As long as soft and
hard facilities require different solutions when they develop faults, facility
management industry cannot do without constant change. It is one of the
industries that need to embrace change for effective solutions delivery. Change
could evolve because of the need to enhance solutions delivery within
short, medium and long term periods.
Employees need to understand
that built environment is not static because the users of various facilities
are dynamic. They cannot be predicted. Besides, people have different knowledge
or information on the use of facilities, especially those in workplaces.
Despite the benefits
associated with change, our experience has shown that employees in facility
management companies always afraid of change. This surface, mostly, when the
affected employees lack the required skills, there is a tendency of blocking
illicit financial sources for personal benefit and the threat to the team lead,
head or director. The threat to the leadership is being resisted when the new
ideas towards process, people or solution is being suggested by junior
employees.
Out of the three
reasons, according to our model, lack of skills and blocking of illicit
financial sources could be addressed when managements of the FM companies
appropriate Constant Training Programme (CTP) and Bonus Reward (BR) approaches.
Threats to existing processes and technologies must be mapped always to discern
the areas where the employees need to be trained. Quarterly salary review in
addition to special bonus to deserving staff will go in a long way of resolving
the resistance to change in the industry. Senior employees need to be equipped with
fundamentals of change management and its impact of business profitability.
This equally requires special training, focusing on ideation to innovation
management.
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