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19 October 2018
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12 April 2017 | Martin Read


FM’s ability to demonstrate the best possible performance from each member of facilities service personnel is paramount, and a data-driven approach to planning, monitoring, measuring and maximising the engagement and performance of the FM workforce can be transformational. 

Our recent webinar addressed this topic in depth – you can access the full hour event, or individual audio snippets, by visiting tinyurl.com/FMW0417-Webinar. Meanwhile, here are some highlight quotes from the day.

Gavin England

Industry insights manager, Kronos

“Putting a system in place to show the exact hours worked, holidays, absence, what activities have been performed when, and by who, is a good idea, but combining this with pay and overtime rates allows you a precise picture of what’s going on. Improved payroll accuracy is an obvious benefit, as is less time on administration. But skills, certification and shift preferences can all be brought in to the mix. The real value is in analysis of the data and the greater visibility it gives you of your operation; that can be a real gold mine.”

“Millennials want the flexibility to go in to a workforce management solution and change shifts, manage their holidays – they want that sense of empowerment.”

“IT tools are getting so much easier to use. You no longer have to be a data scientist to use them.”

Sarah Hodge

Strategic workplace and FM expert at FMP360 specialising in cultural and behavioural transformation / strategic relationship management

“There is a vast amount of data out there, but if we in FM don’t have the skills to work out what amongst that data will have the biggest impact on our clients, it’s useless. We need to focus on our clients’ organisational drivers, to understand what we’re measuring and how, and then to translate that into something which demonstrates its impact on their bottom line.”

“The huge challenge within FM is to access and accumulate key performance data because it’s often stored all over place – in estates departments, in HR and elsewhere.”

“There’s a new skill set required for understanding data flow, and I’m not sure we in FM have the skills to interpret that data, translate it and generate value out of it.”

“What are the critical success factors? People on the front line in FM teams have a huge amount of knowledge and opinions on how long a job takes, or doing it better… We’ve got to listen to them.”

Andrew Hulbert

Managing director

Pareto Facilities Management

“For me, it’s about trying to have some of your work requirements built around the needs of staff.That breeds engagement, and therefore higher efficiency and greater value from staff. Essentially the question is, how does our work fit their life?”

“Frontline staff often don’t realise that all this data exists. When you show them, they’re surprised – and can often suggest new ways of doing things as a result.”

“FM has suffered a lack of quality managers… that’s something we’ve said for the past 20 years. But millennials have grown up with iPads, so they’re tech-ready.”

“It’s also about ensuring your business is agile. All clients are different and the technology you deploy has to adapt to fit.”

“As time goes on, the attraction of managing a low-level cleaning team on minimum wage is getting further away from what young people want to manage. That’s where FM suffers. The sector needs to show to young talent the opportunities available in FM, and that’s where their responding to data comes in.”