Willem Pieterson was invited to be the independent expert to be part of the digitalization strand of the PES Network’s 2018 work programme. In this project we explore the digital strategies of Public Employment Services (PES).
Pieterson Strategic has been asked to provide a thematic policy evaluation on the topic of multi-channel management (2011-2017) for the Policy and Operations Evaluation Department (IOB) within the Ministry of Foreign Affairs (Netherlands).
The goal of this paper is to provide insight into the similarities, differences, and interdependencies of source and channel choices by businesses contacting government. Our data indicate key differences for the impact of prior experiences, relationship characteristics and social influences. Moreover, differences exist not only between sources and channels in general but also between various types of channel choices and various types of source choices, which seems to divert from existing theories.
In this contribution we discuss the characteristics of a new generation of public sector service channels: social robots. We argue that social robots is not one homogenous type of channels, but rather breaks down in different (sub)types of channels, each with different characteristics and possibilities to supplement and/or replace existing channels. Given the variety of channels, we foresee challenges in incorporating these new channels in multi-channel models of service delivery.
In this article we explore how citizens channel service channels when interacting with government. Our findings show that citizens sometimes choose channels rationally and sometimes irrationally. The task at hand, personal characteristics, and situation trigger which factors are most important. As a consequence, models focused on channel strategies should focus less on rational ‘matching’ and more on situational factors.
Willem Pieterson was the independent expert asked by the European Commission and ICF International to review and help improve multi-channel management strategies. In the project we explore phases in channel management and focus on Omni-Channeling
This contribution discusses strategies followed by public employment services (PES) in using channels, then turns to examining the regional differences in strategies. Finally, the chapter focuses on new developments, innovations, and opportunities.
Many governments have developed specific ‘egovernment’ or ‘digital government’ action plans or programs. While it is good that governments focus on digitalisation and the ‘electronic’ aspects of service deliver, it creates the risk that governments neglect traditional models or parts of government that are less focused on the ‘digital’ but still important. In this piece we discuss this further.