The Technological Transition

Koen Matthijs, Chief Executive Officer of software provider MCS, discusses the impact of new technologies on the role of facilities manager.

For many years the role of facility manager seemed impervious to significant change. While jobs and businesses adapted to the times, the spaces they occupied were largely consistent, and the demands of the FM remained static. In an age where the office environment has to be adaptable and efficient however, the integration of multiple new technologies has provoked a rapid shift in responsibilities that is at risk of outpacing FM's ability to respond. It is important that businesses recognise the pressures of implementing these new systems on the people that operate them, and to ensure that they are treated seriously enough to make their operation both smooth and impactful.

Originally facility management encompassed what we would now label 'Hard FM' tasks: essentially keeping costs low and the various elements of a building functional. But the push towards building management systems and a greater need for sustainability and workplace flexibility have led to the rise of what are now called 'Soft FM' duties. The technology now exists to improve the sustainability of a building through resource management; the 'micro' of spaces, systems and people, as opposed to the 'macro' of energy efficiency.

This also extends to greater involvement in the workplace environment, with elements of office planning and data analysis needed to address the growing drive for worker autonomy and efficiency. The use of unified IT systems which monitor employees across a broad range of criteria have led to the much heralded 'big data' being available, and with it all manner of metrics on performance and the usage of buildings and resources. The natural response to having all of this information available is to use it to make positive changes, both to the way people work and the way spaces are planned and utilised.

This isn't a wholly technological process. A certain amount of polling and surveying of employees might be required to get a good picture of their working practices, and the issues they might have with existing systems, or the learning curve of new ones. This less tangible information can reveal how systems are sometimes 'brute-forced' or circumvented (often accidentally), creating anomalies in the data, as well as areas where employees might require training to take full advantage of the new workplace environment. New software, systems and spaces are only more efficient and helpful if people know how to use them and opt to do so, rather than resorting to more familiar and time consuming practices. It may take some getting used to the idea of not having your own workstation for instance, or accessing all of your documents through the cloud.

This might sound more like social engineering, but it all still comes down to the systems. Rather than simply making sure the building is functional and cost-saving, FMs now oversee networks of sensors and collaborate with IT to create a harmonious link between the building and its occupants. If one workstation is being used significantly less than the others, that might indicate a problem. If you have productivity metrics and there is a noticeable dip on a given day or at a particular time, that may also be worth looking into. And the power to positively affect output and thereby create value is giving the role greater responsibilities. FMs are increasingly finding themselves reporting directly to senior management and involved in high level decision making processes. The culmination of all these ideas is what's being called Service Management 3.0.

This principle of borrowing from the service industry takes key concepts of leadership and people management and applies it to the provision of services within the facility; a 'customer is always right' approach where each end-user is catered to and provides feedback to improve the system.

Comparisons have been made between facility management and hotel management, where every end user is a guest in your establishment. This involves not just using statistics to streamline and shave percentage points off efficiency metrics, but engaging with employees and getting them involved in the process. This kind of personal approach can reveal more about what might motivate and improve individuals, and lead to greater gains than simple optimisation.

According to a survey by IFMA, the average age for a Facility Manager a relatively senior 49 years old, indicating significant scope for growth and progression in this career track, and a fair impetus for existing FMs to develop their leadership skills and familiarity with the BMS and its IT infrastructure. However a greater number of young workers are entering the profession with 9 per cent of respondents stating that they were 34 or younger, and within this group the majority are women.

While the evolution of the profession brings new perspectives, technology has unarguably had a lasting impact on the role of all Facility Managers. But where some jobs are being consumed by automation, the FM's role is being enhanced by the possibilities that the Internet of Things, cloud computing and other technological revolutions.

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