Sijilat: Completing transactions “without the need for attendance”

Implemented by the Ministry of Industry and Commerce

The global impact of the COVID-19 pandemic forced a recalibration of operations worldwide. In response, the Kingdom of Bahrain witnessed a surge in innovative initiatives, showcasing the adaptability of various sectors in embracing advanced approaches, and incorporating technological advancements and artificial intelligence.
The Bahrain Investors Center, under the Ministry of Industry and Commerce, stood out as a frontrunner in navigating the challenges posed by the COVID-19 crisis. Through adaptability, it not only ensured the sustainability of its services but also streamlined procedures for clients, gaining high satisfaction levels.

Sijilat: Completing transactions “without the need for attendance” ( Video, 0 minutes 41 seconds, Arabic only)

Sijilat: a standout choice

The challenge during the pandemic was twofold: safeguarding individuals and providing efficient services. Addressing this, Sijilat emerged as a distinctive choice, prioritizing safety while offering time and effort-saving options. The Bahrain Investors Center seamlessly transitioned its service provision to virtual channels, receiving accolades for its effective implementation.
Implementing this practice stemmed from the imperative of maintaining customer services during the pandemic. The emphasis extended to diversifying and excelling in service delivery through new communication channels. Additionally, there was a focus on equipping service center employees with new communication skills to enhance service quality, facilitate electronic service delivery, and improve communication between clients and staff, ultimately boosting customer satisfaction.

Eight pillars of design methodology

The design methodology centered around eight key pillars. It began with a study of the current situation with the service centers, followed by identifying potential challenges. Brainstorming sessions generated proposals that were presented to senior management. The best proposals contributing to the center's goals were then selected. Subsequently, preparation and qualification of human resources for service delivery were undertaken, along with providing logistical requirements for successful implementation. The sixth pillar involved initiating the practice, connecting service quality improvement to the transformation into electronic services aligned with the Bahrain Economic Vision 2030. The seventh pillar included continuous development to ensure Sijilat remains dynamic, offering new services that meet user expectations and serve as benchmarks.

Thorough preparation before implementation

Implementation followed meticulous preparation, including workforce training and awareness sessions for service providers and beneficiaries. The execution and awareness included employees at the Bahrain Investors Center, registration management, and relevant personnel at the Ministry of Industry and Commerce. The objective was to provide the service to the highest levels of quality. The virtual service was launched directly through service centers, organized by the iGA.

Impact measurement: customer engagement and satisfaction

Metrics for impact measurement included monthly reports to monitor the number of visitors to the center and track interaction and communication through electronic channels. Significant attention was given to measuring the proportion and numbers of visitors to the center before and after the introduction of the practice. This process allowed the center to accurately measure customer satisfaction with the quality of the services provided, revealing a high level of satisfaction.

Success indicators

Success indicators highlighted the significant impact of the practice. The number of visitors to the service center decreased, while there was an increase in the use of electronic channels for the service, reflecting the success of these smart options in providing convenience and saving time and effort for users. The service provided an excellent opportunity for service center employees to enhance their customer interaction skills, acquire new skills in using electronic channels, and develop their experience. Importantly, it provided them with the tools to measure customer satisfaction. In this regard, success is attributed to the industry representatives, including registration management, information systems management, and human and financial resources management at the Ministry of Industry and Commerce.

Recommendations for enhanced success and future outlook

This successful experience offered several valuable lessons. The Ministry of Industry and Commerce highlighted the importance of ensuring the continuity of services during challenging times, excelling in these services, and enhancing the capabilities of service center employees through new skills in line with digital advancements. The smooth success in digital transformation facilitated the accessibility of services to citizens and center users, encouraging them to continue using these channels. Based on these lessons, recommendations focused on the possibility of applying this successful practice across all government service centers. Additionally, there was an emphasis on proactively evaluating electronic and virtual services provided through government service centers, anticipating the future, and staying ahead of it.

Content Last Updated: 25 Feb, 2024

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