rwanda shares his opinion on the importance of customer service in the financial institutions of Rwanda.

And your usual column “Have your say” plus ‘Where we have been…how we were treated” where many customers share their experiences and express their feelings and perceptions about what is important for service delivery. The new thing is that we have decided to give the names of these places customers have been to. In case you see the name of your company cited either positively or negatively, do not take this personal. The only reason is to create awareness and sensitize. We hereby invite you all to contribute to these columns.

Service delivery in Rwanda can only change if we all put in an effort to adopt positive daily attitudes. Read the two articles on the need of change. Change is a long process. Change will need a lot of education and sensitization from all of us. After reading this magazine, do not add it to the pile of reading materials on your desk.

Please share it with people around you. They are either service providers or simply customers. And the change we are talking about needs the implication of both the customer and the service provider. Remember “Knowledge is Power”

Published By Shei & Enz Consulting P.O.Box 3425 Kigali Rwanda www.sheiconsulting.com The opinions expressed in The ServiceMag and The ServiceMag Online do not necessarily reflect those of the editor, publishers or their agents.

Even though getting sponsors for this edition has again been a real challenge, we would like to thank sincerely all those who made this edition possible; on your behalf the 15 sponsors and 16 contributors.

Enjoy the reading.

Sandra Idossou Publisher

What’s where?

Publisher Sandra Idossou sidossou@theservicemag.com Design & Layout Julius Kwame Phone +250 722 111 222 kwame.freelancedesign@gmail.com Editor English Aryantungyisa Otiti aryantu@yahoo.com Editor French Diana Ramarohetra rhd_communication@yahoo.com Kinyarwanda Translator Gaspard Habarurema gaspardhabarurema@gmail.com Contributors Governor Francois Kanimba, Linda Pophal ,Bea Umwiza, Denise Umunyana, Efua Hagen, Eva Gakara, Hubert Rutage Ruzibiza, Ipar, Juliet Mbabazi, Kofi Hagan, Lena Militisi, Ezechiel Ouedraogo, Chantal da Silveira, Françoise Mukashyaka & Saul Butera

Sponsors

Diamond Rwanda Development Board, Rwanda Revenue Authority, Cogebanque Gold Rwandair, Kenya Airways, Kobil, Electrogaz, ATC Rwanda, Akagera Paints, Rwanda Civil Aviation Authority, PSI, Bralirwa, Shei & Enz Consulting Silver Fina Bank, Engen Photography Adam Scotti adamscotti@gmail.com Articles and contributions are welcome. If you would like to share your positive or negative customer service experience for our readers to learn from, or a tip that has helped you to serve your customers better please send it to editor@theservicemag.com www.theservicemag.com

FEATURES

Issue 2 June-August 2010

10 Things For Effective Customer Service Training 06 Give It Time! Interview With Mary Baine (Cover Interview) 08 The Value Of Coaching 14 Why Your Attitude Matters 15 Successful Company Interiors 16 Service Delivery Within Financial Institutions 18 Kigali international airport Achieving Customer Service Excellence 22

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Customer Service: Root Causes Versus Symptoms 24

INTERVIEWS/PROFILES

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Service In The Public Sector (interview with Amin Gafaranga} 26

READER INTERACTION

Uko bafata igihe mu Rwanda no muri Afurika”? 31 Courtesy Of Returning Calls! 33 Queuing, touching and shaking hands!

Learning a new culture! 34

NEWS

Qu’est-ce qui tue votre image? 36 Bralirwa Spearheads Professional Careers For Fresh Graduates 37

HAVE YOUR SAY

Where We Have Been & How We Were Treated! 38

40

Abakiriya na bo bashobora kugira uruhare mu itangwa rya serivisi mbi 42 Improving Employee Attitude 44 Vous Avez Dit Gestion De Plainte 47 Le Quotidien D’un Employé 48 Uburyo 10 Budasanzwe Mu Guha Umukiriya Serivisi Nziza 50

PICTORIAL 51 CARTOON 54

Macali: Mbega serivisi!

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YourMail

C O U R R I E R S D E S L E C T E U R S , U R U B U G A R W ’A B A S O M Y I I saw your magazine the first time at the Bourbon coffee at UTC. At first, I thought I had to pay for it. But the waiter told me it was free. Then I rapidly glanced through it and I loved everything I read.

Keep it up. And please make it more accessible. - Victor from Sweden Mfite inyota yo kongera gusoma nimero ya kabiri y’iki gitabo cyanyu. Inyandiko mwanditsemo ziracukumbuye kandi zitanga ubutumwa buduhugura.

Twifuzaga ko mwashaka ahantu mu mujyi umuntu yashakira iki gitabo cyanyu. - James Uwuneza Quand un agent est entré dans ma petite quincaillerie à Butare pour me remettre votre magazine, j’ai été d’abord réticent parce que je m’attendais à ce qu’il me fasse payer. Mais quand il m’a expliqué que c’est gratuit parce que ça été sponsorisé par les entreprises locales, j’ai été très touché. Je voudrais donc par le biais de votre magazine remercier, au nom de tous vos lecteurs, vos 15 sponsors. Merci de participer à l’éducation de toute la population Jacques Kayitessi

Congrats to the service mag team. Keep it up. The quality of the print is great.

Magda

in the cartoon. Can you please put more articles concerning service at health sectors? - Victoire

At the beginning; I didn’t know where to get a copy of your magazine so I went on internet and just googled. I was impressed by the interactive website.

When I finally got the hard copy; I noticed that all the content was also on your website. Can you please communicate more on your website. I’m sure that are many people who could learn lots from it.

I learnt 3 things from the Serena MD’s interview. “recruiting people with the right attitude, giving them good training, and strict supervision”

Je suis réceptionniste dans un ministère de la place. Pourriez vous, s’il vous plaît, distribuer votre magazine à tous les fonctionnaires ? Ils offrent souvent un mauvais service parce que personne n’a pris le temps de leur expliquer ce qu’ils doivent faire. Merci pour votre contribution dans la sensibilisation du personnel travaillant dans le secteur privé et public.

I loved the cartoon in Kinyarwanda especially concerning the service at the hospital. I am a nurse and found myself

Nitwa Cynthia nkora muri cyber café iri Nyabugogo. Mushobora kujya mushyira inyandiko nyinshi mu Kinyarwanda?

Ndabona ibyanditsemo ari byiza, ntegerezanyije ubwuzu indi nimero izasohoka. Murakoze mugire akazi keza.

Write to us e-Mail letters@theservicemag.com www.theservicemag.com Connect with us on

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Things for Effective Customer Service Training

It may come as a surprise to learn that the most important people are your employees. Customers come second.

Without qualified and well-trained employees committed to strong customer service all of your efforts to please customers will be fruitless.

Customer service training has become a popular way for service organizations to provide employees with the information they need to meet customer needs.

It should not, however, be considered a one-time or annual event. Customer service training is an ongoing process that needs to be incorporated into the organization’s culture and way of doing business.

Good customer service training will be based on the needs of your organization as well as the skill level of your employees. Following are some key elements in ensuring that your customer service training efforts get results.

1) Start with the end in mind.

What do you want to accomplish with your customer service training efforts?

Your answer will be unique to your

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By Linda Pophal

business, the product or service you provide and the type of customer you serve. For example, if you run a dry cleaning business, your expectation may be that customers are greeted promptly when they come into your store, that clothing is cleaned to their specifications and that any problems or issues are resolved according to prescribed policies/practices that have been clearly communicated to customers.

If you run a consulting business your customer service expectations may include lengthy interactions with clients to clearly determine their needs, identified check-points throughout the consulting process, etc. Regardless of the specifics, you need to have a clear idea of the end results you’re looking for.

Then you can use these results to help direct the focus of your customer service training efforts.

2) Define success.

Employees need to have clear expectations; they want to succeed, but they need to know what success “looks like” and how you will be judging their efforts. Based on the objectives

you identified, quantify as best you can measures of customer service success.

Provide these measures to employees as the goals they will be charged with obtaining.

3) Communicate your expectations.

Be specific. Don’t assume that employees know what you expect in terms of service. Be specific and make sure you “catch them early.” A new employee’s orientation is the time to let them know what your service expectations are.

4) Provide the tools that employees need to serve your customers.

Employees need tools, and need to know how to use those tools, to serve customers effectively. For example, if employees don’t have access to e-mail they may be hampered in communicating effectively with their customers. Or, if a graphic designer doesn’t have the latest software and appropriate hardware, he or she may not be able to provide high quality or timely turnaround to clients.

A cell phone may be a critical tool for a sales person who is frequently away from his or her desk.

5) Let employees know their limits.

Your employees need to know your policies and practices with regard to satisfying customers and responding to complaints. The more flexibility you’re able to offer and the more clearly you communicate these guidelines, the better able employees will be to meet customer needs. Customers benefit, too, when employees are able to resolve situations “on the spot” instead of having to “talk to my manager.”

6) Gather Common Situations and Scenarios To Use As Examples.

Your customer service training should be “real.” Examples gathered from the real life experience if your employees can help to highlight bad/good/better/ best examples of working with clients and customers. Involve employees in providing training. Enlist the aid of your most service-successful employees in training and coaching others.

7) Role play common challenging situations.

Provide employees with an opportunity to “practice” their responses then, when a “real situation” occurs they will have a higher comfort level about their ability to respond effectively.

Your staff will watch not only how you interact with customers, but what you say about your customers.

8) Encourage employees to talk to their “worst nightmare” customers.

Customers who are most demanding, complain the loudest or who are hardest to please can be a rich source of information in your customer service improvement efforts. After all, if you can please these “tough customers” you should be able to consistently delight your average customers.

Behind the complaints and the demands you’ll often find very valid points and issues that you can use to improve service. Resist the urge to “ignore” the

tough customers; consider them your best resource for good information on service improvement.

9) Share failures - celebrate successes.

Don’t just focus on successes. Don’t just point out failures. You need a good balance of both failure and success stories to build a strong service culture.

Staff can learn from their own failures as well as the failures of others. Treat each failure not as an opportunity to “punish” staff, but as an opportunity to learn. Why did the failure occur? What could be done differently next time to avoid such a failure? What lessons might other staff learn to avoid these issues?

Similarly, take time to celebrate your successes and to share these success examples with all employees. Sometimes the best “customer service training” for staff can be a good debriefing of either a positive or negative customer situation.

These debriefings can also be good opportunities for role playing.

10) The Most Effective Training? The Example You Set. Your staff will watch not only how you interact with customers, but what you say about your customers.

If your attitude toward customers is disparaging, this sends a very strong, negative, message to employees. Make sure you’re being a strong role model both in word and deed.

Compiled by the CEO of Strategic Communications, a marketing and communication consultancy firm.

Quote “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

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GIVE IT TIME! I N T E R V IE W W IT H MA R Y BAINE

By A.K. Otiti

When it comes to achieving good customer service in Rwanda, Mary Baine, Commissioner General (CG), Rwanda Revenue Authority (RRA) says KEEP UP THE EFFORT! “It may not take a day, it might not even take a year but if we keep at it, we will get there.”

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Mary Baine has worked for the Rwanda Revenue Authority for about 19 years, the last four of which she has served as Commissioner General. She enjoys the fact that her job gives her the opportunity to meet many people and be able to resolve problems both at national and at the level of individual businesses.

Such a position requires a certain caliber of personality. It is little wonder then that Ms. Baine is a hardworking woman who values integrity and selflessness above all.

As Head of RRA, her main duties include overseeing the core functions of the institution which include collecting government revenue and accounting for it; articulating policies that facilitate trade and advising government on taxation policies.

Rwanda Revenue Authority employs close to 1,000 people. It is also the Commissioner General’s responsibility to oversee the staff and handle issues to do with staff development and capacity development; to ensure that staff members are well equipped to manage their day to day roles.

As Commissioner General, Ms. Baine feels privileged to be one of those contributing to weaning Rwanda from foreign aid. “As a tax administration we have grown from a time when we were collecting only 15% of our revenue to last year when we were able to collect 52% of the revenues that go into financing our national budget” she says. “My dream is for us to go up to 100% and whether I am here or not I will feel very proud to have been part of that history.”

Although many may not regard Rwanda Revenue Authority as a service organization, the Commissioner General says she sees RRA primarily as a service provider. “People do not consider taxation as a service and they often see us as taking away from them rather than serving them,” Mary Baine says, “however, we are providing a service because we are helping members of society meet their obligations.”

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She explains that there is a social contract between the state and the citizens, which contract stipulates that the tax payer meets their obligation by paying taxes and the state puts those taxes to use by directing them into different development projects. Since the tax administration facilitates this contract, it is providing a service to the state and its citizens.

With such a huge staff, how easy is it to ensure that each of them is doing their part and offering good customer service? Not easy, the CG admits, but the Authority has put in place some measures to encourage all to offer good customer service and deter those who would lean to poor service. She explains that before anybody starts working for RRA, they go through training, part of which training is on customer care.

The Commissioner General explains that since it is already difficult for people to part with their money in form of taxes, it is imperative for tax officers to make it as easy as possible for the tax payer by providing exceptional customer service.

This training prepares them to do so.

After the initial training, staff members then sign a performance contract and part of this is related to customer care.

“That means that we monitor how they behave towards customers and this is going to have an impact on how they are rated.” Everybody wants a good rating since promotion and further training opportunities are based on one’s rating, Ms. Baine explains. Every RRA employee is therefore aware that in spite of the difficulty of offering a service such as taxation, they should maintain professionalism in the way they deal with tax payers, whether the tax payers are irate or pleasant. In addition to training and performance ratings, there are punitive measures for those who will not comply. The Commissioner General points out that she and her management team are very firm on that and there have even been dismissals as a result of poor customer service.

Asked if she is happy with the quality of customer service RRA offers, the CG admits that despite all the efforts put in place, they still have a long way to go. Considering that this is a sensitive service and that customers may not always understand, it requires an extra dose of patience to offer exceptional service. “I can tell you we have made very huge strides in terms of improving customer care but I am still not very happy” she says. “I know we have not arrived and I know there is a still lot we can do.” She is confident however that though the journey may be long, since they have come this far, they will make it all the way with more effort and concerted team work.

Service providers and businesses have also got to be proactive about getting feedback from clients and customers in order to improve their services.

When it comes to fighting poor customer service, one of the challenges is that people who receive poor services do not complain, neither do they demand for better services. Service providers and businesses have also got to be proactive about getting feedback from clients and customers in order to improve their services. RRA has put some feelers out to make sure they get to know how their customers rate their service and Ms. Baine shares how RRA does this.

Every year, RRA carries out a taxpayer satisfaction survey. In addition, through

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In a typical Rwandan household, when visitors come they are very well received. If you can receive guests very well at home, then why do you have an attitude at work?” the year, the Authority also holds outreach programmes and tax clinics at which tax payers are free to ask any questions and make comments on the quality of service RRA offers. Tax payers are also free to make comments over the radio and other than that, the CG herself receives many calls from people either complaining or giving her information on services her staff provides.

No doubt there is always a need to change mindsets when it comes to fighting corruption and poor service.

This is never easy and although RRA has achieved a measure of success, it has not been easy, as the CG reveals.

In her opinion, the internal factors are easier to deal with than the external.

Internally, corporate culture, training, monitoring and punitive measures have a way of reigning in officers so that they clearly understand that they must provide good customer care. Ms. Baine advises managers to ensure that their staff receive training in customer care, understand the corporate culture and understand that there are consequences 12 The SERVICEMAG June - August 2010

for noncompliance. “We recruit from the same Rwandan public that is having problems with customer care,” she says, “therefore those people come in with the same problems out there and we should not assume that if we keep talking about it, it will just happen.” “Some people just do not know better and they need to be taught,” she emphasizes. She adds that there should be no compromise on discipline and those who do not comply should be subjected to the consequences. “It is important to put punitive measures in place and make them clearly understood so that staff are aware that if you do not play by the rules, there are repercussions.” Sometimes that calls for a heavy hand, the CG warns.

Nonetheless, the external factors are more difficult to deal with. In RRA’s experience, for example, there hasn’t been a major tax paying culture in Rwanda so it has required a lot of hard work on the part of the tax administration to change this mindset and go a step further to help people appreciate the service. Ms. Baine adds, though, that one thing that RRA has done and which other managers should do to ensure excellent customer service is appreciate those who do well. “It is important to reward those who do well because people will emulate those who are winners.” RRA also rewards the taxpayers who do well and this contributes to changing the mindset towards taxation.

A lot has been said in Rwanda to defend the poor state of customer service – ‘it is not in our culture, we are not exposed, businesses have very little competition.’

Ms. Baine discounts these as mere excuses. “In my opinion I do not think poor customer service is a cultural issue because in a typical Rwandan household, when visitors come they are very well received. If you can receive guests very well at home, then why do you have an attitude at work?” she wonders.

“Secondly,” she adds, “in the Rwandan culture, we are supposed to be very courteous to strangers, make them feel

comfortable, help them as much as we can, that is part of our culture. In this case culture would dictate that we treat the people we serve at work and in our business with the greatest respect.”

In regard to exposure, Ms. Baine admits that people often hide their ignorance, poor self esteem or lack of confidence behind some very rude behavior and if they do not know better they may be rude and unpleasant while exposure helps people to learn, become confident and therefore behave appropriately.

Being a prominent figure in a small place like Kigali, almost everybody knows who she is and often people will go an extra mile to ensure that she receives excellent service. However the CG has learned that whenever she receives poor service she should respond to it instead of just being frustrated. “If someone treats me badly, I tell them and irrespective of their response, I feel I have done my duty.”In many cases she will go ahead and notify the manager to make the necessary changes. “Every manager wants his/her business to be offering the best service and even if they put up an act when we complain, they will deal with the complaint” Ms. Baine asserts.

She advises that all customers should adopt this response mechanism. “We cannot complain enough,” she says, “if we accept poor service quietly, we will keep getting it.” “On the other hand, if we say no, we shall not accept to be treated like this, someone is going to change. It is important for us to set standards of the service we expect and will accept. If we don’t, people take things for granted and poor service will continue. “ Lastly, the CG advises all managers and customers to appreciate good service as much as we complain about poor service. “If an employee who is offering a good service is complimented for it, not only does this raise their morale and self esteem, but they also influence others and this will build a fortified culture of good customer service” she concludes. aryantu@yahoo.com

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A.T.C - Rwanda s.a Auto Transport Company The SERVICEMAG June - August 2010

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THE VALUE OF

COACHING

By Kofi Hagan

In today’s business world, one overlooks customer care at one’s own peril. Satisfied customers are the lifeblood of successful businesses. Therefore if you want your business to be successful, you do well to invest in customer care. As important as customers are to a business, employees cannot be overlooked and this category too requires an investment. Sound employee care is sound customer care.

Twenty years ago, most people had not heard of Life Coaching or Business Coaching. Today the terrain is changing fast and coaching is being credited with extraordinary achievements of personal fulfilment, success and business transformation.

The International Coaching Federation, the largest coaching alliance and quality control body describes coaches as: “Professional coaches provide an ongoing partnership designed to help clients produce fulfilling results in their personal and professional lives.

Coaches help people improve their performances and enhance the quality of their lives.

Coaches are trained to listen, to observe and to customize their approach to individual client needs. They seek to elicit solutions and strategies from the client; they believe the client is naturally creative and resourceful.

The coach’s job is to provide support to enhance the skills, resources, and creativity that the client already has.”

(ICF website, 2006) Coaching blends business, psychology, sports and spirituality concepts. It is unique, however, in its ability to support clients to build their ideal life.

Its origins enable coaches to work with clients on a variety of experiences and situations. A coach can be a cheerleader to a struggling or discouraged client, an advocate to a vulnerable staff, an accountability partner to a client who

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needs help to stick to his commitments and a truth teller to the client strangely gifted with misinterpretations of the times.

Coaching Models Customer Care Of course, a coach knows the financial value of a client who has had a great experience. For most coaches though, the money comes second. They are by nature and training interested in the well being of their clients, whether they are individuals or businesses.

Individuals, who experience this considerate handling and respect almost always show the same to others, be they customers or fellow employees.

In addition to the modelling that so naturally takes place when a coach works with an employee of a business, coaching can focus on customer relations and care and consequently provide skills in this regard.

In practice, during coaching, a client identifies goals for which he or she receives support to accomplish.

Customer care may be one of them.

Where this is the case, the client, by considering and responding to powerful questions from the coach, enters into a deep inner experience which may transform his perception of and attitude to the customer. In response, the latter makes changes in his or her own attitude with the possibility of becoming a lifetime buyer.

Coaches believe that most of the solution being sought is resident in the

client. In this regard, the coach‘s focus is on asking essential questions that help the one being coached to carry out an internal search and assemble the answers ready for review and application. In other words, the coach facilitates access to information or greater consciousness and in so doing helps the client to understand his life, circumstances, desires and behaviour better, and subsequently to decide what changes he would like to make.

The above is a perfect example of the attitude business employees must have toward the customer. The customer is not only right, as the saying goes, but knows the characteristics of the service or product he is looking for. Your responsibility is to provide a genuine, timely and friendly facilitation that result in unqualified satisfaction and an indelible imprint of your business on his mind.

Lastly, the coach helps his client to establish steps that will bring him results and consolidate his chances of success by helping his client to be accountable.

The dramatic difference coaching makes in the lives of individuals and businesses has sparked the rapid growth of the industry. Not only does it have the potential to transform entire businesses, but also, it can provide awareness and skills that turn the first time customer into a lifetime buyer. amkhagan@gmail.com

WHY YOUR ATTITUDE MATTERS

By Denise Umunyana When it comes to customer service, attitude is everything. Skills are learned but no one can teach you how to be nice. A good attitude and a pleasant persona have got to be developed by an individual through his/her own free will. Unfortunately, bad attitudes spread like viruses. I can hardly complete a conversation with anyone without hearing a story about bad service, which usually stems from an employee’s negative attitude.

How can employees develop a positive attitude? I would say the place to start is in the heart - examine your motives.

Ask yourself: What is the intended goal of your actions? What will I gain from having a customer pay for my attitude problems? What effect will my bad attitude and resultant actions have on the people I serve and work with? What kind of reaction do I expect? How else could I look at this situation? What can I learn here? How would I solve this situation if I were in the manager or in the customer’s position?

Managing character, temperament or people’s attitude is just as critical and often more challenging than managing talent. When you think about it, a bad attitude shows up in negative behavior.

Though it is easy to blame an employee for having a bad attitude towards customers and co-workers, we shouldn’t understate some of the elements which cause such behavior. Does the employee have a clear job description?

Has the employee undergone a proper induction process? Is there a clear line of communication between the management and the staff? Does the company provide sufficient and adequate working conditions for employees to perform to the best of their abilities?

Change is another aspect that creates insecurity and often results in a poor attitude from employees. Randolph Harrison, Coopers & Lybrand’s principal and national leader for organization effectiveness & development in Chicago says however, “people do not have a negative reaction to change; they have a negative reaction to the punishing effect of change, which is uncertainty.”

The best tool to curb negativity and low morale is in-depth, straightforward communication. Employers need to be truthful about how changes will affect employees.

When communicating with employees, they need to clearly define the areas where certainty exists and discuss the areas of uncertainty rather than

brushing the issue under the carpet. In addition, there needs to be a functional recognition and reward system for high performing employees.

If you are managing an employee with a “bad attitude,” concentrate on the specific causes of this behavior. Your role is to ensure that your employee feels that he/she is part and parcel of your organization. An employee has to feel emotionally connected to the institution he/she represents. As such, his/her loyalty and integrity will be reflected in the work place.

As an employee, it is advisable that you select a job you think you will enjoy.

Do not run for a position simply for the pay check. Your performance in the work place should yield to customer and employer’s satisfaction. You should always know that, as an employee, you represent your entire institution.

Consequently, your attitude will be a reflection of, not only what people think of you, but also their perception of your institution.

Therefore, attitude does matter; and it may be as critical as natural intelligence. umuden@hotmail.com

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SUCCESSFUL COMPANY INTERIORS: WHAT’S THE SECRET?

By Efua Hagan

Office design speaks volumes and customers are bound to form impressions of your business based on it. These impressions will determine if they will use your services and return or go elsewhere. Successful company design will contribute to making your business lucrative by acting as a magnet that draws in an increased number of customers. So how do you get it right?

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P H O T O G R A P H Y G O O G L E I M A G E S

Your company’s exterior should reflect its interior Let’s start with the very first impression.

Successful office design ensures that the exterior is inviting and attractive because the outside of any company automatically communicates to customers what to expect on the inside.

One evening a friend and I passed a well lit sign outside an office building. The light, however, exposed all the rust and dirt that had accumulated on the sign over time and we couldn’t help but notice how dirty and unattractive it was. My friend remarked on how unwelcoming the sign was and confessed she wouldn’t feel comfortable using that company’s services.

A dirty and rusty sign simply won’t speak well about any company’s interior, and an unattractive sign will do a company more harm than good. Unfortunately this is a reality that many company owners neglect.

Natural light is important Successful office design also takes into account the comfort of the employees.

In addition to looking visually appealing to customers, it should provide a comfortable and practical working environment for company employees.

P H O T O G R A P H Y G O O G L E I M A G E S

Some time back I had a job, and the room I worked in was absolutely non- inspiring to say the least. The days seemed longer and I got home feeling drained. This was mainly due to the fact that there was not enough natural light coming into the building and the one bulb fixed in the ceiling had low voltage power so it didn’t help the situation. Consequently my eyes

suffered too because I was continuously straining them. Working in such an office environment can make dealing with customers a challenge on its own.

There is a sense of wellbeing, freshness and newness of energy that comes with natural light, and when an office lacks it, this is bound to have an emotional and physical toll on the service providers working in it. This can affect the quality of service they offer.

Indoor plants improve customer service indirectly Many people spend a lot of time indoors during working hours. For this reason, they encounter symptoms such as headaches, fatigue, nausea, sore eyes, and loss or lack of concentration from harmful pollutants that get trapped inside buildings. The simple addition of interior plants is a natural way to help remove these pollutants significantly.

Because plants absorb carbon dioxide and release oxygen they have been proven to filter and purify the air leading to a significant reduction of symptoms caused by polluted air.

Do not hesitate to elevate the level of freshness in your office by incorporating indoor plants. The increased oxygen will refresh both the air and the employees and increase concentration and productivity and consequently have an impact on the quality of customer care.

In addition, indoor plants are decorative and brighten up the office.

Use colour to distinguish your company from others Colour can be used to increase your employees’ working energy, to fuel creativity, or to create a warm atmosphere that is welcoming to clients.

The colour you choose to use in your company can make a difference to the success of the business. Colour has the ability to make your business stand out distinctively and call out to customers.

The beautiful thing about colour is its limitless options and design possibilities.

and emotions different colours elicit from us which affect the way we behave.

Good company design is mindful of the effect colour has on its employees and clients, and as such uses colours that will only trigger appropriate emotions that will benefit the business.

Many companies prefer to leave their walls blank; however there is no harm in adding a little diversity with a fresh coat of unique paint colour. Colors such as red, yellow and orange are known as warm colors. They are believed to evoke feelings of warmth and comfort while blue, purple and green are known as cool colours and often create a calm atmosphere.

A great image painted directly onto the wall along a hallway, or waiting area not only changes the environment, but transforms the outlook and inspiration for the company. This technique is particularly successful in spas, restaurants, or businesses which offer services in the area of creativity.

It is amazing the little details customers notice; a good office design can have a positive impact on customers directly or indirectly. A bad design will not appeal to prospective clients and it has the potential to affect employees negatively, and this will affect their level of enthusiasm when dealing with customers.

Make sure your business premises are attractive and inspiring both outside and inside and this will work well for both employees and customers. ms.efuahagan@gmail.com

Quote “It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages”. SAM WALTON

Moreover, colour is linked to psychology because of the various moods, feelings The SERVICEMAG June - August 2010

17

Service Delivery within Financial Institutions Governor, Francois Kanimba, National Bank of Rwanda

Time and again H.E President Paul Kagame has emphasized the need for all Rwandans to improve the way we conduct business urging Rwandans to avoid “accepting a culture of mediocrity”. My assessment of the past couple of months indicates a great improvement in the way our business community both public and private conduct business. RDB and the Private Sector Federation have made a commendable effort also.

Part of our mandate as the Central bank is to encourage and maintain stable and competitive financial systems in the country; supervise and regulate activities of banks and other financial institutions. The current trend in Rwanda’s banking sector and other financial institutions indicates a very dynamic industry. This is a healthy situation for the country’s economic growth but also very challenging for poorly performing financial institutions – which risk losing clients to more aggressive, creative and innovative institutions that have joined the industry.

Research has shown that some of the causes of the poor service delivery are our conventional ways of doing business. We tend NOT to have Urgency in our execution of duties. And this thinking is taken to our work places and affects our output. These customary methods of working have affected the service delivery that we all see in our financial institutions around the country.

Disgruntled clients will always look for alternatives when a given financial institution is not offering the expected standards – the client keeps moving from one bank to another in search for

18 The SERVICEMAG June - August 2010

better services. If this happens to an investor, he may choose to leave the country for another country; which to us is a big loss and may have an impact on the country’s economic growth.

Research carried out by the Institute of Policy Analysis and Research (IPAR) in July 2009 indicates that customer service in Rwanda is worse in comparison with countries in the region. The IPAR research highlights that using the “satisfaction profit chain” approach, if customer service were to improve significantly, it could increase the Rwanda’s Gross Domestic Product (GDP), as much as 40 million dollars a year by 2012. I want to equally believe that the opposite could be true. Yet this is something that is within our efforts to change. Customer improvement does not require a lot of our institutional budgets; it just requires change of mindset – change of attitude.

From my interaction with varied personalities, some have indicated that financial institutions just like other sectors do not train their staff in areas that require specialization. In this era of the computer age, there are ever-

changing computer applications and new innovations applicable to all sectors including: finance, banking, health, customer care, among others. It is the onus of innovative institutions including financial or otherwise therefore to keep abreast with current global changes and train their staff accordingly. Failure to do this has kept our institutions operating mechanically which frustrates their clients.

Connected to the above, is the issue of expansion and renovations of bank premises. Many bank managers have indicated that clients complain of poor service delivery associated with banks trying to renovate and expand their premises which in effect reduces their working areas. This will in many ways impact on the service delivery.

However, this should not be viewed as a challenge but rather a remedy because when banks expand their areas of operation, they are most likely to offer better services.

Research conducted by FinScope Rwanda in 2008, indicates that 21% of our population have access to formal

This is the kind of spirit that is needed to revamp the present poor customer care in the country.

banking services, 26% have access to other informal financial services while 52% are excluded from financial services. Only 21% of Kigali City dwellers (the capital) are more likely to be banked and formally served. Overall, 14% of adult Rwandan population is “banked�. This is a low percentage compared to countries in the region like South Africa with 60% formally banked and only 25% financially excluded; while Botswana 44% and 45% formally banked and financially excluded respectively.

This simply indicates that our banking and financial institutions still need to double their efforts in bringing services closer to people.

Related to the challenge of staff training and lack of technical personnel is

intermittent network and power supply.

Banks and financial institutions may be limited to access clients’ accounts as a result of loss of connection from broadband and bandwidth providers which result in poor service delivery to clients. Sometimes this is associated with lack of skilled personnel to manage the new infrastructure.

Allow me to point out that it is a national agenda that these challenges are quickly corrected. While the recent World Bank/ IFC Doing Business Report ranked Rwanda among the highly reforming countries in the way they conduct business, we should not become complacent but rather find more innovative ways of improving our service delivery. The government through the Ministry of Public Service has introduced long working hours from 40 to 45 hours a week. Some institutions have gone beyond the prescribed hours all in an effort to serve their customers better.

Financial institutions have started expanding and opening more branches within Kigali and upcountry. These will not only reduce the risks associated with rural people transporting bulk money to Kigali but will also address the challenge of access. And in an effort to deliver better services to its customers, financial institutions have undertaken the following measures: dynamic extension of branch network, introducing Automated Teller Machines (ATMs) and in-house tellers; hiring specialized staff and introducing customer care units; customer care training for all staff from management to supporting personnel; strong adherence by banks to the National Payment System; without forgetting the extension of working time. Banks are working till late and some over the weekends.

A lot could be said about this subject of Service delivery and doing business in the country but I must emphasize again that customer care will improve if we change our attitude and mindset. www.bnr.com

The SERVICEMAG June - August 2010

19 17

VOTED BANK OF THE YEAR 2009

Kudos To Fina Bank Remera Branch!

A.K Otiti, Kigali.

I am learning to ask to see the manager when I receive bad service but showing gratitude for good service comes easily for me. Bringing poor service to the knowledge of management and appreciating good service will go a long way in changing the service culture.

I think the service at FINA Bank Remera is excellent. The tellers are always so calm, pleasant and cordial to customers.

At first I thought it was just a good day for me and that it was one person doing well. The next time I went to another counter and received the same treatment. Then I found I would rather go to Remera than FINA Bank main branch. The next time I decided to sit and watch if other customers were being so graciously served and it was so gratifying to see those tellers give a consistent service.

Please pay us a visit at Union Trade Center Number 2.8 For reservations call: 078 862 0505 or 078 851 9455 Mme Claire Nkulikiyimfura

And what is more, FINA Remera has bank pens on the counters. I have never understood why customers cannot carry their own pens to the bank – a pen costs only a few coins and when you know you will need one carry one for goodness sake. People are always borrowing pens in the bank and some even hold on to it and suck at it when they are done. Arrrrgggggh! Anyway that is not necessary in FINA Remera since the bank takes care of such customers.

Keep it up FINA Remera and show your Main Branch counterparts how it is done. aryantu@yahoo.com

Gira Ubupfura 20 The SERVICEMAG June - August 2010

The SERVICEMAG June - August 2010

Š2009 The Coca-Cola Company. COCA-COLA and the contour bottle are trademarks of The Coca-Cola Company.

21

KigaliInternationalAirport Achieving Customer Service Excellence

By Efua Hagan

O

ver the last year, airport management has gone to great lengths to improve customer service at Kigali International Airport. This is a decision that has impacted both the airport’s image and their customers positively.

An airport is the gateway into the country and must therefore portray a good image; it is this eye opener that caused the airport managerial team to strive to be the best provider of customer service in Rwanda. Several strategies have been implemented to achieve this goal.

Kigali International airport is controlled

by Rwanda Civil Aviation Authority (RCAA). Mrs. Josephat Kambanda, Head of Customer Care Department (RCAA) reveals that one strategy RCAA implemented was a series of customer service training courses. This has been very successful and has turned out to be a win- win situation for both the airport body and their customers- the training has been very informative, and it comes as no surprise that the customers are happier. Sessions continue to be held every two months- in addition to the

22 The SERVICEMAG June - August 2010

consistent evaluation of staff members in the customer care department.

members also assist customers to pick their luggage.”

According to Mrs. Kambanda, customer care training aims to give all staff members at the airport the same level of understanding of customer care. Since, as she explains, the airport is different from other institutions and there is a need to know how to handle all kind of customers, especially the stressed ones.

The development of any institution is determined by how it responds to criticism. In line with improving customer service at the airport, the managerial team welcomes feedback from their customers and this feedback is used constructively to evaluate their services. Once a month, all feedbackboth good and bad is analysed in a professional and cohesive manner by the managerial team and all stake holders.

In the spirit of not being satisfied until the customer is fully content, there are still a few areas to be improved on in the near future, one major thing is to make flight information available on an electronic billboard. “After 12 years of working at the airport, I know where we have come from and where we are going, I am an optimist and I know we can achieve the best” Mrs. Kambanda affirms.

The formation of a customer service department is another strategy that was recently implemented. The shaping of the customer service department has enabled the management committee to monitor other stake holders at the airport in an organised fashion.

Mrs. Kambanda also informed me that the managerial team is now ensuring that their customers know that they are valued. “Staff members go around asking customers whether they require assistance, and at arrivals, staff

RCAA works closely with Rwandair, which handles all incoming and outgoing flight activities in the airport. According to Fiona Umutesi, Head of Customer Relations for Rwandair, the customer is everything. “It is so important to see all our operations from their point of view because the customer is the reason why we fly.” Ms. Umutesi says.

Altering first impressions of customer service at Kigali International Airport is a challenge. However with consistent effort and determination, achieving this is certainly not impossible. It is this very attitude that is leading the customer care department at Kigali International Airport towards achieving customer service excellence. ms.efuahagan@gmail.com

The SERVICEMAG June - August 2010

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CUSTOMER SERVICE: ROOT CAUSES VERSUS SYMPTOMS Time to rethink the approach

By IPAR-Rwanda

F

For a nation that aspires to become a service based economy, it is imperative its citizens and institutions are customer focused.

Two years ago, poor customer service in Rwanda came into the limelight when President Paul Kagame deplored the situation. Addressing poor customer service in Rwanda has since become a national concern, for both the public and private sectors. Research on customer service in Rwanda first done in 2009 by the Institute for Policy Analysis and Research, an indigenous Think-Tank, titled: “The Impact of Poor Customer Service on the Economy of Rwanda� revealed the shocking finding that the country was rated worst in the region for customer service delivery. The report concluded that if nothing was done about it the realization of the vision 2020 was in jeopardy.

In an attempt to remediate the situation over the last year, the Government, through the Rwanda Development Board (RDB), has invested a lot of effort and resources. Significant

24 The SERVICEMAG June - August 2010

resources have been put into training staff in the service sector in customer care and media campaigns have raised awareness of the importance of customer service. It has been acknowledged that this is an important issue and that it is essential that customer service delivery is improved as a matter of urgency.

However, a research conducted by IPAR between November 2009 and January 2010, indicates that if poor customer service is to be addressed in the country, the root causes NOT symptoms have to be tackled.

IPAR comprehensively reviewed what institutions have been doing to address poor customer service in Rwanda, reviewed what other countries are doing and most importantly carried out a qualitative study of the financial sector as a critical study.

The study, carried out in the three districts of Kigali, involved in-depth interviews with managers, staff and consumers of banks, insurance companies, insurance brokerage firms, forex

bureaus and microfinance institutions.

The findings clearly demonstrate that the root cause of poor customer service in Rwanda are organisations that are not customer centric (focused) and thus fail to put in place policies, practices and procedures that are aligned to providing good customer service.

Contrary to the general belief that the main cause of poor service delivery in Rwanda is a problem of mindset, research by IPAR reveals that root causes have to be seen in the context of a more general lack of commitment to quality enhancement in organizations.

As the research further reveals, Rwanda is characterized by contextual challenges that are common to most developing countries. For example; lack of competition; lack of qualified and experienced employees at all levels in organizations; poor time management that relates to cultural and historical

place, then, as one manager said: “there is no guarantee that the staff will behave the expected manner”. This culminates into a tendency for employees (including managers) not to take responsibility for delivering a good service. Managers blame front- line -staff and front-linestaff blame poor and inattentive delivery on the attitude of customers towards them.

In the case of financial institutions, however long they open for or however much they increase the number of tellers to solve the problem of long queues there is no guarantee that clients will be happier if staff do not know what it takes to satisfy a customer or the banking infrastructure is not up to standard.

In the case of hotels, training staff to greet and smile is insufficient if the service quality at the end of the day is not worth the money.

In the public sector, increasing working hours may not necessarily yield results if poor working practices are maintained.

This, according to the IPAR research is addressing symptoms other than the root causes.

To ensure total satisfaction of a

aspects.

However, this should not be an excuse to providing poor customer service because in the earlier research done by IPAR, countries in the region with similar contextual challenges emerged better at providing good service.

This research concludes that training staff to be nice to clients is a wonderful idea but if the organisation is not customer focused with appropriate practices, policies and procedures in

The IPAR research has also revealed that customers are vaguely aware that they should be treated better but have few ways of demanding better services or being able to express their discontent to service providers. They are, however, generally undemanding of the level of service delivery they expect and often resign to take what is delivered.

Visitors and Rwandans who have experienced service delivery outside of the country are especially critical of service delivery in Rwanda, the research reveals.

The research indicates that the Government has to play a central role by encouraging, regulating, empowering, facilitating and putting in place the right infrastructure across all sectors to enable service providers to deliver better services.

As President Kagame said during the December 2009 meeting with investors in the private sector, “The issue of customer service is a serious one – for government and private sector and unless we overcome it, we are wasting a lot of time and therefore, we will not achieve the kind of development we want to achieve”.

Email: info@ipar-rwanda.org

client, the report concludes that organisations and businesses need to focus on both the quality of the product and value for clients’ money. To achieve this, emphasis has to be put on what is delivered (core quality), how it is delivered and the perceived value by clients.

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SERVICE IN THE P Just in case you thought the public sector was being left out in the national drive to improve customer care in Rwanda, think again. Following is an interview with Amin Gafaranga, Rwanda Development Board (RDB) Consultant in charge of Country Branding and National Customer Care Project. Mr. Gafaranga is a product designer by profession. He is also a specialist in marketing and mass communication. He has been working in Rwanda since 2007; first as an advertising strategist then in the telecommunication industry focusing on product development and marketing.

Qn: What is country branding?

Ans: A country brand is the sum of experiences; the thoughts, perceptions and associations people have relating to a country, its people, their values, quality of products and services they produce.

Developing and successfully implementing a country branding strategy helps a country influence those perceptions, and challenge outdated impressions and close the gap between perception and reality.

Qn: What, in your opinion, are the causes of poor customer service in this country?

Ans: There are a number of issues, but I think they can all be summed up as the lack of knowledge or exposure – because customer care is not an inborn talent or culture but it is something that can be taught. It’s among the top prerequisites of any business operation and therefore, such skills must be learnt. Up until recently both public and private sector did not invest very much in developing that particular area.

So on one hand, very few businesses see service delivery as an added value to their product or offerings – and they have built their businesses in a way that this has become part of their overall business and brand promise. On the other hand, many businesses see customer service as an unnecessary added cost especially when they don’t have to compete over market share.

As result of this, a few years ago, you hardly found this subject in most university modules or read about it in the newspaper every other week.

Qn: As a government agency, is your focus more on public institutions?

26 The SERVICEMAG June - August 2010

Ans: Not exactly. We have offered a range of trainings and workshops to more than 5,000 individuals so far and only about 30% are from the public sector. The service sector accounts for 44% of the Rwandan economy and six out of the ten biggest taxpayers in Rwanda are service-based companies. Therefore, the private sector is a priority.

Qn: What do you think is the solution to service delivery in Rwanda?

Ans: There are three things that come to mind, which I think, can set us in the right direction: First, basic training at various levels of private and public organizations with a focus on understanding the essence of service delivery – which is providing solutions.

In other words do not teach people to smile for the sake of smiling, show them the value of interacting with customers – move from being a single-minded product or service provider to a customer focused solution provider. Then focus on quality, speed, efficiency and challenge yourself to offer a consistent experience. And we also need to stop using culture as an excuse – there is really nothing wrong with our culture.

Secondly, introducing a number of mandatory service reforms in key sectors. Reforms that include modern and customer friendly policies and procedures designed and implemented systematically to enhance customers’ experiences.

Finally, raising awareness and challenging bad habits as well as offering basic tips through unconventional education methods such as what you and others are doing through a range of communication channels.

Qn: Many people think that because of the Rwandan culture, it is impossible to reach the level of service that one gets from other East African Countries. What do you say about this?

Ans: I don’t believe that customer care is a culture or that it is greatly influenced by culture.

Customer care involves putting systems in place to maximize your customers’ satisfaction with your business, product or service. Often when the

PUBLIC SECTOR

P A

H O T O D A M

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essentials of such systems are understood and practiced – different organizations adjust them to their culture, so it becomes their unique way of doing things – their organizational culture.

Qn: In your opinion what should be done to change mindset in terms of Customer Service?

Ans: What we need is to focus on finding our own way of doing things that share essential principles and fundamentals with customer care – this I believe will help us learn the customer care skills very quickly and may even feel natural – like part of our culture. This is the reason our campaign is called Gira Ubupfura. ‘Ubupfura’ is something every Rwandan can relate to, it means honor, dignity, pride and respect for everyone including oneself. It carries a sense of responsibility and accountability.

Qn: As part of the national steering committee on Customer Care, can you tell us what RDB has planned to improve service delivery?

Ans: The 2-year program has 2 key sub programs: first, we have training programs that aim at providing a foundation of skills and knowledge for employees in service industries. Secondly, there is a national public engagement campaign to change public mindsets, attitudes, and behaviors towards customers.

In the first program we have trained 5,000 individuals in various sectors; we have coproduced the first Customer Care handbook with the Private Sector Federation, and a number of customer care training videos. In the second phase of this sub-program, we are focusing on generic training tools which will make up the Customer Care Toolkit that will be widely accessible and can be used by various service providers to identify areas of gaps and redesign their processes or simply offer necessary trainings to their employees.

In the second part of the sub-program, in addition to running a number of debates and discussions through various media channels, we have launched Gira Ubupfura the national customer care media campaign that has 5 different stages and is now in its second phase.

Training will continue using the Customer Care Toolkit and we are working on a number of partnerships with training experts and institutions to help develop skills of more and more people. Gira Ubupfura campaign is also soon going to a whole new level – its peak phase – this will be

very exciting and engage every one in the country.

Qn: Do customers also have a responsibility in this campaign?

Ans: Oh yes, actually, customers have the most influence in this matter - because they can change the direction of a business when they choose to express their rights. But they need to also understand that there is nothing wrong with complaining about poor services either from a government agency, a multinational service provider or a local bar.

Qn: What is your message to service providers?

Ans: Don’t just take my word for it – test it yourself. Listen and talk to your customers, and create various ways of asking about their experiences- receiving feedback to help you improve your services.

Qn: Any suggestions to The Service Mag team?

Ans: I think you are doing an incredible job – just the idea of 30 – 40 pages of free customer care education every couple of months is a huge support to the campaign and the entire service industry.

I personally wish you success and hope others learn from you and start seeing the standard of customer service in Rwanda not only as a challenge but also as an opportunity.

There are a number of issues, but I think they can all be summed up as the lack of knowledge or exposure – because customer care is not an inborn talent or culture but it is something thatcan be taught.

P A

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SERIVICE INOZE KANDI IBEREYE UMUKIRIYA.

Byanditswe na Françoise Mukashyaka Nidukanguke twihe agaciro mu ruhando rw’amahanga Dore u RWANDA rwuguruye amarembo!

Akira ukugannye agende yishimye Nawe usigare wishimwe!

Imvugo nziza ni mugenzi w’Imana Abanyarwanda barabivuze!

Ikicaro cyiza kikanezeza!

Ntawe utishimira kwakirwa neza, Byakorwa n’uwo mutaziranye Bikarushaho guhimbaza!

Aho uzi gutekereza kujya mu biro runaka Ugahangayikishwa nuko nta muntu uhazi!

Wibaza ngo urakirwa ute? Na nde?

Uwo muco ucike burundu maze Aho umuntu agiye hose ajye yisanga.

Serivise zimwe zarivuguruye Aho usanga umukiriya ari « umukwe » koko.

Erega n’izindi nizikubite agashyi !

Amahugurwa arahari nibagane Nibo babahemba, bataje mwakora iki ?

Nashimye cyane serivise za Imigarasiyo.

Mbega ukuntu bakira ababagana neza !

Uba ikinjira ukabona ko witaweho Bakakubaza icyo wifuza ko bagufasha.

Si inkuru mbarirano narabyiboneye Ubwo najyagayo guhinduza urwandiko Rwanjye rw’inzira « passeport ».

Natangajwe cyane no kubona banyoherereza Ubutumwa kuri telefone « message » Akazi gapanze neza, abakozi barabukereye Aho bize n’abandi nibahagane maze u Rwanda Rugumye rubumbatire umuco warwo Wamye ururanga wo kwakira neza. f.mukashyaka@brd.com.rw

Taxi Drivers, Please Respect Your Customers

By Chantal da Silveira

Day in and day out, you neglect some important things forgetting that they make your business prosperous.I am foreigner living here and the 30th of April 2010, I rented a car for three hours, from 7.00 am to 8.30 am and 2.30 pm to 4.00 pm. When I got into the car at 7.00am, the driver was listening to a radio program that was in the local language. The volume was so high that I thought he would lower it but he did nothing like that. Thirty minutes later, I received an important call and had to beg him to lower the volume. He actually lowered the volume but turned it up again 2 minutes later before asking me if I was through with my phone call I shook my head as I was talking to somebody else over the phone. Despite that, he raised the volume again before realising that I was still on the phone as I kept on yelling to my correspondent because of the volume. I was patient for 90 minutes, time to reach the first point of call and decided to put an end to our collaboration. Surprisingly, he was not surprised at all that I have decided to stop dealing with him whilst there was an agreement to use him for a much longer period. Seems for him nothing had happened. Morality: be polite with your customers, it is beneficial to your business! kolibry@yahoo.fr 30 The SERVICEMAG June - August 2010

TOKYO

SYDNEY

Afurika

LONDON

NEW YORK

Uko bafata igihe mu Rwanda no muri Afurika Byanditswe na Sandra Idossou

Umunyamerika ukunda kwandika ibitabo no kuvuga neza witwa Harvey Mackay, yagize ati:” Igihe ntikigira umupaka nta n’igiciro wagiha. Ntushobora kugitunga ariko wagikoresha. Ntushobora kukigumana ariko wacyohereza. Iyo ugitakaje ntikigaruka.”

Umwami w’ubufaransa witwa Louis wa XVIII yaravuze ati: “Kubahiriza igihe ni ikinyabupfura kiranga abami.”

Nkunze kwibaza niba ibi byavuzwe haruguru hari icyo bitubwira hano mu Rwanda no mu bihugu byinshi by’Afurika nagenze. Abenshi muri twe dukunze kwitwaza ko muri Afurika kubahiriza igihe bidashoboka.

Kubahiriza igihe no kugikoresha neza ni ikibazo kitoroshye. Abantu benshi bakunze gukererwa aho basezeraniye guhurira cyangwa mu kazi baba bahawe kurangiza.

Nta kintu gitangirira ku gihe kandi nkunze kumva abantu bitwaza ko igihe cyo mu Rwanda cyangwa muri Afurika gitandukanye n’icy’ahandi.

Reka mbibwirire ko rwose ntakunda ibi bisobanuro kuko bitesha agaciro indangagaciro zacu n’umuco wacu. Ni ibisobanuro bikura imizi mu ivanguramoko.

Nta gitabo na kimwe nasomye kivuga ko abanyafurika badashobora gusirimuka ngo bubahirize igihe.

Njye ubabwira ibingibi ndi umunyafurika, sinihanganira gukererwa cyangwa se guteshwa igihe. Sinkunda gukora imirimo idatuma nubahiriza igihe. Sinihanganira na gato gupfusha ubusa igihe cyanjye mpa agaciro gakomeye ntegereje abantu baza mu nama saa tanu kandi byari biteganyije ko iributangire saa tatu.

Igihe ni kimwe ku isi hose kigomba guhabwa agaciro kamwe hose haba mu Rwanda, muri Gana, muri Bene, mu Bushinwa, mu Buyapani, muri Leta Zunze Ubumwe z’Amerika n’ahandi. Mu isi turimo iki gihe abanyafurika bambara amasaha meza cyane ahenze akoze neza ariko ugatangazwa n’uko abenshi muri twe tutajya twubahiriza igihe.

Kuki tudashobora kubahiriza igihe? Kuki tudashobora gukora akazi kacu mu gihe kigenwe? Kuki tudashobora kubaha abantu twasezeranye ko turibuhure? Ese igihe muri Afurika giteye gite?

Dukurikije ibisobanuro tubona muri Wikipedia kuri interineti” Usanga igihe muri Afurika ari ijambo rikoreshwa bashaka gusobanura uko babona umuco,

mu turere tumwe na tumwe muri Afurika, aho usanga abantu bashaka kwibera mu mutuzo uganisha ku bunebwe bakabyitirira igihe. Ibi bikoreshwa mu mvugo igaya bashaka gusobanura kutubahiriza isango, amanama cyangwa ibindi bikorwa bihuza abantu benshi.

Iri jambo rikunze gukoreshwa bashaka gusobanura imibereho ishingiye ku kwishimisha, kwishyira mu mutuzo,no kujenjeka mu kubahiriza igihe usanga mu bihugu bimwe na bimwe muri Afurika ugereranyije n’ibindi bihugu by’iburayi usanga abantu bahora bahugiye mu mirimo, basiganwa n’igihe.”

Igihe ni ikintu gikomeye cyane kandi buri munota dutakaje usobanura igihombo cyangwa umusaruro cyangwa amafaranga twinjije, kandi ibi ni ukuri ahantu hose haba mu Rwanda cyangwa mu kindi gihugu cy’isi.

Kubahiriza igihe ni akamenyero umuntu yitoza agakora ibyo agomba gukora ku gihe cyagenwe. Kubahiriza igihe ni umuco ugaragaza ko umuntu yubaha abandi.

Umuntu yagombye kugira umuco wo kubahiriza igihe.

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31

Nkeka ko mu minsi iri imbere abantu bashobora kujya batakaza ibiraka, ubyashara cyangwa bagatakaza imirimo kubera gukererwa. Nkeka ko mu minsi iri imbere abantu bazajya bakererwa mu manama cyangwa indi mirimo bigakorwa batabategereje maze bakabihomberamo.

Niba buri gihe uhora wakerewe bisobanura ko uri umunebwe, nta gahunda ugira, urajugunyanze, nta kinyabupfura ugira, ntiwakwizerwa, ntukora ibyo wiyemeje, urahindagurika, ntiwiihuta n’indi mico mibi ntarondoye.

Hari umunyagana wagize ati:” Imwe mu mpamvu zituma igihugu cyacu/ umugabane wacu bikomeza kuba mu bukene ni uko tutihuta ngo dukoreshe igihe vuba ibyo bigatuma tutubahiriza igihe mu mibereho yacu ya buri munsi.

Afurika n’ubwo ikungahaye ku bintu bitandukanye iracyari mu bukene bitewe n’uko abayituye bakoresha igihe nabi. Ku

32 The SERVICEMAG June - August 2010

banyafurika igihe si amafaranga. None se twazakira dute niba tudahaye agaciro igihe?

Igihe kirageze ngo twumve ko ku isi bizinesi zisaba kubahiriza igihe ukarangiza ibyo ukora mbere y’igihe cyagenwe.

Niba kubera impamvu zitandukanye uhuye n’ikibazo gituma utubahiriza igihe ni ngombwa kugira umuco mwiza wo kubimenyesha abo bireba. Reka rero tureke umuco wo kuvuga ngo ku wa kabiri ni kimwe no ku wa gatanu cyangwa ngo saa kumi n’ebyiri ni kimwe na saa mbiri.

Muri rusange Abanyarwanda n’Abanyafurika dukeneye kwiga gukoresha neza igihe no kubahiriza igihe. Birakwiye ko Abanyafurika bumva ko kubahiriza igihe ntibigaragaza gusa ko wubaha abandi ahubwo bigaragaza ko umuntu ari inyangamugayo. Niba ushaka gutera imbere mu byo ukora ugomba kugira

umuco wo kubahiriza igihe. Kutubahiriza igihe bishobora gutuma ibyo ukora bidatera imbere, ndetse n’igihugu cyawe kigasubira inyuma tutibagiwe n’uyu mugabane wacu. sidossou@theservicemag.com

Byavuzwe n’ Undi “Abakozi Bacu Tubafata Nk’abatumirwa Bakomeye Mu Munsi Mukuru Twe Tukaba Abasangwa. Mu Mirimo Yacu Ya Buri Munsi Buri Serivisi Duha Umukiriya Tuyifata Nk’ikintu Cy’ingenzi Tugahora Tugira Icyo Tuyinozaho”.

Jeff Bezos Amazon.Com

COURTESY OF RETURNING

CALLS!

By Juliet Mbabazi

I

don’t remember how communication and exchange of information was done back then when there were no cell phones or email. Today we have almost become dependent on both for business and personal correspondences.

For business, these tools have quickly become the key interface with customers, suppliers and other networks. I dare say that soon businesses will be judged on their ability to respond to correspondences as a measure for customer service quality.

However, there seems increased reluctance for professionals and even business people to return calls, emails or other correspondences. In my personal view, I think it is insensitive and relationships both personal and business suffer unnecessarily as a result. But I went ahead and asked a few people what they take of unreturned calls, mails and text messages. This is what they had to say: “I hate that. I think people make a pre-judgement of whether the call or whatever it is will be of benefit to them

or not. By not answering, it’s their way of saying I am not interested please do not bother me! And i think it’s being tactless.” Said one of my friends.

“Well, I think I am a culprit but this is because sometimes the calls come in at the most inconvenient moment when am in meetings. I hope that the caller will call me back if the issue is absolutely important. And when they don’t call back, I assume that it wasn’t serious after all.” “But don’t you think that’s disrespectful?” I asked. “Now that you mention it, I think it’s very easy to misinterpret the message.” She observed.

“Not returning calls is unfriendly and cannot be a healthy way of conducting business; but some people are naturally indifferent and there is nothing you can do about it.” Said another opinion.

“I think emails and cell phones have generally become a nuisance. I have chosen to use them as tools that work for me and not the other way round.

I don’t think I owe anyone reason to why I didn’t answer their mail or text messages,” Another adds. Don’t you think that can create disharmony with your contacts? I probed and the response was, “of course it depends...”

“Some callers are a menace. Even after

you have promised to get back to them, they insist on “reminder” calls. Isn’t it a good idea to give a time frame in which they should expect your feedback?

I asked. “You see, sometimes the decisions do not entirely depend on me and as I wait for the feed back from my superiors, that time frame might have elapsed,” he explained.

How about under-promising so that expectations are managed? I wondered.

“I think not returning phone calls or emails is lack of courtesy. Bad manners lead people to behave inappropriately.

I choose not to take it personal but it is frustrating,” another interviewee noted.

With those sample reactions, I remembered something that the guest of honour mentioned in her remarks at the launch of the Service Magazine: That customer service is a subject that provokes all sorts of emotions that range from harmony, satisfaction, contentment, pleasure, agreement as well as anger, resentment and offence among others.

Watch for what emotions you trigger towards your business. As an organisation define who you are, state your values and live them consistently.

There must be a direct link between your values and your behaviour. Being erratic as an individual is bad enough but as a business, it may sabotage your goals and cost you in ways that might be difficult to retract and quantify. julietm@realinnovations.rw

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Queuing, touching and shaking hands!

Learning a new culture!

By Eva Gakara Queuing can be defined simply as waiting in line until it is your turn to be served. The word queue originates from the Latin cauda, meaning tail.

Countless times I have been close to blowing a fuse over people who refuse to line up and prefer to use the jungle rule of survival for the fittest - If you can fight your way to the front, you will be served!

Queue jumping, i.e. overtaking other people in the queue, is a taboo in many cultures, particularly in the west. There are queues practically everywhere and all kinds of people stand in the queue and wait for their turn. Here in Rwanda, however and in many other African countries, queuing is a concept most of us are yet to grasp. It seems it goes against our very nature to take our place in the queue and wait patiently.

I decided to find out if this was always the way it was done in Rwanda. I asked a few elders about the days gone by before banks, post offices, and supermarkets.

I was told that in traditional Rwanda, people had a system of order which was observed by all. For instance when cows were at a watering hole, it was on a first-come-first-serve basis. There were no numbers to take or ropes to hold them back. Actually there was an agreed whistle that if the first in line was done then he would alert the next in line.

To jump the queue was to dishonour oneself - guhemuka. That alone was a stigma nobody wished to carry, and so order was observed. I wish we still had the same dignity today! Since we have a history of civility and courtesy, where and when did the bad manners of pushing and shoving come in? Recently I was at one of the big banks in town and ropes

were used to physically stop people from crowding the teller. I felt like we were animals that could not control ourselves.

During public occasions, younger people knew well enough to let the elders take the first choice of the seats or stands. O Service providers are also to blame because they do not enforce order. For example, when queuing up at a bank or to pay for your groceries, the person serving you will see that you are next in line, and yet if someone blatantly cuts in front of you (nudging or shoving you out of the way) the till attendant will go ahead and serve them! Such experiences can leave you feeling frustrated and disappointed when you realize that even the teller or server has no respect for the queue!

That brings me to the notion of Personal Space. This is the area around your person - the radius around you that you feel others should observe as your ‘private territory’. Try asking a friend to walk towards you and tell them to stop when the distance between you two gets too close for your comfort. That establishes your personal space. Now imagine that space constantly being invaded by strangers.

At times you feel breath (often bad breath) warm your shoulder and the back of your neck – and you have to be careful when you turn as you just might get a kiss from the source! Then there are those who lean on you like you are bosom buddies. I once turned and told off a woman whose protruding belly had settled in the small of my back and she seemed comfortable. She looked at me as if I was such a snob. Really?!

Different cultures vary on the agreeable radius of the personal space.

Banyarwanda are generally touchy feely people – often affectionately squeezing, patting or holding hands during a conversation – and it does not matter if you have just met on a bus! I know a man from a more western background who was completely thrown off balance when he visited his wife’s people. They surrounded him and shook his hand at any and every opportunity all in a bid to make him feel included. One uncle wouldn’t let go of the man’s hand and kept stroking and squeezing as he expressed how happy he was to see him.

By now I guess you will have realized that, while in Rwanda, your hand will shake hundreds of hands per day. It is a good thing swine flu was brought under control! Can you imagine how fast it could spread in our country? On one occasion, I was standing with four of my friends and a stranger came to ask for directions. First he shook our hands and then after we gave him directions he shook them again to say goodbye (that is eight hand shakes in less than two minutes).

While being touchy-feely is part of our culture, rudeness is not. Let’s limit close personal contact to our homes to those close to us. When at the bank, wait behind the yellow line until called forward. Always give some breathing room to the person ahead of you – don’t impose on their personal space.

Finally, remember you are not too important for the queue – wait for your turn and if someone jumps ahead of you in line, firmly ask him or her to head to the back of the line. It will also help if servers are constantly vigilant not to serve people who jump the queue.

E U T I U Q E C QU’EST? E G A M I E VOTR Par Sandra Idossou TRA Et Diana RAMAROHE

L’habit ne fait pas moine mais dans le service l’apparence extérieur est un élément clé de jugement et de respect envers le client. Alors attention aux fautes de styles qui peuvent nuir votre image.

Les chaussettes blanches Messieurs, l’époque de Michael Jackson est révolue. Paix à son âme !

Et même si durant votre jeunesse, vous faisiez le moonwalk comme personne, aujourd’hui, les chaussettes blanches sont strictement réservées à un usage sportif. Encore plus, lorsqu’elle sont bien épaisses et avec des bandes colorées vers le haut. Les éviter sur des pantalons de sortie ou de travail.

Mauvaise haleine Une mauvaise haleine est souvent synonyme d’une mauvaise hygiène dentaire. Pour éviter de se faire traité d’impropre par nos clients et les faire fuir par la même occasion, un brossage de dents régulier ne serait donc pas un superflu. Surtout après le déjeuner bien assaisonné d’oignons, d’ail et tous les autres assaisonnements. A défaut, un bonbon mentholé ou du chewing gum ferait l’affaire.

Les déodorants sont aussi pour les hommes De même qu’une mauvaise haleine, une odeur forte (aussi mâle soit elle) et surtout nauséabonde fait plus que fuir les clients. Elle les met mal à l’aise. Et peut être interprétée comme un manque de respect. Une remarque destinée particulièrement aux hommes qui se laissent souvent aller.

36 The SERVICEMAG June - August 2010

Porter du Marron sur le Noir Le noir est une couleur passe-partout mais pas toujours. Autant il se marie parfaitement avec des couleurs vives et des tons pastels, autant le noir sur du marron tue le regard. C’est un choc de couleur qui aura plus pour effet de vous désavantager.

Les vernis écaillés Il est agaçant de trouver une employée plus occupée à astiquer son vernis que recevoir un client. Mais il est tout aussi déplorable de voir des ongles négligés.

Cela varie du vernis écaillé à des ongles tout simplement sales voire noircis. En tant que femme, c’est une faute de style mais cela dénote aussi un « je m’en foutisme » accentué. Donc, mal vu !

Les talons de chaussures écorchés Qu’est-ce qui fait clip clap, clip clap en marchant? Non, ce n’est pas le bruit d’une chenille qui boîte mais bien le bruit de vos pas dans les couloirs. Les talons affinent la taille, certes, mais peuvent taper sur les nerfs quand ils commencent à crisser sur les carreaux, surtout de façon aussi peu harmonieuse. Alors, pour éviter d’être la réponse à la devinette posée, vérifier que vos talons sont bien ajustés.

La barbe de plus de 3 jours Une barbe naissante, pourquoi pas.

Mais une barbe mal rasée, allant dans tous les sens, non merci !

Négligé mais aussi sale, cela a une connotation négative devant un client ou un partenaire. Et entre nous, un investissement de 150 RWF n’est pas trop demandé si cela peut booster vos ventes. sidossou@theservicemag.com rhd_communication@yahoo.com

Bralirwa Spearheads Professional Careers For Fresh Graduates

By Saul Butera

My target after undergoing this program is to be offered a management position that suits my strengths and career needs”

The country’s leading Brewery Company, Bralirwa has for the last five years spearheaded efforts to help fresh graduates in building their careers.

According to Bralirwa’s Manager in charge of Human Resource & Development, Marc Kanywabahizi, the company focuses on selection of valuable people in the field. They take care of career development and personal improvement by training and competitive rewarding.

Kanywabahizi explained that the company offers trainee programs created to attract fresh graduates from local and international universities who performed very well in their courses.

The program’s main objective is to provide a framework by which a candidate can enhance one’s educational experience through practical work assignments.

The graduates are given an opportunity to work for Bralirwa and this provides them with a degree of exposure that benefits them. They are able to engage in diverse projects and also participate in strengthening the company’s position in the brewing industry.

Kanywabahizi also remarked that hiring highly qualified students specialised in various professional fields helps Bralirwa maintain a high quality level of operations.

Belise Kariza who is undergoing such training at Bralirwa says that it means a lot to her to be trained at the company. She appreciates the great opportunity that she has been given. “In this program, a trainee is given various projects all through the year in different departments of Bralirwa, and has the task to manage them from start to end,” Kariza explained.

The objective of the program is to equip the fresh graduate with an overall experience in the different departments and allow top management to determine the graduate’s strengths and weaknesses, hence influencing the candidate in a position that suits his/her strengths and the desired career path.

“I am currently the project manager of Mutzig Gold Tombola and it has been a great professional journey for me from the day this project was launched until the day of the final draw” Kariza explained.

Kariza added that having great mentors since she started working as management trainee has been a great resource for her. “My first project was in the Commercial Department, and the Marketing Manager and the Commercial Director of Bralirwa have been a great inspiration,” she said.

“My target after under-going this program is to be offered a management position that suits my strengths and career needs” Kariza concluded. http://www.bralirwa.com/human_ resources/Management_traineeship.aspx The SERVICEMAG June - August 2010

37

WHERE WE HAVE BEEN & HOW WE WERE TREATED! My New Favourite Restaurant in Kigali

By Sandra Idossou

F

or some reason, I was excited about this new restaurant that opened last year. So my husband and I decided to check out SELECT. I must say SELECT was a memorable experience.

Our first impression was “Wow! Is this in Kigali?” The view was scenic in the night as we sat on the beautiful terrace and looked out. It felt magical!

The decoration was simply in good taste. I find that many restaurant owners concentrate on the food and neglect the décor. Décor contributes a lot to first impressions and should not be neglected. Since I am passionate about interior decoration, I spent 10min going round the restaurant. Everything was just perfect. The blend of the colors; the choice of the furnishing and the lay out of the table; everything was attractively designed and decorated.

When we finally sat down, a charming waiter full of smiles came to take our order. He served the wine as if I was in a palace in France. I am used to waiters filling wine glasses as if it was water. Believe me; the service of the wine, the glass in which it is served gives the drink an exclusive taste.

Service was overall fantastic, with Michel the director being omnipresent, explaining dishes and answering questions. Maybe that is why the staff was so alert. Contrary to what I normally see in most restaurants in town, I didn’t see the staff gathering in a corner to chat while customers were waiting for service.

I ordered for a “Jambonneau with Puree” and the food was delicious.

I just loved the presentation on the plate. I have also known that we “eat” first with our eyes; then with the noses and finally taste the food with our mouths.

This experiencce was so o positive was my experience that I have since recommended this restaurant to many people. Although many complain about poor service in Rwanda, there are some really good places with excellent service.

The only thing I didn’t like is the price…an average of 30.000 frw (more than 50$ per person). But even though I found it expensive; I must admit it was worth it.

Until, I discover a better restaurant in town, you now know where to invite me to the next time you want to give me a treat. sidossou@theservicemag.com

38 The SERVICEMAG June - August 2010

Nakiriwe ku buryo budashimishije muri Hoteli ya Centre St.André (Gitarama) Mu ntangiriro z’uku kwezi, bamwe muri twe twagiye muri hoteli ya Centre St.André iherereye mu ntara y’amajyepfo tuhamara icyumweru cyose.

Kuko byari mu gihe cyo kwibuka jenoside yakorewe abatutsi hoteli yari imeze nk’aho idakora ahubwo barimo bayisana kuko cyari igihe abantu benshi badakunda kuhaza.

Nubwo twari twenyine hose hari ahacu tuhakoresha uko dushaka, twamaze iminsi itatu nta mazi tugira mu byumba, umunsi umwe tubura amashanyarazi, ariko ntibigeze bita kuri ibyo bibazo nkuko bikwiye. Nta mahitamo menshi twari dufite kugira ngo twimukire mu yindi kuko hari ikibazo cyo kubona imodoka yadutwara muri icyo gihe.

Umuyobozi wayo nta wari uhari kugira ngo asabe imbabazi yisobanura kuri icyo kibazo cyari cyabaye.

Serivisi twahawe icyo gihe ni ubuhamya bukomeye! can.strength@yahoo.com Strength Can can.strength@yahoo.com

Nakumatt, Kigali, be true to your brand!

Linda Martha – Kigali.

T

he beauty about competition for the customer is that you can walk away from a business offering unsatisfactory services and try out another.

The beauty about a lack of competition for the business however, is that customers will keep coming back because they have no choices no matter how badly you treat them. I feel that happens a lot in Rwanda. I am forced to go back to a business and pay my money even when I am treated badly because they have the products I want and I have nowhere to walk away to.

I can’t understand for example why Nakumatt with a shop the size they have in Kigali and a claim to good customer service elsewhere cannot improve their service – I guess it is because they know we will always go back for what they have and we cannot get elsewhere.

Let me explain, with a shop in a building where customers cannot push a trolley to the car – the parking lot at UTC is

downstairs in the basement or upstairs and there are no lifts to the parking lot – is it rocket science to know you need to provide carriers? The last time I got someone to carry my bags for me, I had to beg and wait for a long time before someone grudgingly carried the bags to my car. I mean that should be part of the service; why, even the small grocery stores at Remera have attendants to carry stuff to the customer’s car which, please note, is just outside the door in this case.

In Nakumatt however, even when the shop is not busy, the packing attendants will hand you your purchases in a number of bags seeing you are having difficulty carrying them and not even offer to take them for you. I don’t blame the attendants entirely because honestly why can’t Nakumatt management hire people to carry stuff out for customers and while they are at it, teach their packing attendants to pack stuff properly! I have to keep telling them that milk products and meat do not go together but I guess for them they all come from a cow so why not?

The SERVICEMAG June - August 2010

39

Umucuruzi ndashyikirwa w’inyanya ukorera mu isoko rya Kimironkot Byanditswe na Sandra Idossou

N

ubwo abenshi binubira uko serivisi itangwa ndashaka kubagezaho umuntu w’indashyikirwa utanga serivisi ku buryo butangaje akorera mu isoko rya Kimironko.

Maze imyaka ibiri ari we ngurira inyanya. Uwo mugore yitwa Christine Bazarama, ni umwe mu bandi miliyoni. Impamvu ari umucuruzi w’indashyikirwa ni ukubera ibibikurikira.

1) Iyo uje akwakira agusekera neza Inseko ye ni rukuruzi. Iyo ansekeye mpita numva ko yishimiye ko nje mugana. Mba nzi neza ko ntaje kumutesha igihe. Nzi neza ko aha agaciro amafaranga muzanira.

2) Angurisha buri gihe ibintu byiza Usanga Janet ashishikajwe no kumenya ibyo nkeneye.

Ambaza icyo nzakoresha izo nyanya, bityo akanangurisha inyanya akurikije icyo nzazikoresha kandi akazingurisha ku giciro gikwiye. Niba ari izo gushyira muri salade, ampereza inyanya zisa neza kandi zikomeye. Iyo ari izo gukaranga mu nyama angurisha udutomati duto kandi tworohereye.

3) Iyo maze kumwishyura buri gihe aranshimira.

Icyo gihe mpita numva ko ashimiye kuba namuguriye n’amafaranga aribubikuremo. Sinzi neza amafaranga yunguka

kuri buri kiro cy’inyanya mugurira ariko icyo nzi ni uko mba nagize icyo nongera ku nyungu y’uwo munsi.

4) Buri gihe iyo ntashye ansezeraho Hanyuma akansaba kuzagaruka. Icyo gihe mpita numva ko yishimiye ko namuguriye. Iyo mbonye ukuntu yampaye serivisi ku buryo budasanzwe, mpita numva mfite inshingano zo kwigisha uko bakira neza umukiriya abantu bamwe na bamwe cyane cyane abakorera mu biro no mu maduka cyangwa se abakorera umushahara. Izi ni zo mpamvu z’ingenzi zituma mbona ko ari umucuruzi w’inyanya w’indashyikirwa?

Iyo uhawe serivisi idasanzwe n’abayitanga b’indashyikirwa muri Kigali cyangwa mu ntara ujye ubitumenyesha kuri aderesi ikurikira sidossou@theservicemag.com

IRIS GUESTHOUSE

OKAPI HOTEL

KIGALI CITY

It is the second time I have been to Kigali and I still have to come a couple of times more in the next month and a half. There are no big international hotels, and the few out there are very expensive.

One thing a visitor will quickly notice when staying in Kigali is the prices are abnormally high for East Africa. Prices are typically double what is stated in guidebooks.

Well, Kigali really surprised me. The City is clean and more progressive than most other central African cities.

People are friendly, well mannered and ready to serve.

My room overlooked a dingy fire escape/stairwell. The room wasn’t filthy, but was damp, smoky, and aged.

The restaurant had unimpressive food and a depressing atmosphere.

Food is much less of a problem, as several decent restaurants are within a quarter mile’s walk.

Even the drivers are more polite on the road and it is less chaotic. There are a number of top class hotels and really good restaurants.. Visa & Mastercard accepted in most places.

My tip - Don’t listen to what the people say. Come and visit and see for yourself.

K.T Virginia

Mark Naudem, Cape Town, South Africa.

Iris guesthouse is a small (around 21 rooms with an apartment with 2 rooms) very clean place. For a single room you pay $75 or RFW 40.000. This is not cheap but they have free wifi and the rooms are big and comfortable.

They also have hot water The room rate includes breakfast and the restaurant has very good food. And what is more, the staff are nice Tokao - Geneva, Switzerland.

40 The SERVICEMAG June - August 2010

ET AILLEURS

Shei & Enz

Par RHD

C O N S U L T I N G

Le service concerne tous les secteurs mais aussi tous les pays.

Petit tour d’horizon de ce qui se passe ailleurs.

En week end à Bujumbura, me voici pour une nouvelle aventure de service.

Première étape, Bora Bora.

Chemise fleurie rose et blue jean, l’ambiance est décontractée chez les serveurs. Un ton voulu correspondant au pastel de la décoration et au bleu de la plage.

Très affairés, un serveur finit par se diriger vers notre table après qu’on l’ait interpellé 2 fois. Même pas 5 minutes plus tard, il revient avec les commandes de boisson sans avoir eu à noter quoi que ce soit. Mais quand il s’agit de pizza, il dégaine rapidement son stylo et son carnet.

Toujours au pas de course, car le restaurant est plein, il s’acquitte de sa tâche avec sérieux.

Training Marketing Mystery Shopping Recruitment & Staff Outsourcing Image Consult P.O.Box 3425 Kigali RWANDA / 01 BP 4259 Cotonou BENIN / P.o.Box 14536 Accra GHANA info@ sheiconsulting.com www.sheiconsulting.com

A I M I N G AT C O N S I S T E N T P E R F O R M A N C E

SERVICE MAG MARY TH E

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Deuxième étape, Bamboula Club.

Ambiance plus champêtre. A peine installés, une serveuse se dirige vers nous et prend notre commande.

Boulettes et fanta vue l’heure tardive. Car le soir tombant n’aide pas du tout avec les moustiques. « pssst … pssst … psst » Rien à faire, il faut se lever pour aller demander un mosquito. Le plat de boulettes est à moitié entamé mais toujours pas de mosquitos en vue. « pssst … vous avez oublié le mosquito ! Oh pardon, j’arrive j’arrive » s’écrit-elle en courant. Pour revenir quelques secondes après, essoufflée mais avec 2 mosquitos allumés. On va pouvoir terminer les quelques boulettes restantes paisiblement.

Troisième étape, Safari Gate. Au loin, les hippopotames se réveillent bruyamment tandis que le serveur prend notre commande. 24 minutes pour un plat de frites. « C’est un record ici, la plupart du temps, ils sont très lents » me dit une amie.

Apparemment c’est notre jour de chance car toutes les autres commandes seront aussi vite servies. Peut être grâce au zèle du serveur qui court dans le sens propre du terme. Et pour une fois, pas besoin de demander pour avoir un mosquito. rhd_communication@yahoo.com

The SERVICEMAG June - August 2010

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Igihe twarimo dukora ubushakashatsi ku bijyanye n’uko abakiriya banyurwa na serivisi bahabwa twahuye n’umukiriya wanze kugira icyo adutangariza. Impamvu yaduhaye ni iyi” Sinifuza ko abakozi bampaye serivisi bagirana ibibazo n’ubuyobozi bwabo, ni yo mpamvu mpisemo kutagira icyo mbatangariza.”

Uko bigaragara uyu mugabo yahawe serivisi mbi ariko arumva kubivuga bishobora gukururira abakozi ingaruka mbi, ni yo mpamvu yanze kugira icyo abivugaho. Ese ni gute twakumva ko serivisi zarushaho kunozwa kandi duhitamo kutavuga ibitagenda?

Kutavuga niba serivisi wahawe atari nziza si umuco mwiza ahubwo ni ukuba ntibindeba. Iyo ntacyo uvuze ni ukuvuga ko uba wishimiye serivisi wahawe. Ni no kuvuga ko iyo serivisi ikwiye. Ni ukuvuga abakozi nta cyo bahindura cyangwa ngo bavugurure mu mikorere yabo.

Muri iyi minsi mu Rwanda imbaraga zirashyirwa mu konoza serivisi zihabwa abakiriya. Abakiriya benshi 42 The SERVICEMAG June - August 2010

bagomba kumenya ko na bo bafite inshingano zo kugaragaza uruhare rwabo kugira ngo serivisi zirusheho gutangwa mu buryo bunoze.

Gutanga serivisi nziza si inshingano gusa z’uyitanga ahubwo ni n’izuyihabwa. Iyo wowe nk’umukiriya uhawe serivisi mbi ufite inshingano yo kuyanga ukanabigaragaza.

Abenshi muri twe dukunze kunenga abandi ko bakora nabi cyane cyane inshuti zacu n’abavandimwe. Ikibabaje ni uko ibyo nta cyo bihindura.

Abantu bireba bagombye kuba ari bo bafata iya mbere bakavuga niba serivisi bahabwa ari nziza cyangwa mbi.

Iyo serivisi ari nziza twagombye na none gushimira. Icyo ni nacyo gituma abakozi bamenya ko bari mu nzira nziza ko bagomba gukomereza aho. Iyo ushimiye umukozi ni nkaho uba umuteye akanyabugabo.

Iyo utanga serivisi ageze aho arenza ibyo ashinzwe kugira ngo arusheho kudushimisha, twagombye kumushimira. Ntiwakumva ukuntu iyo

ubwiye umuntu uti “ murakoze” cyangwa ukamusekera bitera akanyabugabo abakozi.

Reka tujye tuba imfura dushime igihe baduhaye serivisi nziza. Rimwe na rimwe twagombye gutera indi ntambwe tukegera ubuyobozi bw’ikigo tukabumenyesha ko twishimira serivisi baduhaye.

Kuko gutanga serivisi no kuyakira bireba impande ebyiri, dore ibintu by’ingenzi tugomba kuzirikana:

Abakiriya: Sigaho guceceka. Tanga igitekerezo cyawe uvuge niba baguhaye serivisi yo hasi, iringaniye cyangwa iyo hejuru. Gira icyo ubivugaho,uvuge uko byahinduka kuko bitabaye ibyo ikigo nticyatera imbere.

Utanga serivisi: Tega amatwi abakiriya bawe kandi ushyire mu bikorwa ibitekerezo baguhaye. Tanga serivisi nziza maze abakiriya bawe bakubere ba ambasaderi beza. sidossou@theservicemag.com

Avenue du lac Ihema, PO Box 537 Kigali, Rwanda. Tel: + (250) (0)252573666, Fax + (250) (0)252573802 Email: elgz@rwanda1.com, Website: www.electrogaz.co.rw

OUR VISION “To be the most efficient and customer centric utility company in the region”.

OUR MISSION “To provide sufficient and quality water and electricity to our customers at affordable and sustainable rates that support the socio-economic development of the country.”

OUR CORE VALUES Customer focused services; Commitment and loyalty; Cooperation and teamwork; Integrity and transparency; Efficiency.

RECO&RWASCO CUSTOMER SERVICE t t t t t

Operational call center 24/24 hours – call 3535 Prepayment electricity sale is provided through more than 848 point of sales spread countrywide Water and electricity connection service outsourced countrywide Prepayment Contract Service and Bank Payment Contract Service - for customers who choose to pre-pay for their water consumption Water prepaid metering system

Nzove Water Treatment Plant

PROJECTS t

Electrification projects in line with governmental commitments to supply rural areas with electricity.

t

RECO is installing an optical fibre infrastructure to its grid facilitating a better management of its high and mid voltage grid, improving service and delivery to its customers.

t

Electricity access scale-up roll-out programme(EARP): The Government has set a five year strategic target to increase the electrification rate in the country from the current 9% to 16%. The project will connect 300,000 new customers and service providers to the grid and build 2,500 km of medium voltage lines and 6,000 km of low voltage lines.

t

Kigali City water project: Nzove water treatment plant extracting underground water from Nyabarongo river to compliment Kigali city gradually with an additional capacity of 40,000m3 per day.

Jabana 20 MW Power Plant

The SERVICEMAG June - August 2010

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IMPROVING EMPLOYEE ATTITUDE

by Bea Umwiza

If an employee has a bad attitude, it is important that it be corrected or improved as soon as possible. Sometimes a bad attitude can spread like a virus throughout the workplace and this can be very detrimental to productivity. Here are a few strategies you can use to improve employee attitude.

Bring it to the attention of the employee that they have a bad attitude. You may have to have a meeting or talk with the employee and let them know what your concerns are. In some cases just bringing it to the attention of the employee will cause them to monitor their own behavior and correct it themselves. In other situations you will have to implement some other strategy after bringing it to their attention.

Ask the employee what they are dissatisfied about. Once you know the employee’s concerns you are better equipped to

implement a remedy to the problem.

They could be unhappy with their job, the hours, other employees, management or even the company itself. An employee may want to do another job or they may have been passed over for a promotion.

Thank the employee for their contribution to the company. Give the employee words of encouragement.

Let them know that they are a valued part of the team and you won’t be able to hit the goals and objectives without their contribution. Make it a point to compliment employees who do well before the whole team to encourage a positive attitude.

Get the employee more involved in the day-to-day activities. Let them lead a team meeting, for example.

44 The SERVICEMAG June - August 2010

Sometimes employees don’t feel valued or they don’t feel like they are making a valuable contribution.

Let the employee facilitate a department contest from start to finish. Ask them if they would like more duties and responsibilities or different duties altogether. When they feel connected to the company and the other employees, chances are they will feel like they belong on the team. An employee that has what he or she sees as meaningful work is less likely to have a bad attitude.

Put together an action plan, with input from the employee that addresses every concern and issue. The plan of action should help the employee deal with all the issues that affect their behavior.

The supervisor should meet with the employee on an established basis for follow-up to see how things are going.

When an employee sees that a company is taking a sincere interest in their wellbeing, they will sometimes change their attitude for the better.

Tips & Warnings Make sure you are accessible to your employees on a regular basis.

Some employees will have a bad attitude no matter what you do. You may have to terminate an employee if their attitude is affecting their productivity and keeps them from hitting goals and objectives consistently. bumwiza5@yahoo.fr

P A

H O T O D A M

G R A P H S C O T

L

Y T

L’importance De La Formation Dans La Qualité Du Service

a qualité de service ne s’acquiert pas par magie, elle se travaille, se développe, s’intensifie. Un travail de longue haleine qui nécessite un suivi permanent de part et d’autres.

La notion du « client Roi » est dépassée. Car le client « Roi » était un client satisfait, tout simplement. Aujourd’hui, un client seulement satisfait est à la merci d’un concurrent plus habile que vous. Il lui en faut plus !

Il nous faut donc dépasser le client roi pour atteindre le client enthousiaste.

Par K. Ezéchiel OUEDRAOGO

Le client enthousiaste est celui qui vous défend, qui vous recommande, et qui devient … votre agent commercial. Gratuit en plus !

Il ne suffit plus de satisfaire le client, il faut l’enthousiasmer, il faut qu’il puisse s’exclamer: « waouh, quelle qualité du service excellente ! » C’est seulement à ce moment que vous aurez réussi.

Pour réussir une telle qualité du service il y a bien sûr plusieurs dimensions. Mais la dimension humaine ensemble des qualités professionnelles, techniques, morales et psychologiques - que le collaborateur offre aux clients internes et externes, est la plus importante.

La strategie est établie par l’homme, qui la met en œuvre à travers l’organisation, qui utilise de façon efficace le materiel mis à sa disposition, qui operationalise les procédures conçues pour The SERVICEMAG June - August 2010

45

des capacités par chaque session de formation.

Ce processus peut se décrire en cinq grandes étapes :

L’importance accordée à la formation ne se limite pas au budget accordé mais relève surtout de l’intérêt que met l’organisation dans le processus aboutissant à un réel renforcement des capacités. exécuter de façon efficiente le travail demandé et enfin qui communique avec les clients, fournisseurs, partenaires en externe.

Malheureusement, trop souvent, nous entendons des managers se plaindre, « mes collaborateurs sont nuls et incompétents, ce sont des paresseux et des inutiles.» Mais comme le disait un de mes amis consultant « si en tant que managers, nous avons des collaborateurs nuls et incompétents, nous devons nous considérer comme le chef des incompétents c’est-à-dire le premier des incompétents » Il est souvent très choquant de voir le rapport entre les investissements en equipement des entreprises et leur budget alloué à la formation (parfois non utilisé à la fin de l’année.) On accuse la continuité du travail et on demande au personnel de se faire former les week ends ou après les heures de travail.

C’est dire l’importance que les dirigeants d’entreprises accordent à la formation.

Et pourtant, il y’a une corrélation directe entre la formation et la performance des collaborateurs.

L’importance accordée à la formation ne se limite pas au budget accordé, ni même aux nombres d’heures de formations effectuées, mais relève surtout de l’intérêt que met l’organisation dans le processus aboutissant à un réel renforcement

46 The SERVICEMAG June - August 2010

La définition des véritables besoins de formations. La formation doit venir en réponse à un besoin clairement identifié par le management, le futur participant et le département des ressources humaines.

Les besoins de formation découlent donc d’un système global de gestion de la performance incluant un vrai système d’évaluation périodique des compétences de vos collaborateurs.

Ainsi vous pourrez voir les écarts de compétence (écart entre les compétences attendues d’un collaborateur et ses compétences réelles.).

La formation aura pour objectif de combler ces écarts de compétence, ce qui donne un objectif clair et vérifiable à l’action de formation.

Le choix du prestataire de la formation.

Une fois les besoins clairement définis, le choix et la discussion avec les prestataires possibles deviennent plus aisés.

Si la formation est stratégique, alors vos prestataires de formation doivent être des partenaires stratégiques. Pour que, à long terme, ils vous accompagnent dans la réalisation de votre vision.

Le choix d’un tel partenaire devient donc très important et ne saurait se baser uniquement sur le critère de prix, ni se limiter à un contrat de prestation de service non stratégique.

Une sérieuse analyse de la compétence du prestataire de formation doit être faite, en ayant à l’esprit le caractère stratégique de cette activité.

La réalisation des actions de formation.

A chaque fois que les managers, eux-mêmes, se sont impliqués avant, pendant et après les actions de formation, ces formations ont eu un impact plus important.

Car l’attitude du manager durant la réalisation des actions de formation envoie plusieurs messages aux différents acteurs :

A. envers les participants à la formation cela démontre l’importance accordée à cette formation et donc le niveau des attentes post-formation B. envers la direction des ressources humaines, cela marque l’importance stratégique accordée à cette direction et produit une plus grande motivation à réussir les actions de formation.

C. envers le prestataire, cela souligne que les attentes de votre entreprise sont au niveau stratégique même de votre organisation et pousse davantage votre prestataire à donner le meilleur de luimême.

L’évaluation de chaque action de formation : si les trois premières étapes sont suivies alors l’évaluation de l’action de formation n’est qu’une conséquence logique réclamée, à la fois par la direction générale, la direction des ressources humaines et le prestataire soucieux de savoir si l’action de formation a atteint les résultats souhaités.

Mais cette évaluation ne mesurera que les objectifs pédagogiques et d’enseignement, c’est-à-dire la bonne application de la méthodologie et l’assimilation des concepts enseignés.

Le suivi post-formation : la formation ayant pour objectif le changement de comportement professionnel positif, un suivi post-formation s’avère indispensable pour vérifier que de nouveaux comportements professionnels sont adoptés et perdurent.

Cela nécessite un suivi quelques semaines après la formation mais aussi quelques mois après. C’est dire que le travail de la direction des ressources humaines ne s’arrête pas uniquement au cocktail de fin de formation mais doit se poursuivre pour s’assurer de la pertinence de l’action de formation.

Et selon cette pertinence, de nouvelles actions de formation seront entreprises, soit pour répéter le succès dans d’autres départements, soit pour compléter par d’autres formations …

Et le cycle recommence.

Ezechielo@opty-rh.Com

VOUS AVEZ DIT GESTION DE PLAINTE

Par Lena MILITISI Une bonne soirée qui tourne au drame. Un dîner qui restera dans les annales avec à la clé un téléphone perdu mais surtout un service à la clientèle qui loin d’aider ne fait qu’augmenter la hargne.

Nous voilà, un jeudi soir, 5 joyeux drilles à inviter, une nouvelle arrivée sous le ciel clément de Kigali, petite soirée entre nanas à lui vanter les vertus de notre cher et beau pays. Nous jetons notre dévolu sur un restaurant nouvellement établi à Nyarutarama, “Le Château”, ayant une vue imprenable sur un petit lac bien sympathique. Après moult péripéties, dont je vous ferai grâce, sur le service plus que moyen, nous voilà parties, laissant le restaurant presque désert à 1 table près, vers 23h15.

Arrivée a la maison, une dizaine de minutes plus tard, il m’aura suffit quelques minutes pour m’apercevoir que j’avais oublié mon portable au restaurant, l’ayant utilisé la dernière fois là-bas. Connaissant les propriétaires du restaurant je m’endormis du sommeil du juste.

A la première heure du vendredi matin, ne voilà-t-il pas que j’appelle la direction du restaurant leur signalant presque d’une voix contrite mon malencontreux oubli. J’eus une réponse des plus évasives bien que polies. Ayant rappelé 2 heures plus tard, et n’ayant toujours pas trouvé satisfaction, me voici me dirigeant d’un pas énergique vers le restaurant pour m’entendre répondre par le même serveur qui nous avait servi la veille, d’un

ton à peine poli, qu’il ne se rappelait pas avoir vu un quelconque téléphone et …d’un ton presque narquois, me demanda d’aller chercher ailleurs ! Me voilà entrain de vociférer littéralement vers la direction, qui d’un ton tout aussi nonchalant, me répondit que rien n’avait été retrouvé!

Le pourquoi du comment Je ne m’arrêterai pas là et ne m’avouerai pas vaincue. Après avoir appelé un des associés, qui m’a promis de poursuivre cette affaire (j’attends toujours d’ailleurs…), mon téléphone est en voie d’être retrouvé grâce au super customer service de MTN…chuuuut enquête en cours !

En effet, après avoir déclaré le vol à la police de Remera, j’ai enregistré ma plainte à MTN. Les agents n’ont eu de cesse depuis ce jour de me tenir au courant des développements de l’enquête. Quels gens charmants!

Bref, tout ceci pour dire aux tenanciers de ce nouvel établissement, qu’au delà de mon vieux téléphone (auquel je tiens pour des raisons sentimentales), recevoir et gérer les plaintes des clients mécontents vous aider à améliorer votre boîte.

Pourquoi est-il si important de gérer les plaintes?

Les réclamations sont une source de renseignements pour les entreprises et vous aident à détecter les problèmes en amont. Qui sait, peut-être avez-vous une bande de voleurs parmi vos serveurs ? Et cela nuira gravement, plus tôt que tard, à la réputation de votre établissement.

Une réclamation bien gérée transforme l’attitude d’un client mécontent. J’aurai eu le sentiment d’avoir été écoutée, je ne me serai pas embêtée à poursuivre cela, alors que là, je suis prête à n’importe quoi…jusqu’au recours judiciaire!

Dans un contexte de compétition tel que pour les restaurants, avec une réclamation bien gérée, la relation avec le client ne s’arrêtera pas et donc continuera à générer des revenus pour l’entreprise. Vous venez certainement de perdre une quinzaine de clients…

Le Bouche à Oreille: une résolution réussie génère une publicité positive (sans besoin de budget pub) et surtout dans notre contexte local!

Et merci à l’équipe du Magazine du Service de nous aider à joindre notre voix au concert des déçus du service de Kigali. mililena@yahoo.fr The SERVICEMAG June - August 2010

47

Le Quotidien D’un Employe Par Hubert Rutage Ruzibiza

« Le client est roi », l’adage est célèbre. Mais il n’est pas toujours facile de vivre ou de survivre avec une telle responsabilité. Du matin jusqu’au soir, sans parler des problèmes personnels, autant de poids à supporter mais toujours avec le sourire.

Il est exactement 7h50 à ma montre, j’hume la fraîcheur et l’air pur qui envahissent mes poumons et me gonflent à bloc d’oxygène, c’est alors que je passe le seuil de la porte de la banque, un nouveau moi jaillit du fond de mon âme. En effet, je rentre en scène! Ce rôle, sur cette scène qui est mon lieu de travail, que je joue tous les jours où je suis l’acteur principal. Les yeux sont rivés sur moi! « Bonjour Sarah! Bonjour Gérard ! Comment ça va aujourd’hui ?

Comment va la famille? Tout se passe comme vous voulez? » Tout exalté rien qu’à l’idée de relever les défis de cette journée, je ne peux m’empêcher de mettre de l’ardeur dans ma manière de marcher. Je presse le pas, décidé, comme si j’avais la force d’Attila le guerrier.

Certains clients sont plus commodes que d’autres mais peu importe, la règle d’or est que le client est ROI. 48 The SERVICEMAG June - August 2010

Il est exactement 8h00. Ainsi la journée commence. Les premiers clients arrivent, certains sont plus commodes que d’autres mais peu importe, la règle d’or est que le client est “ROI”. D’ailleurs c’est grâce à lui que j’ai un salaire tous les mois. Si je ne donne pas le meilleur de moi même, il décidera tout simplement d’aller ailleurs autrement dit … chez la concurrence. Donc, pour moi, le client est ROI!!!! « On a, en effet, tendance à oublier la raison pour laquelle notre institution est sur pied. Le fait est que nous avons des clients qui nous font confiance, il est donc impératif que nous honorions notre promesse

faite à nos clients. » Rester zen malgré tout Quelques heures ont passées.

J’ai effectué quelques opérations pour des clients, quelques lettres de crédits on été ouvertes pour des entreprises, j’ai du en appelé d’autres pour faire un suivi sur leurs demandes de taux de faveur pour leurs transferts à l’étranger et aussi pour relancer ceux qui sont en contentieux.

Je me suis plutôt bien débrouillé car une grande partie de ce travail se fait au téléphone, les clients négocient, d’autres moins sociables sont d’une extrême froideur. Par conséquent, le ton de ma voix joue un rôle très important, je ne peux en aucun cas prendre un ton qui presse la fatigue, l’ennui et le désarroi tant bien même que j’ai mille et un problèmes dans ma vie privée.

C’est à peine si j’ai le temps de souffler, voici que je reçois un appel d’un client concernant les taux de change. Je n’ai même pas le temps de lui répondre qu’un autre client se présente dans mon bureau. Sans parler des documents à signer que le coursier vient de me déposer. Et pour en rajouter, ma collègue me demande une explication. Ça ne se voit pas que je suis au téléphone en train de servir un client ? Tout est réuni pour faire monter mon stress.

Mais quand même quelque peu aguerri, je me calme, esquisse un sourire et reprend le dessus sur les évènements, pour pouvoir servir au mieux le client.

« Il faut dire que le stress est contagieux, et que le calme, la respiration, la positive attitude sont les armes pour le combattre. Et que même si un client vient énerver, en restant calme, vous l’amenez à réajuster son ton, et à calmer la tension qui a, ou aurait, pu s’installer. »

Le service inclut aussi l’ambiance interne Nous sommes déjà en fin de journée, la position du jour en terme de vente et d’achat de devises doit se faire minutieusement car la fameuse Banque National l’attend ainsi que notre comité interne de trésorerie.

S’oublier et rester concentré Il est midi. Enfin l’heure de la pose.

C’est un moment de la journée que l’on aime tous car on retrouve des amis, des collègues autour d’un repas. En général, je prends un café, comme ça, j’enchaîne l’après-midi sans aucun souci de fatigue.

De retour au travail, je revois les quelques dossiers en suspens, reçois quelques clients qui veulent des informations, etc. Cependant, c’est comme si une sorte de routine s’installait. Tout à coup, une pensée m’assaille : c’est bientôt la rentrée des classes et je n’ai toujours pas reçu mon prêt personnel qui m’aidera à faire face à toutes ces dépenses.

La crise financière fait que mon taux d’intérêt sur mon crédit « maison » a augmenté, aussi je vois mon budget mensuel réduit. Cela ne m’arrange en rien ! Je suis devant mon ordinateur mais absent, plongé dans mes idées sombres. J’essaye de me concentrer mais c’est quasiment impossible. Je décide donc de me lever et me dirige vers les toilettes, je me rince le visage histoire de me rafraîchir un peu et reprendre du poil de la bête. « Il est évident que nous avons tous nos problèmes mais l’obligation de rester professionnel et à l’écoute du client fait que nous devons toujours rester maîtres de soi, donc de ses émotions. Par conséquent, à partir du moment où l’on entre dans son lieu de travail, il faut laisser ses problèmes personnels à la maison, avoir une positive attitude, pour enfin entrer totalement dans son rôle.»

Vous imaginez bien qu’aucune faute ne doit être faite donc malgré la longue journée.

Nous avons une tolérance zéro concernant les erreurs. Ceci terminé, je jette un coup d’œil à ma montre, il est 19h45. Je rentre fatigué, certes, mais fier car j’ai tout fait pour satisfaire mon employeur c’est-à-dire le client. De plus, l’ambiance entre collègues est malgré tout excellente.

« Rappelons-nous que nos collègues sont aussi considérés comme des clients internes et on devrait avoir la même attitude envers eux qu’envers nos clients. De plus être proactif, avoir une positive attitude, être à l’écoute des autres, être prêts à servir sont des qualités qui suggèrent une force d’esprit. Une fois ancrée en nous, cela nous ouvre bien des portes et nous aide à déplacer des montagnes.»

Je jette un dernier coup d’œil sur mon agenda pour mes rendez vous du lendemain, je range mes affaires, éteins mon ordinateur.

Demain est un jour nouveau, j’essaierais d’être encore meilleur qu’aujourd’hui. « Réajuster son tir est très important car pour arriver à l’excellence, cela nous demande un exercice quotidien. » Au revoir Sarah !! Au revoir Gérard !!!A demain tout le monde et passez une bonne soirée. rutage@hotmail.com

BYAVUZWE N’ UNDI “Abakozi bacu tubafata nk’abatumirwa bakomeye mu munsi mukuru twe tukaba abasangwa. Mu mirimo yacu ya buri munsi buri serivisi duha umukiriya tuyifata nk’ikintu cy’ingenzi tugahora tugira icyo tuyinozaho”.

Jeff Bezos Founder Amazon.com ” Umukoresha wacu ni umwe, ni umukiriya wacu. Kandi ashobora kwirukana buri wese mu kigo cyacu kuva ku muyobozi mukuru kugera ku mukozi wo hasi iyo yigendeye akajya kugurira ahandi.”

- Sam Walton “Imishahara ntitangwa n’umukoresha, icyo akora ni ukuyitunganya, ni umukiriya uhemba abakozi”.

Henry Ford “Umuntu udashobora guseka ntashobora gufungura iduka”.

Umugani wo mu bushinwa

Read The ServiceMag Online www.theservicemag.com The SERVICEMAG June - August 2010 49

Uburyo Budasanzwe Mu Guha Umukiriya Serivisi Nziza Byanditswe na Sandra Idossou

M uri iki gihe usanga kwakira neza umukiriya ari ikibazo kandi nkunda gutangazwa n’uko abakozi benshi batumva neza impamvu abantu binubira serivisi babaha.

Akenshi bakunze kwisobanura bagira bati” uku dukora ni ko byahoze kandi ntacyigeze gihinduka”. Mu yandi magambo ni ukuvuga ngo mu byukuri abantu benshi ntibumva impamvu abantu bahora bijujutira serivisi mbi.

Nasanze abantu benshi badatanga serivisi nziza kuko baba batazi icyo guha serivisi nziza umukiriya bisobanura mu byukuri. Iki gihugu mbere nticyigeze kirangwamo umuco w’amapiganwa bityo ugasanga abantu barakuranye umuco wo kumva ko ari umukiriya uba ubakeneye ko atari bo baba bamukeneye.

Abenshi usanga nta bumenyi bafite ku guha serivisi nziza umukiriya. Urugero ni nk’iyo abakiriya binubira ko serivisi idatangwa vuba, ugasanga abenshi batarigeze babona aho batanga serivisi ku buryo bwihuse. Usanga hano hari umuco wo kugenda buhoro utiterura.

Hano nta muntu wihuta ni yo mpamvu abantu badashobora kwiyumvisha impamvu abakiriya bijujuta.

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Byongeye kandi usanga abantu benshi cyane cyane abanyarwanda basobanura ko umuco nyarwanda udafite akamenyero ko guha umukiriya serivisi nziza. Ku giti cyanjye ibyo sinabyemera na gato. Dushobora guhindura uwo muco niba buri muntu wese afashe icyemezo cyo guhinduka mu mikorere y’akazi ke. Buri muntu nahinduka ku giti cye mu mikorere bizakwira hose maze abantu bongere umuvuduko mu byo bakora. Iyo mikorere ni yo izahindura ibintu bikarushaho kuba byiza.

Tugomba kumva ko kwakira umukiriya neza atari uburyo dukora ahubwo. Ni uko twifata.Kuvuga ko ikigo runaka gifite gifite inzego zitandukanye zikora ntibigaragaza ko giha umukiriya serivisi nziza, ahubwo bigaragazwa n’uko witwara. Ibi bigaragazwa n’ibintu bitatu bikurikira: A- Imyifatire B- Imyitwarire C- Ubushobozi Akenshi gukora neza bitanga umusaruro bituruka ku guhindura imyumvire n’imitekerereze. Gutanga serivisi nziza bibanzirizwa no guhindura imyumvire.

Birashoboka kandi biroroshye gutanga

serivisi nziza! Icyingenzi ni uko dusubiza amaso inyuma tukareba amahame yagenderwagaho mu myaka icumi ishize.

Nitwakira neza abakiriya bazishimira serivisi tubahaye kandi banamamaze ibikorwa byacu. Ibyo bizatuma turushaho gutera imbere no kongera umusaruro?

Dore ibintu by’ingenzi bizadufasha mu guha abakiriya bacu serivisi nziza 1. Ibibazo ufite imuhira bisigeyo ntubizane aho ukorera Ugomba kumenya kutagaragaza ibibazo ufite mu mutima wawe. Si byiza kugaragariza umukiriya ko ufitanye ibibazo n’umugore wawe, umugabo wawe, abana, nyir’inzu ukodesha, abo mu muryango w’umugore wawe, ko hari ibihe bitameze neza n’ibindi.. igihe uri ku kazi cyangwa se mu iduka ugomba kwita gusa ku mukiriya wawe.

2. Ugomba gusuhuza abantu ubishimiye kandi ubasekera Ibi bigaragaza ko unejejwe no kwakira uwo mukiriya. Abinjiye bose mu iduka ryawe ugomba gukora ku buryo muhuza amaso. Ntugomba kwiyicarira ngo ubakanurire nk’aho utunguwe n’uko uwo mukiriya yinjiye mu iduka ryawe, ku meza ucururizaho cyangwa mu biro.

Jya umusekera umwakire umubwira uti: “ Karibu, murifuza ko mbafasha iki?” ukagerageza kubivuga mu kajwi koroheje.

3. Tega amatwi umukiriya akubwire icyo akeneye.

Ibyo bisobanura ko ugomba gutega amatwi umukiriya akakubwira icyo akeneye. Niba utumvise neza icyo uwo mukiriya akeneye, bimubwire agusobanurire. Nta kibi rwose uzaba ukoze numubwira ko utumvise icyo yakubwiye. Ntiwihute ngo ukekeranye.

Subiramo ubwire umukiriya ibyo wumvise. Nta kosa uzaba ukoze nubwira umukiriya ko utumvise ibyo yakubwiye.

4. Kora vuba kandi umuhe serivisi vuba Jya unyaruka mu byo ukora byose ugaragaze ukorane umurava. Ereka umukiriya ko ataje kukurogoya cyangwa kugutesha igihe. Mwereke rwose ko uhari n’umutima wawe wose ubundi unyaruke. Sinkubwiye ngo ujye wiruka icyo nkubwiye ni ukugira ubwira igihe uhereza umukiriya icyo yagusabye.

5. Kurangwa n’imico wo yo gukora umurimo unoze Urugero twatanga ni nko kuganira kuri telefoni igendanwa igihe umukiriya agutegereje ari imbere yawe cyane cyane iyo ibyo biganiro kuri telefoni bitavuga ibintu byihutirwa. Si byiza gutera ibiparu n’incuti zawe igihe umukiriya agutegereje ngo umuhe icyo yagusabye. Ntukarebe umukiriya wawe hasi ku maguru bitewe n’uko yambaye.

Ntukavangure abakiriya. Abakiriya bose binjiye iwawe ugomba kubakira neza.

6. Kwereka umukiriya ko umwitayeho Nufata umukiriya nk’umuntu waje kukurogoya cyangwa uje gutuma utirangiriza igitabo cyangwa ikinyamakuru wisomeraga, icyo gihe serivisi utanga ntizizitabirwa n’abakiriya igihe kirekire. Abakiriya iyo baje bakugana baba bifuza ngo ubafashe kubona icyo bifuza, baba bashaka ko ubafasha ubamara ubwoba, impungenge, ugushidikanya bashobora kugira ku gicuruzwa cyangwa kuri serivisi ubahaye.

7. Kwishyira mu mwanya w’umukiriya kugira ngo umwumve.

Gerageza kwishyira mu mwanya w’umukiriya kugira ngo umenye neza ibyo akeneye. Ni byo koko mufite amategeko mugenderaho ariko ugomba kumenya ko umukiriya agukeneye ngo umwumve. Akenshi usanga umukiriya adakeneye ibintu byose ahubwo iyo

abantu bashobora kwibagirwa ibyo wababwiye, abantu bashobora kwibagirwa ibyo wabakoreye ariko ntibashobora kwibagirwa uko wabafashe byabagiye ku mutima byabashimishije cyangwa byabababaje

abuze icyo yifuzaga uba ugomba kumushakira igisubizo cyasimbura icyo yifuzaga yabuze. Niba icyo yagusabye kidahari ushobora kumurangira ahandi yagishakira. Si byiza kumuhakanira ko kidahari utamurangiye ahandi yagishakira.

8. Kubahiriza ibyo wasezeranyije Ntugasezeranye umukiriya icyo utari bumukorere. Urugero niba wasezeranyije umukiriya ko uribumuhamagare, ugomba kubyubahiriza, kabone n’iyo waba utararangiza ibyo yagusabye. Niba ugomba kohereza fagitire ku itariki runaka, gerageza ubyubahirize.- Bikore!

Kabone n’iyo waba ubamenyesha ko bitaribushoboke. Gerageza kuba inyangamugayo. Ntukagire icyo usezeranya umukiriya udafite cyangwa utakora, musobanurire ko bidashoboka ahubwo umwereke icyasimbura icyo yagusabye.

9. Ugomba kurangwa n’ikinyabupfura Mubwire utugambo two kumwinginga cyangwa kumushimira ndetse no kumuha ikaze. Utwo tugambo tworoheje tumugera kumutima kurusha kumureba ntacyo umubwiye. Niba ubucuruzi bwawe buciriritse ariko ukaba wakira umukiriya neza kurusha abacuruzi bacuruza ibintu byinshi bitandukanye mu mujyi, birashoboka rwose ko watera imbere vuba vuba ukanabarenga.

Abaguzi benshi bishimira kwakirwa neza mu kinyabupfura.

10. Gukemura ibibazo abakiriya bijujutiye.

Ni ngombwa kumenya ko umukiriya mwiza ashobora kukuzanira abandi bakiriya bashya batanu naho umukiriya wakiriye nabi abibwira abandi icumi.

Aho rero wakora imibare ukareba uko ushobora kubihomberamo ukareba ikiruta ikindi. Iyo hari ibyo abakiriya binubira, shaka igisubizo mu maguru mashya. Kwihanganisha abakiriya si byo bikemura ibibazo binubira.

Tera intambwe ifatika mu gukemura ibyo bibazo kandi ukurikirane ko byakemutse. Ntukirengagize gusubiza ubutumwa bwo kuri interineti cyangwa ngo wange kwitaba telefoni kabone n’iyo yaba itagushimisha.

Maya Angelou agira ati: “ abantu bashobora kwibagirwa ibyo wababwiye, abantu bashobora kwibagirwa ibyo wabakoreye ariko ntibashobora kwibagirwa uko wabafashe byabagiye ku mutima byabashimishije cyangwa byabababaje.” Niwongera intambwe mu gushimisha abakiriya ubakira neza unabaha serivisi nziza, bazahora bakwibuka kandi bakubere abakiriya b’indahemuka. Ujye wibuka ko ijambo rivuye mu kanwa ari ryo rigira imbaraga mu kwamamaza serivisi utanga.

Kora ku buryo abakiriya bawe bakubera ba ambasaderi uzibonera umusaruro uzageraho! sidossou@theservicemag.com

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THE LAUNCH

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Après plusieurs mois de préparation et un vrai parcours de combattant, le premier numéro de notre magazine a pu être dévoilé au grand public au cours d’un cocktail le 25 mars 2010 au Serena Hotel. Une occasion pour les 15 sponsors de se retrouver et surtout de réitérer leur engagement dans l’amélioration du « Customer Care ». Un objectif et une initiative hautement saluée par Clare Akamanzi, Chief Operating Officer de la RDB. C’est donc en grandes pompes et surtout avec un large sourire que les sponsors et les invités ont porté un toast pour ce magazine éducatif disponible en 3 langues et distribué gratuitement dans tout le pays. Une première ! Et pour un projet pionnier et jugé parfois de « fou », on ne peut que souhaiter le meilleur à ce magazine d’un genre nouveau.

R U O P T S A TO

Mais pour l’heure, découvrez en images, les coulisses de cette soirée de lancement très particulière, toujours dans la joie et la bonne humeur !

SERVICEMAG THE

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