Facility management (FM) outsourcing is a strategic decision that can help you optimize your operations, reduce costs, and focus on your core business. However, transitioning to an FM outsourcing model requires careful planning, communication, and collaboration with your internal and external stakeholders. Here are some tips on how to make the switch smoothly and effectively.
Before you start looking for an FM outsourcing partner, you need to have a clear understanding of your current situation and your desired outcomes. What are the main challenges and pain points of your in-house FM team? What are the scope, scale, and complexity of your FM services and assets? What are your short-term and long-term objectives and expectations from outsourcing? How will you measure and monitor the performance and quality of the outsourced FM services? Conducting a thorough assessment of your needs and goals will help you define the scope of work, the service level agreement, and the budget for your FM outsourcing project.
In my experience, a successful transition to an FM outsourcing model requires a strategic approach. Consider conducting a thorough risk assessment to anticipate potential challenges. Prioritize clear and open communication with both internal teams and the outsourcing partner to ensure a smooth transition. Moreover, fostering a collaborative relationship, rather than a transactional one, can lead to better long-term outcomes and innovative solutions in facility management.
1.Recognize in-house FM team issues. 2.Assess scale and complexity of FM services. 3.Clarify short and long-term outsourcing goals. 4.Establish metrics for monitoring service quality. 5.Determine project scope, SLA, and budget.
Avaliar as suas necessidades é o primeiro passo e o mais importante. Qual o motivo principal da terceiriza??o no seu caso? Economia? Melhorar a qualidade? Diminuir o absenteísmo? Quais ser?o as métricas utilizadas para medir o desempenho da terceiriza??o além do SLA? A partir dessas respostas é que você conseguirá definir as suas metas e estabelecer um planejamento a médio e longo prazo.
Para realizar a transi??o para a terceiriza??o de FM, devemos realizar um estudo quanto aos ganhos para a organiza??o. Devemos considerar fatores como custos, eficiência operacional, especializa??o necessária e o foco no core business. Após realizado este levantamento e a terceiriza??o se mostrando um ganho para a organiza??o. Estaremos prontos para realizar um sólida e consistente gest?o de mudan?a identificando todos os pontos a serem trabalhados, para colocar a terceiriza??o em andamento.
If we don't know where we want to go, there's no way we can delegate it to an FM management company. It is important to be clear about what we want and how we will measure deliveries (KPIs and SLAs).
Finding the right FM outsourcing partner is crucial for the success of your transition. You need to consider several factors, such as the partner's experience, reputation, capabilities, flexibility, and alignment with your culture and values. You also need to evaluate the partner's proposal, contract, and pricing model, and ensure that they are transparent, fair, and realistic. You should also check the partner's references, testimonials, and case studies, and visit some of their existing or previous clients to see how they deliver their FM services.
Choosing the right FM partner requires considering factors such as expertise, quality, flexibility, compliance, track record, references, policies and pricing. Now more than ever, priorities such as ESG play are large part in choosing any business partner. A vendor with strong ESG rating can help you achieve your own ESG goals, or a minimum, not drag your rating down.
1.Consider the partner's industry experience and reputation. 2.Evaluate their capabilities and flexibility to meet your needs. 3.Ensure alignment with your organizational culture and values. 4.Check for transparency and fairness in their proposal and contract. 5.Verify reliability through references and case studies.
Escolher o parceiro certo é primordial. N?o escolha apenas com base nos custos, pois isso lhe levará a escolher uma op??o que n?o atenderá as suas necessidades. Avalie a qualidade dos servi?os prestados, a estrutura da empresa (financeira e operacional), obtenha uma lista de clientes que s?o atendidos pela empresa para obter um feedback sobre a qualidade dos servi?o prestados, entre outros parametros.
For me, a good Partner is one who, first and foremost, understands and respects my company's Culture. Furthermore, it is important that the deliverables are clear to him, how it will be managed and if he does not perform, the penalties will be imposed.
Evalúa la experiencia del proveedor en tu sector, verifica su historial de desempe?o, considera la amplitud de sus servicios, y asegúrate de que cumple con estándares de calidad y seguridad. Además, es crucial establecer una comunicación clara y definir KPIs de valor. Realizar visitas a instalaciones existentes y obtener referencias reales de otros clientes y experiencias puede proporcionar una visión importante de cara a la elección.
Communication and engagement are key to building trust and rapport with your FM outsourcing partner and your internal stakeholders. You need to communicate clearly and frequently with your partner about the project scope, timeline, deliverables, expectations, and feedback. You also need to engage your employees, managers, and customers in the transition process, and address any concerns or questions they may have. You should also communicate the benefits and value of outsourcing, and highlight the positive impact it will have on your operations, finances, and customer satisfaction.
The more fruitful communication the easier is the transition with the FM partners, and the better would be the operational efficiency from them. It’s a 70-30 transition that we shall practice. As the FM partners come with the 70% experience and know how of the FM industry practices showing them the 30% of how our company works and expects deliverables to be shared makes a very synergised 100% and mutually agreed deliverable.
A comunica??o clara e frequente é essencial para o sucesso da terceiriza??o de FM. Envolver os stakeholders internos e parceiros é fundamental para construir confian?a e relacionamento.
1.Share project details, expectations, and feedback transparently. 2.Involve employees, managers, and customers in the transition, addressing concerns. 3.Address questions and concerns proactively during the transition. 4.Emphasize the positive impacts on operations, finances, and customer satisfaction. 5.Foster trust by maintaining transparent communication with both partners and internal stakeholders.
In every change process, it is essential that we create a communication plan with Internal Customers and the reason for the changes, highlighting the challenges, but also the benefits, thus facilitating the transition process.
La comunicación entre el cliente y la empresa de Facility Management es fundamental. Permite comprender las necesidades, resolver problemas y ajustarse a cambios. En mi experiencia, una buena comunicación con el cliente es esencial para ofrecer un servicio FM efectivo.
Transitioning to an FM outsourcing model is a major change that can affect your organization's culture, processes, and performance. You need to manage the change effectively, and minimize the disruption and risk involved. You can do this by creating a detailed transition plan, assigning roles and responsibilities, setting milestones and deadlines, and tracking progress and results. You should also provide adequate training, support, and feedback to your employees and customers, and help them adapt to the new FM service delivery model.
This is very crucial. You can manage change by following things. Don't outsource all models in one go, do it in phases, from one area to another. In all phases, FMs who are outsourcing must be available for smooth transitions. Communication and timely responses to everyone are very crucial if there are any issues. Try to be there all the time and let everyone know how the new model is benefiting them the and organization.
1.Effectively manage the impact of FM outsourcing on culture and processes. 2.Create a plan with roles, milestones, and deadlines. 3.Monitor and track transition progress and results. 4.Provide training, support, and feedback to employees and customers. 5.Mitigate disruption and risk through a well-structured transition plan.
In a transition process, it is important that we have very well aligned with everyone involved, each stage of the process, as well as the key activities of those responsible and the deadlines to be met, to guarantee the effectiveness of the Project.
Once you have completed the transition to an FM outsourcing model, you need to evaluate the results and identify areas for improvement. You should use the performance indicators and quality standards that you agreed with your partner, and collect data and feedback from various sources, such as reports, surveys, audits, and reviews. You should also conduct regular meetings and reviews with your partner, and discuss the achievements, challenges, and opportunities for improvement. You should also celebrate the successes and recognize the contributions of your partner and your internal team.
1.Assess outcomes using agreed performance metrics. 2.Gather data from reports, surveys, and audits. 3.Hold regular discussions on achievements and improvements. 4.Acknowledge successes and contributions. 5.Identify areas to enhance and implement changes.
According to the established indicators, once implementation has started, it is important in planning to plan for alignment meetings to correct any failures and it is also important to celebrate with those involved each successful stage, the so-called Quick Win, thus, there is a greater chance of engagement, for the next steps
Haz seguimiento con KPI que den sentido al servicio contratado o prestado. Los KPIs clave para monitorear un servicio de Facility Management incluyen la satisfacción del cliente, la eficiencia operativa (como el tiempo de respuesta a solicitudes y el mantenimiento preventivo), la utilización de espacios, el control de costes y el cumplimiento de normativas de seguridad y medio ambiente. Estos indicadores proporcionan una visión del rendimiento del servicio general. Luego, en función de necesidades del servicio más particulares, será necesario establecer KPIs más concretos que den más detalle y se adapten más a las necesidades del cliente.
Here are some more suggestions: Start with pilot project to see performance of FM outsourcing: such one portion such as, Security, reception and Canteen areas then go towards other areas. Define transition periods Documentation and policies handover, and the system things like approval, work order system. Make your FM outsourcing vendor following your SHE policy and following labor laws and sustainability functions
Transitioning to an FM outsourcing model involves meticulous planning. Identify key functions, choose a reputable outsourcing partner, establish clear communication channels, and define performance metrics. Develop a phased transition plan, ensuring staff training and seamless handovers. Regularly evaluate and adjust the outsourcing arrangement to align with evolving business goals and industry best practices.
Transitioning to an FM outsourcing model involves thorough planning. Start by assessing current facilities management processes, identifying key stakeholders, and establishing clear communication channels. Define performance metrics, select a reputable outsourcing partner, and ensure a detailed transition plan is in place. Regularly monitor progress and address any challenges that arise during the transition.
En el momento de abordar la externalización del FM, considero muy relevante diferenciar entre la necesidad de disponer de un socio operativo en FM, y un socio tecnológico en FM.