PACE Organization Dynamics Pte Ltd

A regulatory authority improves organizational image and customer perception  

Accounting and Corporate Regulatory Authority (ACRA) was established with effect from 1 April 2004 through a merger between the then Registry of Companies and Businesses (RCB) and the Public Accountants’ Board (PAB). The role of ACRA is to achieve synergies between monitoring of corporate compliance with disclosure requirements and the regulation of public accountants performing statutory audit. Its mission is to provide a responsive and forward-looking regulatory environment for companies, businesses and public accountants, conducive to enterprise and growth of Singapore. To achieve this end, ACRA also provides a one-stop shop to customers by integrating e-services from multiple government agencies, such as the Inland Revenue Authority of Singapore (IRAS), Spring Singapore, and Singapore Government Network Information Centre (SGNIC), as part of its continuous efforts to promote a pro-enterprise and pro-business environment. These initiatives allow customers to sign up for a whole suite of services upon successfully registering a new business entity with ACRA.  

• ACRA sought ways to continuously improve its organizational image and customer perception of its image and service delivery throughout the organization as part of its drive towards organizational excellence.

• ACRA engaged PACE in 2005 to design and roll out a number of customized learning programs, such as “Ensuring Customer Focus – Making a Difference” and “Learning and Growth,” for 30 senior and middle managers and 60 staff from various divisions to enable them to develop a total approach to customer service delivery excellence. The objectives of the programs were to assist ACRA staff in understanding the impact and the importance of customer perception on the organizational image, comprehend the significance of achieving zero customer complaints, and develop a repertoire of personal techniques and action plans to create positive customer perception.
• ACRA managers and staff participated in experiential learning activities, such as role-plays, discussions and reflections, which boosted their confidence in customer service, and allowed them to appreciate the role played by each individual in the organization on effectively serving customers.

• Managers and staff were reported to find the programs motivational and interactive while allowing them to gain much insight and ‘open their eyes’ to the importance of customer perception and how their mindset and action could influence it.
• It was also reported that the techniques used by PACE facilitators to articulate and develop the core values presented a great opportunity for both managers and staff to contemplate on what they would like to see in ACRA’s corporate culture and strategy in the future.