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BANKSETA FINDINGS OF CUSTOMER SATISFACTION SURVEY
2002
Prepared by
DMSAData Management and Statistical Analysis
Sample Composition
Figure A2: Indicate the number of employees in your organisation
8 8
42 42
5
34
15
46
0
20
40
60
80
100
0-5 6-10 11-50 51-150 150+
Number of employees
Pe
rce
nta
ge
(%)
2001 (n=45) 2002 (n=41)
Figure A3: Indicate your level in the organisation
14.63
80.49
4.88
0
20
40
60
80
100
Professionals Management Clerical AssociateProfessionals
Level (n=41)
Pe
rc
en
tag
e (
%)
B. Compliance Grants
Figure B1a: I receive the funds Timeously
11.1
66.7
16.75.6
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response (n=36)
Pe
rc
en
ta
ge
(%
)
Figure B1b: The process of claiming is clear and easy to follow
22.2
72.2
5.6
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response (n=36)
Pe
rc
en
tag
e(%
)
Figure B1f: BANKSETA has effectively communicated the Skills Development Act’s requirements for compliance
27.8
55.6
11.1 5.6
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response (n=36)
Perc
enta
ge(%
)
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
C. Sector GrantsFigure C1: Have you accessed sector grants in the last 12 months?
60.0
40.0
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=35)
Pe
rc
en
tag
e(%
)
Figure C2: The sector grants allocated by BANKSETA have been relevant and beneficial to the broader banking industry
17.1
34.2
48.8
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response (n=41)
Pe
rc
en
tag
e(%
)
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.
Figure C3: Are you aware of the categories of sector grants available?
75.0
25.0
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=40)
Perc
enta
ge(%
)
Figure C6: Who do you believe should be able to access sector grants? - Yes Responses
70.7
56.1
41.5
29.3
14.6
0.0
20.0
40.0
60.0
80.0
100.0
The sector Largecompanies
SMME’s Providers Individuals
Response (n=41)
Per
cen
tag
e(%
)
• 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.
• 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).
Figure C7: To what do you believe sector grants should be allocated in future ? - Yes Responses
51.2
26.839.0
29.3
80.5
29.3
12.2
0.0
20.0
40.0
60.0
80.0
100.0
Response (n=41)
Perc
en
tag
e(%
)
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.
E. Information Systems
Figure E1: Have you made use of the online Seta Management System ( SMS)?
68.8
31.3
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=32)
Perc
enta
ge(%
)
Figure E2a: If yes, do you find the Seta Management System (SMS) Easy to use?
81.8
18.2
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=22)
Perc
enta
ge(%
)
Figure E2b: If yes, do you find the Seta Management System (SMS) Fast enough?
63.6
36.4
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=22)
Perc
en
tag
e(%
)
• 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
Figure E3: What features have you used?
63.458.5
0.0
20.0
40.0
60.0
80.0
100.0
Workplace Skills Planning (n=26) Implementation Report (n=24)
Response
Per
cent
age(
%)
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.
F. Research ProjectsFigure F1: Are you aware of the research projects commissioned by BANKSETA?
45.0
55.0
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=40)
Perc
en
tag
e(%
)
• 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.
Figure F2: How often have you made use of BANKSETA’s research?
15.020.0
25.0
40.0
0.0
20.0
40.0
60.0
80.0
100.0
Frequently Occasionally Rarely Never
Response (n=40)
Per
cen
tag
e(%
)
Figure F5: The research findings are effectively communicated to me
5.6
38.944.4
11.1
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response (n=36)
Per
cent
age(
%)
Figure F7: Are you willing to share any of your skills development related, in-company research with the industry via BANKSETA?
64.1
35.9
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=39)
Per
cent
age(
%)
• 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.
G. Quality Lifelong LearningFigure G2: So far, the grant system has made a noticeable contribution towards developing quality lifelong learning
9.8
58.5
22.0
4.9 4.9
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response (n=41)
Per
cent
age(
%)
Figure G3: BANKSETA’s advisory services give valuable direction and support in developing quality lifelong learning
4.9
63.4
31.7
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response (n=41)
Per
cent
age(
%)
Figure G5: The BANKSETA ETQA adds value to the process of the quality assurance of education, training and development in the banking sector.
57.1
42.9
5.4
67.6
27.0
0
20
40
60
80
100
StronglyAgree
Agree Neither agreenor disagree
Disagree StronglyDisagree
Response
Per
cent
age(
%)
2001 (n=7) 2002 (n=37)
Figure G6: The BANKSETA ETQA handles your queries in a quick and efficient way
28.6
71.4
27.0 29.7
43.2
0
20
40
60
80
100
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response
Perc
enta
ge(%
)
2001 (n=7) 2002 (n=37)
Figure G7: The BANKSETA ETQA guidelines and other documents are helpful to you in aligning your education and training practices with the NQF
50 50
10.8
46.0 43.2
0
20
40
60
80
100
StronglyAgree
Agree Neither agreenor disagree
Disagree StronglyDisagree
Response
Per
cent
age(
%)
2001 (n=8) 2002 (n=37)
Figure G10: Should workplace skills plans be subjected to qualitative analysis?
53.346.7
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=30)
Per
cen
tag
e(%
)
Figure G11: What do you believe are the most important skills to be developed in the banking sector? - Yes responses
63.453.7 53.7
34.2
19.5 24.4
4.9
0.0
20.0
40.0
60.0
80.0
100.0
Response (n=41)
Per
cent
age(
%)
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.
H. SMME DevelopmentFigure H1: Have you participated in or attended any of the following BANKSETA forums?
14.6
43.9
19.5
0.0
20.0
40.0
60.0
80.0
100.0
Learnerships Conferences Workplaceassessment
Micro financeproject
BANKSETA/NSFMicro Finance
project
Response (n=41)
Per
cent
age(
%)
Figure H2: Have you received training on the Seta Management System?
29.4
70.6
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=34)
Pe
rc
en
tag
e(%
)
Figure H3: If not, why not?
33.325.0
16.725.0
0.0
20.0
40.0
60.0
80.0
100.0
Not aw are of it Not sure how toaccess it
Haven’t had the time Do not require it
Response (n=24)
Pe
rc
en
tag
e(%
)
Figure H4: Have you received training on Workplace Skills Planning?
62.5
37.5
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=32)
Pe
rc
en
tag
e(%
)
Figure H5: If not, why not?
50.0
33.3
16.7
0.0
20.0
40.0
60.0
80.0
100.0
Not aw are of it Not sure how toaccess it
Haven’t had the time Do not require it
Response (n=12)
Pe
rc
en
tag
e(%
)
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.
I. Learnerships
Figure I1: Are you aware of the range of learnerships registered with the BANKSETA?
67.6
32.4
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=37)
Per
cent
age(
%)
Figure I2: Has your organization participated in any of the learnerships available to you?
16.2
83.8
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=37)
Perc
enta
ge(%
)
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.
J. Investors in PeopleFigure J1: Do you understand the role of Investors in People?
65.9
34.2
0.0
20.0
40.0
60.0
80.0
100.0
Yes No
Response (n=41)
Per
cent
age(
%)
Figure J2: If yes, should BANKSETA adopt the Investors in People standard
51.4 48.7
0.0
20.0
40.0
60.0
80.0
100.0
Yes No Not sure
Response (n=37)
Perc
enta
ge(%
)
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%
K. NQF/SAQAFigure K1b: I believe that BANKSETA is doing enough to promote the NQF/SAQA?
19.51
56.1
24.39
0
20
40
60
80
100
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response (n=41)
Per
cent
age(
%)
Figure K1c: I believe skills planning should be linked to NQF levels in future
10.81
40.54 37.84
5.41 5.41
0
20
40
60
80
100
Strongly Agree Agree Neither agree nordisagree
Disagree StronglyDisagree
Response (n=37)
Per
cen
tag
e(%
)
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.
L. Skills Development Department
Figure L1a: The BANKSETA Skills Development Department communicates effectively
54.6
45.5
27.8
50.0
22.2
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response
Per
cen
tag
e(%
)
2001 (n=33) 2002 (n=36)
Figure L1b: The BANKSETA Skills Development Department handles your queries in a quick and efficient way
51.445.7
2.9
33.3
55.6
11.1
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response
Perc
enta
ge(%
)
2001 (n=35) 2002 (n=36)
Figure L1c: The BANKSETA Skills Development Department has provided helpful guidelines on workplace skills planning and implementation.
59.4
40.638.9
50.0
5.6 5.6
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Response
Perc
enta
ge(%
)
2001 (n=32) 2002 (n=36)
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
M. Call CentreFigure M1: How often do you use the BANKSETA Call Centre?
4.6
36.4 38.6
20.5
5.4 2.7
59.5
32.4
0.0
20.0
40.0
60.0
80.0
100.0
Daily Weekly Monthly Quarterly Never
Response
Per
cen
tag
e(%
)
2001 (n=44) 2002 (n=37)
Figure M2: I find the BANKSETA Call Centre helpful.
35.0
45.0
17.5
2.5
10.8
46.0 43.2
0.0
20.0
40.0
60.0
80.0
100.0
Strongly Agree Agree Neither agreenor disagree
Disagree StronglyDisagree
Perc
enta
ge(%
)
2001 (n=40) 2002 (n=37)
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
N. WebsiteFigure N1: How often do you access the BANKSETA Website?
4.6
31.836.4
20.5
6.84.9
14.6
31.7 29.3
19.5
0.0
20.0
40.0
60.0
80.0
100.0
Daily Weekly Monthly Quarterly Never
Perc
en
tag
e(%
)
2001 (n=44) 2002 (n=41)
• The frequency of accessing the website has decreased since last year
Figure N2: Do you find the information you are looking for?
39.046.3
12.2
2.4
17.1
31.4
51.4
0.0
20.0
40.0
60.0
80.0
100.0
Alw ays Frequently Often Rarely
Response
Perc
en
tag
e(%
)
2001 (n=41) 2002 (n=35)
• 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.
o. Overall Service Delivery Figure O1: How do you rate the BANKSETA in the following areas - Service
34.9
58.1
7.0
59.0
35.9
5.1
0.0
20.0
40.0
60.0
80.0
100.0
Excellent Very Good Average Below Average Poor
Response
Perc
enta
ge(%
)
2001 (n=43) 2002 (n=39)
Figure O2: How do you rate the BANKSETA in the following areas - Delivery
29.6
52.3
18.227.0
62.2
10.8
0.0
20.0
40.0
60.0
80.0
100.0
Excellent Very Good Average Below Average Poor
Response
Perc
enta
ge(%
)
2001 (n=44) 2002 (n=37)
Figure O3: How do you rate the BANKSETA in the following areas -Effectiveness
38.1
52.4
9.5
43.251.4
5.4
0.0
20.0
40.0
60.0
80.0
100.0
Excellent Very Good Average Below Average Poor
Response
Perc
enta
ge(%
)
2001 (n=42) 2002 (n=37)
Figure O4: How do you rate the BANKSETA in the following areas - Regular updates
45.040.0
15.0
32.4
56.8
5.4 5.4
0.0
20.0
40.0
60.0
80.0
100.0
Excellent Very Good Average Below Average Poor
Response
Perc
enta
ge(%
)
2001 (n=40) 2002 (n=37)
Figure O5: How do you rate the BANKSETA in the following areas - Industry knowledge
46.5
27.9 25.632.4
54.1
8.1 5.4
0.0
20.0
40.0
60.0
80.0
100.0
Excellent Very Good Average BelowAverage
Poor
Response
Perc
enta
ge(%
)
2001 (n=43) 2002 (n=37)
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.
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
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!”
Recommendations1. 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!
