1. BANKSETA FINDINGS OF CUSTOMER SATISFACTION SURVEY 2002 Prepared by DMSA Data Management and Statistical Analysis

2. Sample Composition

3. B. Compliance Grants

5. Findings on Compliance Grants Effectiveness and efficiency of process is very good Due dates align with only 50% of sector’s training and development needs – could be investigated by BANKSETA 71% feel there should be provision for revised workplace skills plans The majority (78%) are happy with annual reporting. Suggestions for improvements were: –Align occupational categories to the EE occupational categories. –Influence the DoL to align with the WSP year with the calendar year as this is how training is planned –Arrange continuous follow up training for SDF's –Pay a personal visit to our company and take us through the process

6. C. Sector Grants

7. Findings on Sector Grants While 51% believe the sector grants allocated have been relevant and beneficial to the broader banking industry, 49% are not sure of this. Suggests an opportunity to better communicate the relevance of sector grants allocated. May be an indication that companies are less aware of the needs of the sector than they are of their needs as a company. More ‘community mindedness’ can be facilitated by BANKSETA.

9. Suggests that respondents feel that larger bodies should have greater access to sector grants than smaller bodies. Only 15% believe that individuals should be able to access sector grants.

10. Respondents’ top three priorities in terms of the allocation of sector grants were, in decreasing order: –Investors in People (81% of respondents), –Training for designated groups (51% of respondents) and –Generic Sector Training (39% of respondents).

11. D. BANKSETA’s Cost Effectiveness 75% of respondents agreed that the outsourcing of non-core functions is an effective strategy. Recommendations on how to improve BANKSETA’s business model were: –The National Skills Development Strategy needs to be revisited as well as representivity in the structure of BANKSETA and its Council. –Companies that do business other than banking but fall under BANKSETA still have a problem fitting in.

12. E. Information Systems

14. Use of the online SMS was high. 69% have made use of the system. 82% of these respondents found it easy to use There is room for improvement in the speed, as a lower 64% found it fast enough

16. Findings on Information Systems Mixed feelings about whether more people should be able to view the SMS but a stronger tendency to disallow more extensive use. Some of those proposed as additional viewers of the SMS were: –Payroll colleagues who have to pay the levy –HRD specialists who are closely involved in the WSP and Implementation Report for their area of responsibility –Internal non-registered SDF's and senior management –The Remuneration Head –Financial Director / Manager Training Manager Most believed that any new features should be implemented within one year.

17. F. Research Projects Low awareness suggests room for alternative communication strategies around research findings More positive responses regarding the accessibility of research findings suggest that while they feel the findings are available, they are not being proactively provided with relevant research findings.

20. BANKSETA can take advantage of this positive response. To improve communication, BANKSETA could communicate in a more targeted manner, ie. communicating to the different sectors only the research findings relevant to them.

21. G. Quality Lifelong Learning

28. Findings on Quality Lifelong Learning Overall, very positive responses to BANKSETA’s contribution to QLL suggest that the grant system stands to be effective in meeting long term strategic objectives. A high percentage (44%) do not appear to know whether the NQF is well designed to support QLL. This may suggest a need for education in this regard. Management and leadership skills were prioritized for development, followed by IT and Sales and Customer Service skills. Recommendations on how BANKSETA could add additional value to the promotion of QLL: –Running workshops on this subject, and –Ensuring that the standard and value of training programmes meet certain minimum requirements.

29. H. SMME Development

32. Findings on SMME Development Where training was not accessed, it was primarily due to low awareness. There appears to be a need for further communication in this regard. Most preferred learning in a workshop and classroom format. However, 24% expressed a preference for e-learning. In terms of additional services, –61% said they would use a needs analysis tool. –51% were interested in a training system, and –37% were interested in an HR management support system.

33. I. Learnerships

35. Findings on Learnerships Those who did not participate gave reasons such as the following: –They did not have information or did not have adequate awareness –Their companies are too small –Some have applied for funds to develop a learnership for next year or are looking at learnerships in the medium to long term –Some have been going through major change such as restructuring –The nature of learnerships offered are not relevant to all businesses One comment expressed a significant lack of awareness and a need for someone from BANKSETA to visit and sit with them to explain relevant issues.

36. J. Investors in People

38. Findings on IIP 66% understand the role of Investors in People, but of these, only 51% believe BANKSETA should adopt the IIP standard, with the remainder not being sure. Opinions on BANKSETA’s role in terms of IIP: –Act as a watchdog - 56% –Provide financial support - 51% –act as a licensing body - 41%

39. K. NQF/SAQA

41. Findings on NQF/SAQA 71% feel BANKSETA is being effective in supporting the development of qualifications and unit standards. 76% believe BANKSETA is doing enough to promote the NQF/ SAQA. There were mixed feelings regarding the linking of skills planning to NQF levels, with 51% responding positively. This may suggest lack of confidence in the basis upon which NQF levels are determined.

42. L. Skills Development Department

45. Findings on the Skills Development Department While 78% believe that the Skills Development Department communicates effectively, this was lower than last years response Positive responses for this year were also lower for –handling queries –the provision of helpful guidelines on workplace skills planning and implementation –The provision of useful information in the newsletter

46. M. Call Centre

48. Findings on the Call Centre The frequency of use of the call centre has decreased since last year A lower percentage than last year find the Call Centre helpful

49. N. Website The frequency of accessing the website has decreased since last year

50. Respondents found the information they were looking for less often than last year. As with the newsletter, it is likely that as respondents have become more au fait with the issues, they may well have more specific information requirements.

51. o. Overall Service Delivery

56. Findings on Overall Service Delivery Findings on overall service and delivery were very positive and suggest that BANKSETA is providing excellent customer service. The impression of overall service offered by BANKSETA has increased of the previous year’s high base, with 59% rating the service as excellent. Perceptions of overall delivery have also improved. The perceptions of BANKSETA’s effectiveness have improved slightly off a very high base. Perceptions of regular updates provided by BANKSETA are still good, if somewhat lower than last year. BANKSETA’s industry knowledge is seen as very good or excellent by an impressive 87% A significant finding is the positive response of 68% of respondents who feel that BANKSETA is able to contribute to their business. This does not differ markedly from last year.

57. P. Future Strategic Direction 71% agreed or strongly agreed that BANKSETA should serve the broader financial services industry. 76% felt that BANKSETA’s current skills levy process should be retained in the future. 73% felt that all Seta’s should not merge into a single body, with the remainder being ambivalent. Comments that explained this resistance were: –BANKSETA has a deserved reputation for excellence. If setas merge this will be diluted. –Industries have different needs and require setas that are close to it. –Saqa is too small and too far, and therefore not effective. The same should be avoided with BANKSETA

58. General Comments “The micro finance sector is a new challenge for BANKSETA and I would like to see this sector of BANKSETA activities to develop even further to support this new player in the market.” “As a Company we would not have achieved what we have without BANKSETA's support, service and excellent website.” “In general, BANKSETA renders services that are really a guiding hand” “Due to circumstances, the company has not made use of the services and information from BANKSETA, although when they have contacted us I have found them very efficient and willing to be of assistance.” “Just need more attention; to help me and guide me.” “BANKSETA certainly sets the standards!”

59. Recommendations 1.Encourage leverage of compliance to a strategic level –Many ‘neither agree nor disagree’ responses indicate low level of involvement –Focus on more educational initiatives to communicate the ways in which organizations could take advantage of more strategic developmental benefits 2. Proactive communication of value adding services –Relatively low awareness of value adding services offered by BANKSETA, eg. research –Viable alternate media options should be explored. 3. Provision of tailored and more specific information –Quality, range and nature of information should be inspected internally –Customers’ information needs should be identified based on trends in queries received and issues known to be facing the industry 4. Promotion of BANKSETA’s customer satisfaction record –This could encourage apathetic organizations, who have not had a high level of interaction with BANKSETA, to now do so!