Facility management is undergoing a significant process of evolution and transformation. The days when the facilities management (FM) or engineering group was housed in a small office in the basement next to the elevator mechanical room are long gone.
The profile and value of the facilities management team has become more visible and critical as organizational executives grapple with energy, building costs, finances and occupant expectations. However there's still work to do for FM to be fully appreciated and seen as a strategic internal organization and valuable asset.
The increasing pressures, challenges and expectations of FM are unlike those of other business functions. Building operators are now dealing with advanced technology, new building components, increased levels of building complexity, managing energy demand, procuring new energy supplies, a changing skill set and knowledge base for personnel, etc. The transformation is disruptive and will eventually destroy old priorities and processes.
Given that the Spring season is known for renewal and regrowth, now may be a good time to get ready for the new FM reality. The high priority "To-Dos" are as follows:
1. Start with the Data
Data is the gateway for managing building performance. Overall, FM has not been nearly as active as other business units in managing data, developing metrics and KPIs, mining data and analyzing it. If data and information must drive sound management decisions, this has to be a priority.
If you don't have a data management policy, develop one. Identify the information that is strategic to the performance of the building and the facility management organization and then work backward to identify the set of data to support your metric. Review your data management system (not to be confused with a BMS), the use of third-party data such as energy markets or weather, and confirm the accuracy of data sources such as sensors and metering within a building.
Measure and monitor down to as granular a level as reasonable, make decisions on facts and share relevant data with specific groups based on their interest.
2. Invest in People
Overall, there appears to be a global shortage of qualified facility engineers and technicians. The reasons vary, but it is tough to attract young people into the profession. This is partially attributed to the perception of the profession as being underpaid, low-profile and organizationally marginalized.
Also, in many parts of the world, ongoing management and operation of buildings is simply underappreciated, undervalued and an afterthought. So with the talent pool shrinking, so are the skill sets and knowledge bases of what it takes to operate and maintain a changing facility. A priority To-Do item is to focus on attracting, recruiting, and retaining the best talent.
You may want to reassess your recruiting, especially for younger men and women. This is a demographic that has slightly different motivations, such as the public image and values of the company, and is often committed to social and environmental responsibility.
Cooperative relationships with local colleges and universities can be worthwhile. Here you can possibly influence the curriculum to make sure that what is being taught aligns with the skills and knowledge your company requires.
In addition, development of an intern program allows young people with technical knowledge some experience in the real world while at the same time allowing the organization to assess their capabilities and employability.
Spurred on by the imperatives of energy and sustainability, building systems themselves and the technology of the systems are changing. With that, the role of technicians and engineers is also being redefined.
Think about the number of new systems that are installed in buildings that simply were not prevalent a few years back: solar panels, wind turbines, water reclamation systems, exterior shading systems, solar tracking systems, electrical switchable glass, structural anti-corrosion monitoring systems, etc.
So there's also a clear need to provide additional training for existing employees on new systems and new tools. This is something that not only adds value to the employee, but also reduces turnover.