The Future FM Workforce: Build an Integrated Talent Management Plan Utilizing Proven Competency Models

Transcription

1 The Future FM Workforce: Build an Integrated Talent Management Plan Utilizing Proven Competency Models Teena Shouse, CFM, IFMA Fellow Maureen Roskoski, SFP, LEED AP O+M Facility Engineering Associates

2 Meet Our Presenter(s): Maureen Roskoski, SFP, LEED AP O+M Corporate Sustainability Officer, FEA Eighteen years experience in energy, sustainability and facility management Worked with numerous facilities to achieve LEED for Existing Buildings certification Specializes in sustainable facility management Leads FEA s own sustainability efforts Author of 2 IFMA Sustainability How to Guides SFP and IFMA Instructor

3 Meet Our Presenter(s): Teena Shouse, CFM, IFMA Fellow Vice President Facility Engineering Associates Past Chairman of IFMA and Global FM Over 25 years of FM experience Author, Instructor and Speaker Diversified experience Organizational re-design to achieve Operational Excellence Sustainability Outsource contract creation/governance Project Management

4 Introduction How do you determine your existing training needs? Is your current program based on budget or needs? How do you know what competencies are needed for your team to be successful? How do you determine if required competencies are being met now? How do you develop a training program to bridge the gap once identified?

5 Think Strategic

6 Ask the right questions Why: Why is training so critical? What: What knowledge and skills are needed? How: Do you integrate competencies in to your talent management plan?

7 Why? It Saves Money $2 Billion in potential operational savings from an educated Federal FM Workforce Source: General Services Administration (GSA) Estimates based on the Pacific Northwest National Laboratory Study Assessing the Potential for a FEMP Operations and Maintenance (O&M) Program to Improve Energy Efficiency, 2002

8 Why? It Saves Money Typical design and construction costs account for only about 2% of an organization s total cost to exist. Life-Cycle Costs of a Facility 6% 2% The Cost of Productivity Average annual cost for Personnel: $ /sf For facilities: $20/sf For energy: $2.50/sf Salaries of Occupants Cost of Operating and Maintaining Original Design and Construction 92%

9 Why? Innovation Employee Engagement Fresh Ideas Stimulates Innovation

10 Report by Deloitte Consulting LLP and Bersin by Deloitte Why Competition For Talent Global Human Capital Trends 2014 Engaging the 21st-century workforce Corporations now compete globally for increasingly scarce technical and professional skills. Companies that succeed in building a global supply chain for skills will be positioned for success in innovation and performance. While 75 percent of survey respondents rate workforce capability as an urgent or important challenge, only 15 percent believe they are ready to address it.

11 Why?: Talent Gaps Majority are High Urgency & Low Readiness

12 Why? Evolving FM Workforce Multi-generational workforce 29 million potential GenXers and Millennials Retiring FM Workforce 52 million positions to be filled 23 MILLION DEFICIT

13 Ask the right questions Why: Why is training so critical? What: What knowledge and skills are needed? How: Do you integrate competencies in to your talent management plan?

14 Top 10 Skills in FM 10. Numerical Know-How Most FMs aren t economists, mathematicians, or CPAs. But budgeting and financial planning are nevertheless important parts of the job. 9. Legal Eagle-bility A superhero FM doesn t need a law degree any more than a math degree, but having an appreciation for the impact that federal, state, and local law have on your facility is important. 8. Insider s Insight As an FM, you probably know a lot of about the Facility Management field. But what about your company s industry? 7. A Go-with-the-Flow Attitude A lot of leadership is intuitive, but good instincts can be learned. Are you generally easygoing, or are you naturally on edge? Either personality type can serve you well in different situations, but flexibility is an especially valuable trait for FMs. 6. Emergency Reflexes! Part of going with the flow means keeping calm in an emergency.

15 Top 10 Skills in FM 5. Project Leadership Facility Managers often double as Project Managers. 4. IT Savvy FMs may not need a background as software engineers, but the reality is that today s FM world is more technology-reliant than ever. 3. Sustainability Sustainability continues to trend not only as a buzzword but also as an emerging corporate value all around the world. 2. Cross-Networking Companies consist of numerous divisions that overlap. That s why FMs need the ability to network laterally across the entire organization with IT, HR, admin, other executives, etc. 1. People Skills At the end of the day, Facilities Management is all about the people you serve. Your ability to connect with, engage, and inspire the others around you will make the most determinative difference in your performance as an FM.

16 Job Task Analysis DOE Job Task Analyses: Energy Auditor Operating Engineer Commissioning Authority Energy Modeler Energy/Sustainability Manager Facility Manager Duties, Tasks, Knowledge, Skills, & Abilities

17 Job Task Analysis

18 Core Competencies Technical Business Behavioral Enterprise Knowledge O&M Strategic planning Leadership Mission Planning & Design Asset Management Teamwork/team building Vision Building systems Finance & accounting Interpersonal relationships Strategic direction Project management Contract monitoring Mentoring/coaching Values Construction Procurement Negotiating Culture/trust Code compliance Real estate Critical thinking Systems Cost estimating Acquisition/Leasing Communication Processes Space planning Business lexicon Change management Resource allocation Env. Health & safety Risk management Quality & Innovation Energy management Contingency planning Future issues/trending FM technology Ethics/law Performance measurement Core Competencies for Federal Facilities Asset Management Through 2020: Transformational Strategies (NRC 2008) Sustainability Marketing Benchmarking Commissioning Security Human resources Professional development Life-cycle analysis Organizational planning

19 Core Competencies IFMA BIFM FMA Leadership & Strategy Understanding Business Organizations Use organizational understanding to manage facilities Operations & Maintenance Managing people Develop strategic facilities response Finance & Business Managing premises Manage risk Project Management Managing services Manage facility portfolio Communication Managing work environment Improve facility performance Human Factors Managing resources Manage the delivery of services Quality Real Estate & Property Mgmt. Emergency Preparedness & Business Continuity Technology Environ. Stewardship & Sust. Manage projects Manage financial performance Arrange and implement procurement/sourcing Facilitate communication Manage workplace relationships Manage change

20 Competency Model Example Federal Building Personnel Training Act Competency Model General Services Administration Office of High Performance Green Buildings

21 FBPTA Competency Model FBPTA Competency Model Comp Areas (12) Core Competencies (43) Facility Mgt Energy Mgt Building Ops Comp Areas (12) Core Competencies (43) Facility Mgt Energy Mgt Building Ops Comp Areas (12) Core Competencies (43) 1. Management of Facities Operations & Maintenance 5. Safety 10. Business, Budget and Contracting Building Systems Basic Requirements Total Cost of Ownership Building Interior Infrastructure Life Cycle Assessment Building Exterior Contractor Program Oversight Contracting Other Facility Systems Occupant Interface Budget Formulation and Execution 2. Performance of Facilities Operations & Maintenance 6. Design 11. Leadership and Innovation HVAC Systems Planning Communication Electrical / Mechanical Systems Infrastructure Personnel Life Safety Systems 7. Sustainability Innovation General Building Regulations and Maintenance Requirements Enterprise Knowledge Best Practices & Innovation Implementation 12. Performance Measures 3. Technology 8. Water Efficiency FBPTA Technology Solutions Regulations, Goals and Best Practices Acquiring Data Building Automation Establishment and Water Audits Systems Implementation Maintenance Management Systems 9. Project Management 4. Energy Management Initiate Legend Demand Reduction Execute Primary responsibility, needs depth of knowledge Assess Initial Conditions Closeout Not primary, but needs general familiarity Commissioning and ESPC Training Significant "Federally-Specific" Coordinate with Public Utilities Planning, and Project Management Red Text Go to: for more detail Facility Mgt Energy Mgt content High-priority/high-value, impacts cost / efficiency Building Ops

22 FBPTA Competency Model Facility Mgt 1. Management of Facities Operations & Maintenance Building Systems Building Interior Building Exterior Other Facility Systems Energy Mgt Building Ops

23 FBPTA Competency Model Facility Mgt 2. Performance of Facilities Operations & Maintenance HVAC Systems Electrical / Mechanical Systems Life Safety Systems General Building Maintenance Best Practices & Innovation Energy Mgt Building Ops

24 Facility Manager 1. Management of Facilities O&M Building Systems (High Priority / High Value) 1. Demonstrate familiarity with Building Systems. 2. Demonstrate ability to work with Facilities team to assess a facility s need for building systems. FM FM 3. Demonstrate ability to oversee the acquisition, installation, and operation of building systems. FM 4. Demonstrate ability to work with Facilities Team to establish practices and procedures. FM 5. Demonstrate ability to work with Facilities Team to determine and administer the allocation of building systems resources. FM 6. Demonstrate ability to monitor and evaluate how well building systems perform. FM 7. Demonstrate ability to manage corrective, preventive and predictive maintenance. FM 8. Demonstrate ability to work with Facilities Team to develop emergency procedures for building systems. FM 9. Demonstrate knowledge of how to implement disaster recovery plans for building systems as required. FM

25 Facility Operator 2. Performance of Facilities O&M Operating and Maintaining HVAC Systems (High Priority / High Value) 1. Demonstrate ability to collecting Operating Data on system. 2. Demonstrate ability to adjust System Parameters as required. FO FO 3. Demonstrate understanding of indoor air quality, and how to test and adjust it. FO 4. Demonstrate ability to analyze HVAC system performance. FO 5. Demonstrate ability to coordinate HVAC system changes. FO 6. Demonstrate knowledge and ability to maintain all HVAC Systems. FO 7. Demonstrate knowledge and ability to repair all HVAC Systems FO 8. Demonstrate knowledge and ability to optimize HVAC controls. FO Operating and Maintaining 1. Demonstrate knowledge and ability with Lighting Systems.

26 Energy Manager 4. Energy Management Systems and Demand Reduction 1. Demonstrate knowledge of building systems and how they affect energy use (High Priority / High Value) 2. Demonstrate knowledge of Combined Heat and Power (CHP) Systems and distributed generation. 3. Demonstrate knowledge of Renewable Energy Systems Solar (Thermal and Photovoltaic), Wind, Biomass, Hydropower. 4. Demonstrate knowledge of Thermal Energy Storage systems (ex. chilled water storage, ice storage, potential energy storage etc) 5. Demonstrate knowledge of Building Automation Systems (BAS) and Control Systems. 6. Demonstrate knowledge of Enhanced Automation (EA) - California Energy Commission. 7. Demonstrate knowledge of Energy Management Systems (EMS) and Energy Information Systems (EIS). 8. Demonstrate knowledge of re-programming current systems and expanding network of

27 FBPTA Competency Model IFMA's "FBPTA-Aligned" Credentials Comp Areas (12) Core Competencies (43) FMP SFP CFM Comp Areas (12) Core Competencies (43) FMP SFP CFM Comp Areas (12) Core Competencies (43) FMP SFP CFM 1. Management of Facities Operations & Maintenance 5. Safety 10. Business, Budget and Contracting Building Systems Basic Requirements Total Cost of Ownership Building Interior Infrastructure Life Cycle Assessment Building Exterior Contractor Program Oversight Contracting Other Facility Systems Occupant Interface Budget Formulation and Execution 2. Performance of Facilities Operations & Maintenance 6. Design 11. Leadership and Innovation HVAC Systems Planning Communication Electrical / Mechanical Systems Infrastructure Personnel Life Safety Systems 7. Sustainability Innovation General Building Regulations and Maintenance Requirements Enterprise Knowledge Best Practices & Innovation Implementation 12. Performance Measures 3. Technology 8. Water Efficiency FBPTA Technology Solutions Regulations, Goals and Best Practices Acquiring Data Building Automation Establishment and Water Audits Systems Implementation Maintenance 9. Project Management Management Systems Legend 4. Energy Management Initiate Fully aligned with FBPTA Core Competency Demand Reduction Execute Partially aligned with FBPTA Core Competency Assess Initial Conditions Closeout Completencies largely not addressed Commissioning and ESPC Training Significant "Federally-Specific" content Coordinate with Public Utilities Planning, and Project Management Red Text High-priority/high-value, impacts cost / efficiency

28 Value of The Competency Model Understanding competencies crucial to industry growth Need the right people with the right training How do we know what training is needed without determining the competencies first Organizing competencies in to an industry recognized standard through the Department of Labor framework. Highlighting unique competencies with credentials and standards. Highlighting critical competencies needed for industry growth.

29 Ask the right questions Why: Why is training so critical? What: What knowledge and skills are needed? How: Do you integrate competencies in to your talent management plan?

30 Strategic Talent Management Current State Hierarchical Stovepipe Process & output oriented Recycle behavior Inward focused Avoiding technology Hoarding knowledge Avoiding risk Protecting risk Employee direction Transformation Summary of key practices Committed, persistent, and consistent leadership Strategic planning Organization alignment Integrated performance management systems Modern human capital approaches Effective communications Employee involvement High-Performance Organizations Flatter and more horizontal Matrixes Result-oriented Extremely focused Leveling technology Sharing knowledge Managing risk Forming partnerships Employee empowerment Leadership Focus Core Competencies for Federal Facilities Asset Management Through 2020: Transformational Strategies (NRC 2008) Adapted from GAO (2005) Cultural change and key practices for meeting challenges of high-performance

31 Workforce Strategy Employee job descriptions Training and professional development succession planning Employee recognition and rewards Employee performance and feedback

32 Strategic Talent Management How do you build your own Talent Management Plan? First question to answer what skillsets do I need to have a high performance team? 1. Identify the competencies for each of the roles 2. Use competency examples and modify to fit your organization 3. Evaluate your current team 4. Create a plan to fill in the deltas which may exist

33 Sample Job Description General Maintenance Worker Overall Job Description: Perform work involving the skills of two or more maintenance or craft occupations to keep machines, mechanical equipment, or the structure of an establishment in repair. Duties may involve pipe fitting; boiler making; insulating; welding; machining; carpentry; repairing electrical or mechanical equipment; installing, aligning, and balancing new equipment; and repairing buildings, floors, or stairs. Education: High school diploma or equivalent Training: Asbestos Awareness Confined Space Entry Electrical Safety Basic Plumbing & Heating Theory HazCom General Fire Safety OSHA Safety Requirements Lockout Tagout Basic welding Basic blueprint reading

34 Basic Entry Level Job Requirements Basic Entry Level Job Requirements Stand most of the work day Work in a squatting position for more than five minutes an hour Walk at least.5 miles a day Climb ladders and stairs Lift and carry objects at least 40lbs. See clearly at 20 inches or less (with or without optical assistance) See clearly at 20 feet or more (with or without optical assistance) Valid state issued identification card/driver s license Able to get to and from work using public or own transportation

35 Knowledge & Skills Competencies Knowledge: Building and Construction - Knowledge of materials, methods, and the tools involved in the construction or repair of houses, buildings, or other structures such as highways and roads Mechanical - Knowledge of machines and tools, including their designs, uses, repair, and maintenance Mathematics - Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their applications English Language - Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar Design - Knowledge of design techniques, tools, and principles involved in production of precision technical plans, blueprints, drawings, and models Skills: Troubleshooting - Determining causes of operating errors and deciding what to do about it Repairing - Repairing machines or systems using the needed tools Active Listening - Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times Critical Thinking - Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems

36 Specific skills needed Occupation Specific Tasks: General Trade Orientation Keep records of work assignments Maintain or repair work tools or equipment Maintain records, reports, or files Maintain repair records Measure and mark reference points or cutting lines on work pieces Order or purchase supplies, materials, or equipment Plan or organize work Read blueprints Read schematics Read specifications Read technical drawings Read work order, instructions, formulas, or processing charts Set up and operate variety of machine tools Use basic plumbing techniques Use hand or power tools Use measuring devices in construction or extraction work Use pressure gauges Use knowledge of metric system Clear oral communication techniques Understandable written communication techniques Use of tools ranging from common hand and power tools, such as hammers, hoists, saws, drills, and wrenches Verify levelness or verticality, using level or plumb bob

37 Assessment Plan

38 Assessment Plan Select One Credential Certificate Program OJL MOC Experience Academic (High School, etc.) Not Required by Coach

39 FBPTA Skills Assessment

40 Staff can select profiles

41 Or build their own

42 Staff select from existing qualifications

43 Staff confirms input

44 Staff sees results immediately

45 Staff and supervisors have a conversation

46 Find qualifications to fill gaps

47 Track organizational development needs

48 How to sell it If You Don t Ask, The Answer Is Always No

49 Vision, Strategy and Behavior People do not only want a job, they want an experience.

50 Why: Employee Retention LinkedIn Talent Trends 2014: Tell me again: Why would someone really good want to join your company? And how will you keep them for more than a few years? Yes money does matter. But -E.G. Chambers, et al, The War For Talent, 1988

51 Why: Employee Retention How Passionate Are Professionals About Their Work? LinkedIn Talent Trends 2014

52 Statistics Supporting Credentials 84% of employers state that IFMA credentials increase the collective FM knowledge of their organization. 79% of employers prefer or require an IFMA credential when hiring, promoting or making salary decisions about FM professionals.* 84% of employers feel that an IFMA credential increases job confidence.* 74% of employers feel that the overall reputation of the FM team is improved by having their employees earn an IFMA credential.* *Source: IFMA Value of Credential Research, 2014

53 Training Project Goals Develop skills and confidence Provide cross-functional training of work requirements Accommodate increasing skill levels across the trade groups and building systems operations

54 Holistic Approach Team focused vs individual focused Build a team by developing individuals Team skills are important Individual strengths leveraged to balance workload Succession Planning Be prepared for attrition or growth

55 Summary Talent Development Is A Team Sport Think of Talent Management Strategically Understand the Competencies & Skills Needed for YOUR Workforce Have a Documented Plan Backed by Real Data Enjoy The Experience!

56 Questions? Teena Shouse, CFM, IFMA Fellow Facility Engineering Associates