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Managing People in FM

Managing People in FM. Michael Cant BArch ARICS MBA Larch Consulting 30 March 2001. Context. About Managing People I. Staff turnover The turnover costs for an employee is anywhere between 75% and 150% of the annual salary Conflict management

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Managing People in FM

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  1. Managing People in FM Michael Cant BArch ARICS MBA Larch Consulting 30 March 2001

  2. Context

  3. About Managing People I • Staff turnover • The turnover costs for an employee is anywhere between 75% and 150% of the annual salary • Conflict management • 42% of a manager’s time is spent on reaching agreement with others when conflicts occur

  4. About Managing People II • Staff development • Only24% of FTSE 100 companies can identify a board member responsible for personnel matters • 20% of companies said that their workforce did not give them a competitive edge • 50% of companies surveyed by the IoD would not hire most or all of their employees a second time around

  5. About Managing People III • The Workplace Relations Employment Survey (2,000 private and public sector bodies) • “high commitment management practices” • Includes training, influence over work patterns, job security, family friendly policies • Only a small minority of organisations had half in place, none had all

  6. About Service Delivery • Customer relationship management • Brand loyalty • Storecards • Price : Quality relationship • Expectation • Contracts, agreements

  7. About FM • Are we different from other sectors? • Can be seen as a cost, not as a benefit • Only take an interest in us when things go wrong • Outsourcing: its problems and opportunities • In-house teams: problems of perception • Minimum cost expectation, not best value

  8. Good things are emerging • The industry is professionalising • It’s getting a better reputation • Skills are improving – but still patchy in some areas • Expectation has increased – but so has delivery • Organisations are beginning to understand the value that FM can add to the business

  9. FM: Service Delivery Organisations which manage people well are likely to have more committed employees; commitment feeds into higher productivity; higher productivity brings improved financial performance

  10. Effective Management Leadership and management Motivation and commitment Proactivity and Productivity Satisfaction and Renewal

  11. Effective Management • Have a vision – and bring it to life • Walk the talk – lead by example • Tools & techniques, ingenuity & innovation Leadership and management Motivation and commitment Proactivity and Productivity Satisfaction and Renewal

  12. Effective Management Leadership and management • Soft issues • Empowerment • Flexibility • Work/life balance • Teamwork • Career development • (Financial rewards) Motivation and commitment Proactivity and Productivity Satisfaction and Renewal

  13. Effective Management Leadership and management • Hard issues • Performance measurement • Benchmarking • Service level agreements • Responsibility and accountability • (Financial rewards) Motivation and commitment Proactivity and Productivity Satisfaction and Renewal

  14. Effective Management Leadership and management Motivation and commitment Proactivity and Productivity • Satisfying individual, team, company and client objectives • Loyalty – staff, clients • Repeat business: profitability, sustainability Satisfaction and Renewal

  15. Effective Management Leadership and management Motivation and commitment Proactivity and Productivity Satisfaction and Renewal

  16. High tech High touch Successful FM is:

  17. The Challenge: • How do I balance these within the framework of my own organisation?………

  18. Managing People in FM Michael Cant BArch ARICS MBA Larch Consulting Thorpe House 17 Dormer Place Leamington Spa Warwickshire CV32 5AA Telephone 01926 314312 Mobile 0973 637683 e-mail innovate@larch.co.uk Facsimile 01926 314113

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