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Unified Workforce

Unified Workforce.

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Unified Workforce

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  1. Unified Workforce • Several factors influence a service companies ability to run efficiently. This initiative is all about how to leverage labor resources and provide responsiveness to our Customers and opportunity for our employees. Our ability to identify and create career path opportunity for employees will reduce attrition and create a distinctive competence not easily matched.

  2. UNIFIED WORKFORCE SME

  3. Call Center: Traditional call handling function combined with the ability to monitor and act upon technical requests from equipment, employees, and partners.

  4. Eservice: Where is my tech? Customer visibility regardless of ABM business line. Tools provide current status of field tech, work order history and request for service.

  5. IMPACT Innovative Mobile Product and Continuous Training: Mobile interface leveraging MSFT Tag 2d technology. Tag is scanned with a standard pocket device camera which invokes a series of actions. This initiative will launch a mobile optimized SharePoint site for the Customer location. Access to site specific LincTube content, technical manuals, scope of service details, etc. are examples of content to be provided to the field employee.

  6. inSITE: Represents a new approach on how we deal with field based asset information. Designed to establish our ability to consume and take action on field intelligence being fed to us by a myriad of control systems and devices. We will be positioned to offer the market a fresh approach, that of Intuitive Intelligence, turning intelligence into action.

  7. LincTube: Streaming media environment providing user contributed content to all ABMFS employees, partners and customers (limited access). Content is loosely organized into four buckets; Education; General; Operations and Sales

  8. Localized labor: Proof of Performance for sub contractors at site locations. Our ability to low cost manage sub's within a facility supports our "localized labor" management model. Our ability to interface and manage sub's on behalf of our Customers allows us to efficiently extend our service offerings.

  9. Metropolis: Exponential value is created as team members and customers alike gain a deeper understanding of solution offerings. One of our objectives as an organization has been to provide a "cluster of services" to our Customers. Interestingly our largest constraint to consistently achieving this objective is we all "know what we know" based on our exposure to other areas of the business.

  10. PO Management: Simply stated, a central hub of vendors participating in a purchasing process. Our employees access the system to obtain and manage purchases (PO’s and materials).

  11. Public Sourcing: The movement by Cities, Counties and States is to transition to an outsourced model for all non-political positions. Leveraging our experience in running military bases we are taking that expertise to the public markets.

  12. Social Compulsion : Collaborative field tools; "connected field workers" . The under-belly passes traditional work order based information; where to go next, high level status changes, parts consumption and equipment service awareness. However, woven into this innovative solution you will find a social component, appealing to the techs competitive appetite.

  13. Social Control: Turn upside down the logic in environmental control systems. Liberating social tools pit the building occupants against one another in friendly competition. Allow communities or departments to compete on who can save the most energy. Social control provides metrics and the simple answer to the long standing question, “What can I do, right now?"

  14. Social Dispatch: Our current model is not scalable. Put tickets into a pool and allow a set of ABM reserves, organized by guilds, pull the work from the queue. In the Public Sourcing model (related ABM initiative), additionally allow the capacity for residents of Cities or Communities to socially adjust ticket priority.

  15. Quick tips Enterprise Management easi impact tube Continuous Learning models Social compulsion

  16. Sarnoff Content is king [N + M] Metcalfe Transaction based [N2 + M2 + 2NM] Reed Group forming [2N x 2M] Evolution of a Collaborative Culture

  17. Sarnoff Content is king [N + M] Metcalfe Transaction based [N2 + M2 + 2NM] Reed Group forming [2N x 2M] Evolution of a Collaborative Culture

  18. Sarnoff Content is king [N + M] Metcalfe Transaction based [N2 + M2 + 2NM] Reed Group forming [2N x 2M] Evolution of a Collaborative Culture

  19. Sarnoff Content is king [N + M] Metcalfe Transaction based [N2 + M2 + 2NM] Reed Group forming [2N x 2M] Evolution of a Collaborative Culture

  20. Cultural Cohesion c2 Perpetual results. EASI adoption.

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