Facilities Management – Is it about the people or the profits
Facilities Management is a profession that touches every person in an organization. Our decisions affect employees, customers, productivity, costs, and equipment life. This article is a discussion about the responsibilities – is it about the people or the profits?
My career started with a company that had strong beliefs in education and I was able to build my knowledge by completing in-depth training in a variety of trades. I also had great mentors who showed me how to maintain the building systems for occupant comfort and equipment efficiency. Moving into Facilities Management required new skills and the BOMI FMA course showed me how building design and management can make a difference in comfort, safety, air quality, and energy efficiency. As a facilities manager I maintained the same focus to help people, make workspaces comfortable, improve productivity, respond to problems, while being supportive to the needs of the company. Through the years, I trained in other areas – safety – ergonomics – emergency management – business continuity – etc. The additional skills improved my ability to provide a comfortable workspace, maintain a quality facility while planning for the unknown, and take care of people in an emergency.
I have worked with people who focus on a yearend bonus. They focus on saving money to improve their bonus without regard for people, comfort, or safety. They made decisions based on cost instead of quality and comfort. Amenities like coffee and bottled water were available, or not available, based on what the facility manager wanted. Space temperatures were set based on what they wanted, not employee comfort. They made changes just to prove they had authority. I witnessed friendly, supportive, team oriented conversations change to conversations focused on frustrations and complaints. So much time was wasted, but the facilities manager got a bonus. The company lost sales, productivity, and collaboration for an individual’s personal goal.
As I evaluated the different ways people manage facilities it occurred to me that maybe I was doing it wrong. However, it only took a few minutes for the thought to fade away. Yes, watching the budget is critical but so is energy efficiency and productivity. Facilities Management is not just about an individual; it is about how the company operates, the various space needs, comfort, health, safety, accessibility, etc. When an individual makes decisions that puts their personal needs in front of the employees and company, it casts a negative shadow on facilities management.
I have earned respect because of the way I manage facilities. People also respect and trust me, which is something I cherish. Working with people and understanding what they do is beneficial when making decisions or scheduling work. Allowing a showroom to get too warm or cool can affect how long customers stay. I cross-trained in a kitchen; when the staff asked why, I explained, “I need to know what happens to your job if I don’t do my job. If equipment is down how is your job affected?” Working with people and learning what they do and what is important to them improves my ability to make their workspace better. Also, it is easier to correct safety concerns and plan for the unknown when people know you are there to help.
So, is Facilities Management about the people or the profits? Should our personal gain be a higher priority than employee comfort, collaboration, team spirit, or company success? Who is going to provide a secure workspace and plan for emergencies? The answers are different depending on whom you talk to. It seems to me that the development of the facilities manager is what makes the difference. Often, people get into Facilities Management thinking it is easy, and the pay is better, not realizing it is so important to the overall success of the organization.
Excellent article! When people are allowed to grow and take pride in their work everyone (and the business) will thrive.
Thanks Anne, Sorry I did not see your response earlier.
I have enjoyed working on these articles. It seem I posted this one at a bad time and will be reposting it on LinkedIn.
Michael
Good insight for all FM’s.
Excellent write up…
I have been in the FM industry and totally agree in the 3C
1) Compliance
2) Customer Satisfaction
3) Cost efficiency ( not cost utting)
Market plays a big role ! Indeed we want balance between profit margins and client satisfaction , but how you tackle and respond to your competitors who are willing to do the same job in 20% less cost & clients is happy to accept them despite knowing the fact thay they will not deliver what is expected .
Unfortunately the reality is cost due to which we have to opt the Charles Darwin law ” Struggle for existence under all circumstances”
Great article Michael! I have had the pleasure of working with Facility Managers that share your thinking. Thanks for sharing!
Jo Ann,
I am sorry to have taken so long to respond to you.
Thanks for your comments. Glad you hear you enjoy working with good FMs. It is a great profession.
Take care,
Michael
Michael an awesome article We the facilities professionals are on call 24×7 and that is to ensure the facility is in A 1 condition The issues have to be resolved In One The employees in the facility or our internal customers need to be looked after in the best possible way, the profits will flow for sure thereafter . We in turn take responsibility to operate in the given budget .
Vijay,
I apologize for the delay in responding.
Thanks for your comments. I agreed with your 24 x 7 comment – I have been doing that schedule for almost 40 years. It is a great professional and I enjoy taking care of people and buildings.
Hope you have a great day.
Michael
Agreed, it’s important not to forego team productivity, over all employee support/ enjoyment in favor of making a short term budget look good. In these days of such competition for top tier talent and keeping your current superstars engaged, it’s even more important than ever to have vendors dedicated to high quality service. For instance, in my office coffee business, it’s critical to do routine preventative maintenance to eliminate service calls. Especially on the automated espresso machines that are now mainstream because they require very specialized maintenance knowledge and regular care. One employee complimented me that the espresso machines were always working. His old company had the exact same espresso machines in several buildings and he said “it seemed one was always down.”
A vendor’s service level may not show up as a budget cost line item, but you can bet it affects the teams over all happiness vs. frustration/ productivity as well as the company’s overall bottom line. People are adamant about their coffee, but service quality level is important no matter the vendor.
Best Regards,
Dave
Anas,
This was a fun article to write, most likely because it lived it with a previous company. I proved that taking care of the facilities and the people we improved moral and company loyalty. When the company was bought out the new owners based everything on costs alone, it was very sad.
Thanks for taking time to let me know you like the article.
Michael
Good Evening Michael
In the million years that I have managed buildings, for me it’s the people that come first. They are the engine that delivers the service for the customers to enjoy.
Look after the people, the people will look after the customers and the profits will flow.
It’s not hard, genuinely care about your staff, know their cat, their dog, their brother – when they have personal issues help them out. f they know you care they will be honest all day long.
They will be there for you, as you are there for them when things need to get done.
Getting a bonus went out with the dinosaurs, or am in the wrong job, lol….whilst money can motivate to a point it can sometimes harvest the wrong type of loyalty you are trying to instill.
For me I treat my staff the way that I expect to be treated. I hate when staff say “I am just a” – whether they are a cleaner a janitor or the receptionist I pull them up and let them know how important they are and recite a presentation that I heard once by Jerry Harteis. A manager for a building sent everyone in the building out to the car park and asked them to wait. As the demands for the building/business unfolded those persons were allowed back in the building, first the phone would ring, the receptionist was sent in to answer the phone, the toilets started to back up the cleaners were sent in….. and so on throughout the day the different trades were sent in as and when they were required. By then end of the day who was left in the car park?……no prizes for guessing sorry…..
Good Evening Anne,
Wow, what a great reply. I completely agree with everything you said. It is difficult to understand why people put focus on their own rewards and not their staff, the company, and the customer. The man who owned the company where I first worked strongly believed in just what you said, take care of the employees and they will take care of the customers. The company was very profitable and then the company was purchased and the owners looked at the profit first. Soon after the profits dropped.
In 30 years my team and I managed highs and lows together. When my assistant was diagnosed with cancer the team pulled together so he could take time off and his work was handled. I went to every funeral for team members and their immediate family. I like the way you worded it, being close with you team and others in the company is very rewarding.
Hope you have a great evening.
Michael