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FM in Action


KPIs – why we need a new approach


Anne Lennox-Martin writes: I’ve worked in facilities management for slightly longer than most. While all that experience and engagement in this wonderful profession may give me an edge in terms of understanding where the sector has come from, more important is understanding how and why it is changing, and where more change is needed


a long time. Key performance indicators are the historical tool of choice – but are they really the most effective tool to use? I suggest that, in isolation, they are not. In fact, this is an area that has not seen much change – and it is now time for a whole new approach.


T


Building better relationships As someone who has risen up the ranks, from delivering frontline services to overseeing multi-million pound contracts, I am proud to be a Fellow of BIFM and a Fellow of RICS. My experience over the years has shown me that a crucial factor in successful FM is the quality of the relationships that exist. Why do some FM providers excel and win awards with one client and fail miserably with another? At the heart of this conundrum lies the truism that service is all about


142 FACILITIES


he way we measure how effective FM is within an organisation has been an issue, and a challenge, for


people. Whatever the constraints around the contracts, the funding and the business challenges for both parties, strong relationships will find a way through to mutual respect and agreed outcomes. In simple terms, trust grows from consistent delivery, collaboration, understanding and communication. Without these attributes any relationship is likely to fail. In the FM context, this often takes the form of those engaged in service delivery perceiving themselves to be successful while customers and clients have a different perception – in other words, there is a divide that needs to be bridged as a first step. “You can’t manage what you can’t measure. And if you can’t measure it, you can’t improve it.” Those words have been guiding management thinking for quite some time. The great Peter Drucker argued that measuring performance is crucial to an organisation’s effectiveness. “Work implies not only that somebody


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