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FM in Action


listening, soothing and enthusing. It is their unswerving commitment, as much as anything else, that keeps people going, particularly through the darker times when some may question whether the vision can ever be achieved.


2. Building high performance teams As well as having a strong leader another area that will make the difference between success and failure in the early days of the contract is how the account team engage with the new potential employees at the early stages of mobilisation during the TUPE process. The client will be watching this stage very closely as they will be hoping that the promises made will be delivered to ensure no critical staff are lost and there are no ‘ripples on the pond’. This early stage of engagement with the new employees


is a pivotal moment when the FM service provider must continue to sell their organisation and present the merits of working within this ‘brave new world’. They should have prepared the vision and objectives prior to meeting the new staff to enable them to set out the journey and the destination. The account team must work closely with both HR departments (client and supplier) to translate this detail into a motivating communication pack. Let’s not forget that the potential new employees have a choice to make – do they stay or do they go? In other words, do they want to stay with the incumbent provider and work on a different contract or do they see their future with the new service provider working for the client as before? It’s generally accepted that about 10% of an iceberg’s


volume is above the waterline. Therefore, stretching that image, an approach above the waterline to create the structure, processes, systems, policies and identify the skills needed to deliver the contract is important, but it’s


no guarantee that your new employees will deliver the improvements that you have promised to the client based on these areas alone. To achieve real breakthrough you need to be intensive below the waterline and work on the team’s behaviour, perceptions, mind-sets and attitudes. The account team will effectively set the standards in terms of their behaviours for the rest of the team to follow. They need to engender an open, friendly, inclusive and inquisitive culture that promotes feedback from all members of staff. The table below is an example of how to develop a set


of expectations that can help support a service excellence culture for the client.


When setting out to change hearts and minds don’t forget about reward and recognition. Your account team should agree with the client how you reward examples of best practice. Do not get caught up in making it complicated but encourage everyone to be able to identify what best practice is. For example, when trying to create a culture of identifying best practice across the business, you might agree with the client that every frontline service team member could have a nominal sum of money (say, £100) to enable them to reward best practice when they see it. For this you need a budget and then good communication with all staff. There may be a few individuals who doubt this process and think it could be abused, however, it can produce some amazing results. Both the delivery teams and the users need to recognise that investing in the programme makes a difference. The service delivery teams should feel empowered that they can celebrate success and share best practice, and it will help them (and the account team) identify the best and most capable people. When working well it is not abused but helps to achieve engagement with the vision and objectives at a much faster rate.


The Vision: one team working with pride and passion to deliver excellent service to our client Team Expectations


Personal Expectations


Can-do attitude = service excellence One team – one focus – one goal Maintain a healthy & safe workplace


Give and receive honest, open and constructive feedback


Develop skills and knowledge through sharing information and team work


Embrace new ideas, look to the future and don’t be afraid of change Celebrate success


See it – own it – solve it Strive to innovate, improve and inspire, every day Treat others as you expect to be treated yourself All our interactions delivered with a smile


Service Expectations


Reputation is everything Service excellence is our standard Perception is reality Always keep our promise


Approach all situations with empathy and understanding


Uncompromising levels of customer service is the responsibility of everyone


Take pride in the 3 ‘PAs’ 1. Personal appearance 2. Positive attitude 3. Professional approach


Attention to detail: it’s how we do things, not just what we do


Support the values of our client and adhere to their policies and commitments


We are all customers, we expect the best service, we deliver the best service


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