To differentiate performance in studies or work the concept of “ranking” is common. Ranking like Fortune 500 for companies, ICC rating for cricket, film ranking by different newspapers and TV channels etc., infuses healthy competition to bring better things in respective areas. Coming up with evaluation methodology to arrive at “Facilities Ranking” is one of the expectation I got in response to my mail to FM Zone members on topics they would like to cover in my weekly article. I don’t claim that have put in place a perfect system for “Facilities Ranking” however in my work experience have done few things in this area which delivered better the results. I am happy to share the same with FM zone members. When I got an opportunity to manage multiple facilities across the country, I felt the need for common process and systems. Then need to know how things are working in location “X” when you are concentrating on location “Y”. In the process learnt that primary input comes from internal customer i.e., employees, do a survey and understand the areas you are doing well and the areas needs focus. From the user perspective the facilities should meet most of the expectations/requirements. The gaps identified in the process will help to pay attention for systematic improvement. To the extent possible standardize the infrastructure requirements like work station, chairs, flooring, wall colors, rest room design, cafeteria & recreation facilities. Communicate and familiarize the users with the standards. The main challenges we face in the ranking of facilities is mix of “Old” and “New” facilities. In older the facilities it might be difficult to bring the changes to meet the current day standards. We should find best suited alternative & communicate with employees and set the expectation right. In evaluating these facilities use certain normalization factor/s to compete with the newer ones. These thought process lead me develop key ingredients for best facilities from the point of view of users of the facility i.e., employees. Instituted quarterly awards for best facilities with the following parameters:- 1. Customer Centricity- score on transaction feedback survey (every quarter choose an area and ask employees to respond to few questions) and analyze the response to arrive at the satisfaction score. Transaction feedback helps to bring improvements quickly in comparison to annual feedback surveys. 2. New ideas generated and implemented-set target measure against the same. The best of ideas comes from the people who does the job hands on, this encouraged employee from facilities function as well contract employees to come up with bright ideas and implemented them as well. 3. Helpdesk resolution % & SLA adherence- this is an indicator to know how effectively the service delivery takes place. 4. Cost competitiveness—target vs. actual or actual efforts of savings realized. It is not just cost cutting it is cost management. How effectively you manage the cost to get higher benefits. The concept of Reduce, Re-use and Recycle if applied will deliver greater cost management results. 5. Facilities snag index-start listing down small or big snags in the facility and put in place a systematic way to address the same. This helps development of eye for details. At location level managers are aware at any given point of time what are snags to be addressed and the plan of action to attend to the same. One gets greater control of managing the facility. Initial few months the list might look big and over a period of time, it will be manageable number. You will find the calls to helpdesk and escalations reducing.
Depending on organization requirement one could add few more parameters which are essential to monitor from the internal customer point of view.
1. On-time arrival % of transport
2. Cab utilization ratio
3. Cost per person
4. Safety index of cab
5. Travel services effectiveness etc.
Ensure overall key measures are limited to max 5-7 items for each facility. Measuring too many factors will put stress on the team, once you start improving and stabilized an area, might take up another area to focus. This can be a continuous cycle. Attach appropriate weightage to each one of them depending on business requirement.
Look and feel of the facility is one part & we need to look at these three parameters and manage it consistently to remain as “Best facility”
Efficiency: needs to be looked with respect to volume, delivery excellence. How efficiently and consistently the process delivers better results? The process not only enhances the functional efficiency it enhances the efficiency of its user-employees as well. This we call it as tangible benefits.
Effectiveness: with respect to cost and time i.e., SLA adherence. Services are provided with effective cost management and enhanced SLAs adherence time and again.
Perception: is measured through survey/feedback. Be in touch with your internal customers-employees and understand their expectations to align your service delivery.
Choose the right parameters and metrics and start measuring them. As the sayings goes “What gets measured gets improved”. I followed this for many years in my professional and personal life and reaped benefits. This transparent method of ranking and reward system brought in health competition amongst locations and consistently performed meeting or exceeding internal customer expectations. Also helped managers to be aware of the areas they need to focus to better the results.
