Digital transformation
  • 03 Sep.2021
  • 3 Min min read
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3 ways you can get your O&M team to work in data first Environment

by Harshika Singh

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It wouldn’t be wrong to say that In the past couple of years, asset or process-specific data mining and analysis has delivered hockey stick growth across numerous sectors, whether it’s manufacturing or service. According to Frost and Sullivan’s report, Big Data Analytics Market is expected to grow 4.5 times by 2025. As the commercial facilities management space moves toward a data-driven business model, the importance of a well-trained operations and maintenance team grows.

In the recent few years, the growth of digital transformation applications has accelerated. It has evolved to the point that the essential ecosystem of end-users or key stakeholders hasn’t had the opportunity to reciprocate appropriately and the resulting gap has caused severe issues for decision-makers in streamlining their teams for continual transformation.

In the history of O&M, a lot has changed, and technology has been at the center of it all. The move to a data-first environment is on the rise, sooner or later, it will be the default setting for smarter buildings, therefore it’s vital for operations and maintenance teams to be a part of this plan for personal and organizational success.

In this article, we’ll look at three ways that leadership may enable their O&M team to prepare for and thrive in a data-first environment.

1. Inclusive Processes

Setting up a pathway for their growth
Of course, Individual engineers and technicians may have varied definitions of growth, but ultimately, they would like to advance in their work in a better, resistance-free environment. Grasping this aspect while deploying a new application would benefit greatly the transition managers.

FM Leaders can consider Highlighting the implications of new technologies for the O&M team’s existing work, for example, factors such as work efficiency, elimination of redundant work, improved time planning, and so on not only provide an easier way to fulfill the Facility manager’s KRA but also reduce a lot of headaches for technician or engineering teams. These well-defined benefits for a technician can push them to implement the change because it will ultimately help them develop professionally.

2. Upskilling and capacity building

Repositioning the existing workforce has also been a challenge for many facility management firms and there couldn’t be a right time to address that.  If prepared properly, up-skilling and cross-skilling can be two impressive approaches. We don’t expect a technician to become a data analyst, but he or she should have a basic understanding of mobile and desktop applications. Using various tools to ensure that they are obtaining the correct data from the systems and that key indicators are being monitored.

Capacity-building exercises can be planned in a phased manner by identifying overheads from contracts. Such additional workforce can be categorized further for cross-skilling or upskilling based on expected future demands. This will help them nurture the candidates from the existing talent pool without paying for new hires.

On Feb 21 Mitie has launched an apprenticeship program under the ‘Mitie Technical Services Academy’, it is a noteworthy initiative to offer learning and development opportunities for employees at every stage of their career. Programs like these can also boost the morale of existing employees by creating a sense of belonging.  

3. Purpose-built applications

Facility Management is known as a people’s organization, any changes in the work process that would be made by undermining the blue-collar workforce will face friction during deployment and commissioning, therefore building a technological roadmap keeping a bottom Up approval helps them cope with expectations will always be advantageous for all. 

For example, if a technician is made to monitor certain parameters either by physical inspection or mobile application will prompt him to spend more time catering data or calculating final findings rather than acting on insights, now that application will eventually eat up a lot of his time. Instead, an application that delivers clear actionable insights to the proper user (different for technician and manager) based on his time constraints, analysis capabilities, and decision-making skills would be an immediate success and experience a significant rate of adoption within a few days of deployment.

Hence, ideally, every facility management leadership team should strive to create a strong culture around O&M teams that can adapt, nurture and maintain inclusive growth for the company and the end client. 

How does your company manage O&M teams across multiple facilities? 

Are they up for the challenge of achieving the digital transformation goals that your leadership team has set for them? Is there any other method to get the data ready? Please share your thoughts in the comment section below.

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