Education: Our Best Investment
Writing in the latest edition of Facility Perspectives, Ammar Al-Shemery, of INSTEAD Business School, proposes that a technical education is no longer enough to become involved at senior levels of management and it certainly falls short of boardroom requirements. This is a fairly accurate view in my experience.
A little over one year ago Herma Schutte’s research report observed that there was limited FM education offered in NZ. She went on to argue that this gap contributed to the absence of a formal career pathway in FM and ability to attract young people to the profession. Lack of recognition of the FM profession was another consequence related to the educational gap.
Our challenge in New Zealand was to get off the starting line. We needed to find partners with flexible and responsive educational programmes, which would deliver excellent content and create an education pathway for the FM community. Ability to provide both technical skills and management training was essential.
From today, FMANZ is delighted to confirm that enrolments are immediately open to three important educational programmes provided by three great partners:
FM Summit 2015 and Trade Expo – 6-7 May
This is by far the most important event in FMANZ’s calendar for 2015. We are in the strong position of now opening registrations with a full slate of speakers with ability to inform and inspire. I want to express deep appreciation to our speakers for their willingness to join the FM community at Villa Maria on 6-7 May. Please reserve these dates in your diaries now.
Without our sponsors, FMANZ would be unable to provide the scale and quality of experience that our summits aspire to achieve. I am delighted to confirm and acknowledge the following sponsors are so far confirmed for FM Summit 2015:
Our FMANZ Platinum Sponsors, City Care and Valspar, also contribute significantly to the summit. I encourage FMANZ’s members to support our sponsors and exhibitors and engage with them during the many opportunities provided at FM Summit 2015. There are only a limited number of exhibition stands remaining so do not delay with enquiries. Click here.
To view the programme and to register for FM Summit 2015, and take advantage of early bird booking, click here.
FMANZ is excited to introduce a formalised learning programme for members. From today you can choose from three educational programmes tailored to meet your needs, with more to come over time!
1. In association with The Skills Organisation (TSO), FMANZ is introducing Certificates in Business at NZQA Levels 3 & 4.
Registrations Are Open!
A great opportunity to network and upskill, the programme consists of 10 workshops you can choose from, plus a full day of six conference sessions.
Here’s a preview of some of the high-calibre speakers who will be sharing their insights on day two:
Click here for more information on the FM Summit programme or register now!
Earlybird registrations are available until 1 April (an appropriate cut-off date as you’d be a fool to miss out!).
FMANZ gratefully acknowledges the support of the FM Summit 2015 sponsors as follows:
Why Education is so Important
Q: What is the value of education from an investment perspective, i.e. what is the ‘return on investment’ to individuals and businesses? How important is this?
The importance is vast. Too frequently industry keeps making the same mistakes and rediscovering the same problems. Why? Because so much falls in the ‘too hard basket’ – a phrase that I had not heard until I moved to NZ. I would pose the question – how frequently do you face the identical problem generated by the identical staff member facing a well-known situation? All too often. And why is that? Because we are more comfortable ‘saving’ the money by not investing in training/educating our people. This saving of course generates operational expenditures down the track as errors are rectified. Apparently that is ok because it gets blotted up in overhead and is otherwise considered to be someone else’s problem. In reality this is untenable for the long term if we are seeking ROI and yet how frequently do we have to rectify simple errors?
Q: Do you think there is recognition in New Zealand of FM as a career choice for school leavers and undergraduates? How do see this changing?
At present, no. It is a hidden career. There are no professional/vocational academic qualifications in FM in NZ. This is crazy given its huge costs in the NZ economy. Elsewhere in the world FM is a recognised undergraduate and postgraduate qualification with defined careers options.
That said, in NZ we are only slowly moving into the state of market development that elsewhere in the world has driven FM development. The principle stimulus for FM has been the expansion of BOOT, BOT, PPP, PFI schemes that require long term management of facilities and services. In that market (i.e Australia and the UK amongst others) tenders for contract are successful on the basis of the effectiveness of their FM/Asset management capability – offering lower tariffs to clients for asset use. In NZ this is the next step we will see as PPPs come on stream for prisons etc. This will make the change for the better in the professionalisation of the FM industry.
Q: In your view, is FM education in New Zealand heading in the right direction? How big is the challenge?
It is moving in the right direction but it is slow. The reasons for this are the entrenched positions of different academic institutions and the inertia related to the systems that we have for new programme validation and introduction.
The simple question of ‘do we need this qualification in NZ?’ is hard to answer when we do not offer any such programme in the NZ system. It is a circular argument – if the discipline exists without an academic programme then it must be served effectively by current offerings. No? If no such programme exists in NZ and we have not had buildings fall down then why do we need to change? Also the emphasis in NZ universities in particular is on research – at which point there is not a strong motivator for introducing all the paperwork needed. However I believe that there is an emergent opportunity and we can make this whole area fly since there is a burgeoning demand as we all know.
Q: Theoretical versus practical knowledge – is one more important than the other?
Both are required. It is like management and leadership – an organisation needs both. Either in isolation does not work. Practice allows optimal performance without understanding; theory allows understanding without optimal performance. Marrying the two together allows rapid optimisation without the 10000 hours needed to become proficient at any task through practice. It also allows us to train the next generation more rapidly too.
Q: You have been involved in the planning and running of the FMANZ/AUT Master Classes which are being offered again this year. What would you say to someone thinking of enrolling?
GO FOR IT. To be truly adept it is necessary to understand both theory and practice. The first step to solving a problem is in understanding that there is a problem. Understanding your own deficits in knowledge has huge effects on your ability to perform at a high level.
Q: As well as the Master Classes, what else does AUT University offer Facilities Managers?
At the moment we have a Master of Construction Management (MCM) programme and a standard MBA also. From a strategic management viewpoint it is possible to undertake both simultaneously and cross credit certain papers. In the future we are looking to establish a degree in FM – but that is only likely in 2016 onwards.
Q: How important is it to have a well-planned and constructed education pathway in an industry such as FM?
Critical. An educational pathway now will create the body of knowledge and shared understanding of key competencies or a fully-fledged profession in the future. I would ask all FMANZ members do they wish to be considered as a professional. If so then almost by definition there has to be a clearly defined competency framework with accepted norms of understanding in order for any discipline to become a profession. The question ultimately is how far you want to go. I envisage a future in which we see the CPFM – Chartered Professional Facilities Manager – as a widely held and understood competency that we aspire to.
Q: What are AUT University’s strengths in becoming the leading provider of advanced FM education in New Zealand?
We are pragmatic, we work hard and we are looking to make a name for ourselves in the world. The question in life is always “do you want to make a noise, or do you want to make a difference?”. The former is easy in the world of social media – anyone with a drum to bang can make a noise. Making a difference takes more work and a willingness to accept risk – not to mention a desire to challenge the status quo.
Q: And finally, do you see a bright future for Facilities Managers in New Zealand?
No question about it. FM will have a professional framework created and propagated. Guaranteed.
Commit to Continuing Professional Development
Kick-start your career with some professional career development, suggests Jack Crutzen, Chair of FMANZ’s Education Committee.
Continuing Professional Development
For more information on the FMANZ Competency Framework click here.
No doubt you’ve been through quite a few already today … chances are you have no idea how many…
Doors! They’re something none of us think about a lot - not even facilities managers - until something goes wrong, that is. But without them, “a building is just a box”, says Terry Dartnall, National Operations Manager for ASSA ABLOY.
Terry acknowledges that in terms of their asset value, doors are a relatively insignificant item in a facility manager’s portfolio, “but they cause a lot of grief when they break down”.
As New Zealand’s largest door service provider, ASSA ABLOY looks after many of the doors around the country. “Automatic doors, access control doors, carpark doors, roller doors … you name it, we manage it,” says Terry. “And we’ll carry out regular service and maintenance checks to ensure people can get in and - perhaps, more importantly - out of doors when they need to.”
When it comes to doors, ASSA ABLOY believes facility managers need to consider four things: compliance, health and safety, security and total cost of ownership.
There are many types of doors listed on compliance schedules, including automatic doors, access-controlled doors, fire doors and smoke-stop doors. During a compliance check, ASSA ABLOY technicians ensure that both the safety features on the door are operating properly and that people can use the door to evacuate a building in the case of an emergency … in essence, does the door do what it is designed to do? ASSA ABLOY is IQP registered and will issue the annual 12A Report on automatic and access control doors as part of the BWoF process.
Health and Safety
Also linked to Compliance, no-one wants an incident where an injury is caused by a door, whether it be an auto door closing on someone or a simple pedestrian door slamming shut on someone.
As a facility manager, you don’t want issues with building security – at night, a door that doesn’t shut and lock properly will compromise security and if nothing else, will result in a callout fee from your security patrols.
For automatic doors, ASSA ABLOY has designed a security board specifically for the New Zealand market that interfaces with the security monitoring to indicate whether a fault with the door is an access control issue or a mechanical issue and ensures the correct technician is called in to make repairs.
Total Cost of Ownership
As a service provider, ASSA ABLOY appreciates that facility managers want to be able to budget the cost of ownership of their assets over the next 12 months, two years or five years. That is why they offer their clients regular asset reporting – good news for facility managers who, by nature, “don’t like surprises”. “We help our clients avoid unforeseen expenditure by assisting them with their CAPEX and OPEX budgeting,” explains Terry. “As an example, we might tell them, ‘you’ve got four years left on that roller door and then it will need to be replaced’.”
The Importance of Regular Preventative Maintenance
Effective and pro-active preventative maintenance will in the long term reduce the cost of ownership of your doors as many doors require regular maintenance over and above compliance regulations. Common area doors, such as toilet and stairwell doors, are most prone to problems such as door closer failure. “If that happens, there is a risk of someone being injured if the door slams shut,” says Terry. “Plus you risk damaging the door frame and adjoining wall if a door is continually slamming shut.”
Glass Armourfloat doors are another prime example of the importance of maintenance. “These doors are very strong – you can hit them front-on with a sledgehammer, figuratively speaking, and they won’t break. But give one a good tap on its edge and it will probably shatter,” Terry explains. “So if the door closer is not maintained, you run the risk of the door slamming shut and shattering. Worse still, if you have a double-action door, you run the risk of the door ‘swinging through’ and hitting (from behind) the person who has just walked through.”
And don’t overlook your carpark roller doors or grilles. “The most dangerous type of door in your building and officially there are absolutely no requirements for them to be inspected or maintained!”
Finger on the Pulse
As ‘the global leader in door opening solutions’, and ranked by Forbes as one of the world's 100 most innovative companies, ASSA ABLOY is at the forefront of research and development, particularly in the fast-growing electromechanical security segment.
The company's ‘cradle to grave’ philosophy means being beside you for the total life of your asset, ensuring its continued operation, reliability and safety for the duration of its working life.
Pop along to see the ASSA ABLOY team at the FM Summit 2015 Trade Expo. They’re experts on doors and will happily answer any questions you have.
Alternatively, call Terry on 09 525 0343 or email him email@example.com. ASSA ABLOY has branches in Auckland, Hamilton, Napier, Wellington and Christchurch, with technicians available 24/7. Just phone 0800 803667 to get in touch.
A Day in the Life of ... Evan Nind
What does ‘Facilities Management’ mean to you/your organisation?
Facilities Management means the users have the freedom to get on with their core business without interruption. It is staff knowing that when they come to work they will be in facilities that are safe and well-maintained. Facilities are, after all, an enabler. It is also a lynchpin in all activities that go on within the portfolio, whether that is operations, projects or strategic development - though not necessarily leading, but certainly providing valuable input to ensure we get the best result possible.
What is a typical day like for you?
The Department has a very dynamic portfolio with its complexity and development. There is a large amount of work going into improving and developing our asset base to ensure it is fit for purpose. My days are spent linking into all these activities through meetings and discussions with the wider property team as well as ensuring the existing facilities are in full operation. We provide safe, clean facilities for some of the country’s most difficult people so keeping on top of the unexpected is a daily challenge. Whenever possible I like to get out to site and see what is happening. I believe that the most benefit can be gained by talking face to face with the front line staff and seeing for myself the facilities. If you catch problems early you can fix them before they become an issue and I do not believe you can do that from behind a desk.
What are some of the challenges of your job/your organisation from a Facilities Management point of view?
The one thing that I have learned about Facilities Management in a portfolio such as this is you can never expect a day to go to plan. The Department’s prisons are in essence the equivalent of 17 small cities to manage throughout the country. The scale and diversity of the portfolio was far more than I had anticipated coming into the role. Each has accommodation, industry and training facilities, medical units, water, power reticulation and power generation. Some sites even have potable and wastewater treatment plants all under 24/7 operation. This does not account for the 151 Community Corrections sites dotted around the country, both leased and owned. So the diversity in complexity, age and use are in themselves a challenge and just for a kicker, the 24/7 operational requirements. My phone is a constant companion – just ask my wife, as there are many times she would like to stick the phone … in a dark drawer so I can’t hear it.
Mt Eden Prison - Old and New
What’s the most interesting element(s) of your job/your organisation from an FM perspective?
What is the most interesting is also the most challenging, which is a good mix. The diversity of issues and problem solving is what I most enjoy. We have some very interesting challenges and our facilities are subjected to very high use in a challenging environment. Trying to keep one step ahead is a great way to challenge you and force you to think outside the box.
What are some of the things you like most about your job/about working in Facilities Management?
The problem-solving and seeing things happen. Coming up with solutions to issues, implementing them and seeing them work (or not). I also work with a very strong team who interact very well. Without them and the dynamic we have the job would be very difficult indeed.
What do you think are the most important skills required to carry out your job?
I think the ability to adapt to any given situation and problem-solve and make a decision. The nature of the work means putting things off is not an option … So we have to be able to think and make decisions and always be prepared for the unexpected. In some situations we need to think creatively for solutions within a relatively short timeframe and there are times when you just have to back yourself to do the right thing. That can be quite scary in this environment.
How big is your team?
I have a strong team supporting me that consists of five staff, each with their own specific roles which oversee the FM and AM for the Department’s portfolio. The five staff members interact very well as a team, and work collaboratively to enable the facilities to run. But the wider team must include the property group as a whole as to work in FM, Projects and Resource Management silos is a recipe for disaster.
Many Facilities Managers describe themselves as ‘accidental’ Facilities Managers. How did you get into Facilities Management?
I came up through the forces (Navy), first through a trade (Weapons Fitter), then onto project management, project development and finally into facilities management. All these are linked and if I could make a recommendation to project and facilities managers it would be that they walk in each other’s shoes for a while. I honestly think having done one will make you better at the other.
How have your education and / or past experiences helped prepare you for your current role?
The technical understanding of how things work and engineering principals is definitely a benefit, so too were my early days “on the tools” as I have sympathy for the pressures and constraints trades face – things are always much easier on paper. My past experience in projects has helped me understand the pressures faced by projects, which in turn allows me to understand how I can best assist. I must stress that my time now in FM would also assist me as a project manager as I would have a better understanding of the issues faced when trying to maintain facilities for the long term – I honestly think that facilities managers should do some time as capital works projects managers and vice versa.
What is your proudest accomplishment in your career to date?
I am proud of everything my team and I do. In the FM space it is walking onto a site and seeing the improvements being made on a day to day basis, especially when it assists the frontline staff to work more safely and more effectively. I am most proud when my team gets unsolicited positive feedback from frontline staff – that is when you know you are making a difference.
What advice would you give to someone who is starting out in Facilities Management?
Listen – you learn a lot more from listening to people such as the end users than you ever do from talking. And get out there – I don’t believe you can manage a facility from behind a desk.
Where do you hope to go with your current job and your career in general?
I haven’t really thought about it but I enjoy the diversity and national perspective the Department’s portfolio gives. We are a small country so positions/portfolios like this are limited so I consider myself very lucky. That said, I think it is important to see how other organisations - national and international - do business; that is how we learn so can apply the best practice to what we do. I would like to remain in the same field as I believe I still have a lot to learn.
When you’re not at work, what do you enjoy doing?
Spending quality time with the family. I also have a passion for outdoor activities, such as tramping and diving, and don’t spend nearly enough time doing them.
News from NZ and Around the World
In Branch news, FMANZ’s Auckland Branch is looking for new committee members. If you’re interested, please forward an expression of interest to Nick Ansley, Branch Chairman, at firstname.lastname@example.org.
World FM Day is to be held this year on Wednesday 10 June, with the theme, Building Resilience for the Future. World FM Day is a Global FM initiative to celebrate the importance of the FM profession. It aims to raise the FM profession profile around the globe, promoting facilities management’s ideals, not only within the profession and industry, but also among governments and the general business community. We will bring you more information about World FM Day as it comes to hand.
Speaking of Global FM, check out their new website which includes people and places featured in past issues of FMANZ e-mag. Take a look here.
Advance Notice of Contract: The Government Property Management Centre of Expertise (PMCoE) is establishing a Common Capability Contract for the provision of Facilities Management Services to government agencies. The solution will support government agencies to purchase Facilities Management Services in a more efficient and effective manner while ensuring quality and value for money. The PMCoE will run an open, competitive procurement process which will result in the selection of suitably capable suppliers that can deliver the services within this category. The tender notice will be published on the Government Electronic Tenders System (GETS). To take advantage of this opportunity please ensure that you are registered on GETS and have subscribed to the UNSPSC codes that PMCoE intends to issue the tender under; these are: 76111500 - General building and office cleaning and maintenance services and 72100000 - Building and facility maintenance and repair services. For any help in regards to GETS, please contact the GETS Help Centre on 0508 438 743 or visit www.gets.govt.nz.
Do you want to keep your finger on the pulse of future workplace trends and what work skills will be valued in years to come? Then check out the 2015 Workplace Trends Report. Take home message #1: “Workers of the future will need to be ‘lifelong adaptable learners’.”
Want to create a more harmonious workplace? Workplace Evolutionaries (WE), a community of practice within IFMA, has produced a definitive workplace strategy guide, Applying What Scientists Know about Where and How People Work Best, by Dr. Sally Augustin. Over 50 pages long, this guide gives scientifically backed evidence of best strategies. Order your copy here.
To own or not to own, that is the question. Click here to read more about whether or not leasing office furniture and interiors makes good financial sense.
BIFM has published a guide outlining the key concepts essential for successful supply chain management. The guidance identifies the importance of establishing a mutually beneficial working relationship between supplier and customer and examines ideas such as information flow, mutual tolerance, transparency and trust.
Welcome to the World's Most Sustainable Office Building
The Edge - the world's most sustainable office building
The newest property of Dutch commercial real estate developer and investor, OVG Real Estate, was recently awarded the highest score ever recorded by the Building Research Establishment (BRE), the global assessor of sustainable buildings.
Ron Bakker, Founding Partner at London-based PLP Architecture, the firm that designed The Edge, says, "The shape and orientation of the building present the initial step to achieving the exceptional climatic performance of this headquarters. Large floor plates arranged around a north-facing atrium allow daylight to permeate the majority of workspaces while load-bearing structure with smaller openings provides thermal mass and shade to the sunlit faces of the building. The 15-storey atrium space full of light and activity contributes to an inspirational workplace environment that is operationally, aesthetically and environmentally outstanding."
The building is energy neutral thanks to innovations such as 1`an aquifer thermal energy storage unit that generates all energy required for heating and cooling; a heat recovery ventilation system; the collection and re-use of rainwater; and innovative smart technology including Philips’ Ethernet-powered LED connected lighting.
The Edge was the first building to utilise this technology, which enables employees to use an application on their smartphones to regulate the climate and light over their individual workspaces. This innovative technology not only saves businesses money on energy costs, but serves as a means of providing information and data about how the building is running to drive overall efficiency.
Find out more about The Edge at: www.the-edge.nl
Click here to watch a video about some of the innovative technologies used by The Edge.
To find out more about the Phillips connected lighting system used, click here.
Sylvia Park Switches on to Solar Power
And back in New Zealand … the largest solar electricity system in the country was switched on at Sylvia Park in early January.
Covering an area of 3,000 sq m (about the size of 12 tennis courts), 1,134 solar panels are set to generate enough electricity to power the equivalent of 59 homes per annum – approximately 477,000kWh/year. Powering lighting and air-conditioning, the system should generate about 16% of the shopping mall's energy needs. Kiwi Property, who owns the centre, expects to save about $80,000 a year from the system, which has an expected lifespan of 25-plus years.
Jason adds that solar works well in commercial applications which have a high summer-time electrical load, for example, from air conditioning, and he is aware of several other large solar installations being planned. “Over time, solar on buildings is likely to become more common.”
| Summary of lighting considerations
As environmental awareness continues to grow, energy management and sustainability programs are increasingly becoming fundamental to the overall objectives of many corporates. As most people now acknowledge, buildings contribute a very substantial amount (30% worldwide) of greenhouse gas emissions to the environment. By introducing various green standards that look at different aspects of a building’s ecological footprint, the building’s impact can be decreased. This can benefit an organisation’s bottom line as much as it benefits the planet. Among the certified rating schemes that measure a building’s energy performance in New Zealand are:
|In 2012, the Energy Efficiency and Conservation Authority (EECA) began the process of adapting NABERS for use in New Zealand commercial buildings. As a successful, proven energy rating process, it was the logical choice as the basis for a commercial building energy rating system for NZ. The Energy Management Association of New Zealand (EMANZ) was engaged to work with EECA on the technical adaptation of NABERS to NZ building conditions. Working with Exergy in Australia, EMANZ tested the tool against real life energy use data from different commercial buildings.||
The Green Star certified Meridian Building in Wellington
If you’re the kind of manager who thinks, “But it’s quicker to do it myself!” you need to get to grips with the four stages of delegation, as explained by Robyn Pearce, AKA ‘the Time Queen’. She believes that getting work done through others is the fastest way to increase productivity, but acknowledges that many people struggle with how to do this.
One of the biggest complaints you’ll probably hear when people talk about their staff is: “it’s quicker to do it myself”. And that’s true. However, if we don’t work out how to get past that stage, we’ll be doing ‘it’ until we’re old and wrinkly.
The problem is that very few folk have formal training in delegation and management. Many lurch along, doing their best, often overwhelmed by their own work as well as the needs of their people. They try not to feel resentful at the time it takes to train others.
A common problem for would-be delegators is they don’t realise delegation is a four-stage train journey, not a one-stop destination. If you don’t step through each phase with the person you’re delegating to, at some point you’ll almost certainly have to backtrack. Master these four steps, learn to be patient in the initial stages and you’ll achieve better results faster.
Yes, you could have done the job faster – at the beginning. But that’s a sure path to limiting your growth and success. Once you’ve trained someone up properly, you’re free to move on to new challenges and opportunities.
The Four Stages of Delegation
Robyn Pearce (Certified Speaking Professional) is ‘the Time Queen’. She mastered her own time challenges and now helps people around the world overcome theirs. She can show you how to transform your time challenges into high productivity and the life balance you desire. Get your free report ‘Hot To Master Time In Only 90 Seconds’ and ongoing time tips at www.gettingagrip.com.
All Rights Reserved to Robyn Pearce, GettingAGrip.com, 25 Keven Road, R.D.4 Pukekohe, South Auckland 2679, New Zealand Ph. +64 9 232 0523.
|Ian Richards, co-founder and Director of INNERVATE, reviews the new cloud-based organisational development system from Ask Your Team, which INNERVATE uses with its clients.|
|Find the truth and use it wisely
As specialists in enhancing leadership and organisational culture, we know how difficult it is for leaders to stay in touch with what is working and not working across their organisation. Knowing what to look for, who to ask and what to believe are all major challenges, before you even begin to analyse and act on any findings.
It is into this world that Ask Your Team have delivered their new cloud-based system for reviewing and analysing 13 key organisational success factors which are endorsed by Waikato Institute of Business Research. In a marketplace dominated by complicated culture/engagement surveys that have painfully slow access to results, Ask Your Team have delivered a powerful and intuitive tool that provides instant and flexible analysis of your organisation’s performance.
How does it work?
As with most survey-based systems, the process involves asking the whole organisation to score perceived performance anonymously against a series of statements (“assertions”). However, rather than being compared to a theoretical idea of ‘perfect’, the system also asks the leadership team to provide aspirational scores for each assertion, hence allowing your current position to be compared against how you want to be in relation to your priorities.
You can access your results online once 50% of responses are completed and the powerful analysis options enable you to explore and compare a wide variety of sub-group combinations such as roles, departments, age bands, gender, locations and ethnicity with additional options that you can set up yourself.
Results are shown as simple percentage gaps between various sub-groups’ perceptions of current reality, as well as against the leaders’ aspirations. This allows you to see how different parts of your organisation perceive things and also where leaders’ beliefs about present reality are at variance with the workforce.
Once you have identified the specific assertions you want to work on, the system allows unlimited retesting with targeted groups at no additional cost and, as with the initial baseline testing, the results are available to you immediately. In other words, you do not have to re-run the whole survey again with everyone or, indeed, pay for it!
Impact and next steps
In early use of the system with our own clients we have seen significant positive impacts and also identified some additional features we would like to see added to the system – all of which Ask Your Team are working on for release in early 2015. The retesting facility has been particularly powerful in enabling the tracking of targeted interventions and even as a tool to set KPIs for responsible leaders.
Additional features to be added include: the ability to run multiple retests simultaneously with different subgroups and assertions; charting of progress over time from multiple retesting; integration of data input with existing payroll systems for larger organisations; and the building of an online library of example intervention plans for each assertion.
For more information, you can contact INNERVATE (email@example.com) and they will guide you through the process at no extra cost, or go straight to Ask Your Team (www.askyourteam.com).
|Facilities Management is often seen as a confusing and complex mix of people, process and technology bundled together to improve the performance of built facilities. At the same time, organisations are demanding a culture of doing more, for less, faster, from their employees and service suppliers.
Good facilities managers are able to execute in the present. Great facilities managers are able to execute in the present and adapt to the future.
Now, more than ever, facilities managers need to refine, hone and focus their FM value proposition. Savvy facilities managers deeply understand their customers’ businesses, are adept at translating organisational need into flexible facilities processes, owning and implementing those processes and demonstrating the FM value that arises.
This paper explores the background and challenges facing all facilities managers in today’s world. It identifies and acknowledges some of the common flaws in the profession’s identify and considers typical profession perceptions and performance issues. To address these real FM challenges, a proposed set of guiding principles, enabled through an integrated model and underpinned by relentless customer focus, is offered as a potential solution.
Introduction & Challenge Statement
The FM profession as classically defined[i] is now entering its 4th decade. Despite the longevity of the profession, many authors[ii] continue to lament the identify crises that the profession struggles with. As a global FM practitioner, lecturer, researcher and consultant, my own empirical evidence (and workload) is littered with examples of seemingly clever and often well-intentioned facilities managers missing the corporate target when it comes to demonstrating the value they add.
FM constraints that I witness range from an absence of ‘connect – change – support’ between the business goals and the FM team’s service delivery plans, through to the perennial perception that FM is all about ‘bogs & basins’.
One only has to examine contemporary FM conference titles to see an overwhelming and repetitive theme associated with the on-going (and rather silly) property versus facilities versus asset versus maintenance manager identity, responsibility and value debate!
The “Barbeque Profession” test is always a good bellwether of the public understanding of ‘just what it is you do’. When asked at a social gathering ‘so what is it you do?’ how fluent are you at answering that question? The figure below is, in my experience not far off reality!
Until the FM profession addresses the state of its performance, recognises the barriers to effectiveness and demonstrates the business value possible, we will remain trapped in our insular, often engineering-centric space. Ask just about any CEO today what they believe the biggest challenge they have with their FM team is and they will almost always answer - the gap between what my business and customer wants and needs and the FM team’s ability to translate these business needs, process the requirements and demonstrate the business value results that they could or should deliver.
Finally, perhaps one of the greatest disservice our profession is responsible for, and one that could be fatal if not addressed, is the barriers, confusion and complexity our younger people try to make sense of, around this profession we call FM.
There’s a lot of work going on behind the scenes to organise inspiring events for 2015. Already there are number to mark in your diary, including a National Breakfast Series presented by Alan McMahon, National Director Research and Consultancy for Colliers International; a site visit to the Canterbury Museum on 18 February; an After 5 Event in Wellington debating the merits of Inhouse FM versus Outsourced FM on 19 March; and another After 5 Event in Auckland looking at M2M integrated systems (date TBC). Plus the FMANZ/AUT Master Classes get underway in March, and of course there’s the FM Summit to look forward to on 6-7 May – a must for your diary!
To find out more, click here.
And don’t forget to keep in touch! We’d love to hear from you.
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