FOCUS INTERVIEW
post-COVID.
“The corporate sector are exploring the hybrid
models and factoring in how they will maintain
wellbeing, connectivity etc, but they first need to
know how the physical environment impacted
people previously. They need to review how
it supported those people, how they used
that space and helped them do their job, and
equally, how that space influenced how they felt
about their employer and their role. If you don’t
know the answer to those things before you
introduce the hybrid model, how do you know
what to replicate?”
“The most apt phrase I use for this process is;
Now, Next, Later. ‘Now’ is expertise and advice
in the moment, ‘Next’ is about best practice, and
what people are doing to accelerate the return
to work and ‘Later’ is the thought leadership
piece, how do we help you identify what that is
and how to achieve your goal?”
STRATEGIC FM
With influencers and decision makers more
cognisant than ever on what’s happening on
the frontline, there is a far deeper appreciation
of the role FM has played in these challenging
times. According to Shorthose, COVID-19
appears to have removed the ‘white noise’
between senior client and what’s being
delivered. But how can the sector leverage
this to ensure it continues to play a key role in
organisational strategies?
“There is a window right now to elevate how
FM is perceived. If you look at the accounts that
we and other providers have, there are those
where it’s about purely delivering a contract and
service specification and those that represents
more of a strategic partnership. Where we have
solid strategic client relationships is when we
understand the pressures the client is under,
where they are trying to get to, and are ready
to bring the elements that are going to deliver
what they need. FM is earning the right to play in
that second spot.”
Shorthose also believes that if you continually
refer to the contract when dealing with clients
it suggests there is something missing in that
relationship. He maintains that the really
successful contracts are the ones with a level of
fluidity that means they could be described as
‘output-based’ contracts.
He says: “A lot of the work I do with clients and
account teams shows that when things aren’t
as rewarding for both parties as they might
be, there tends to be a missing element, and
that is purpose. ‘Why are we all here, for what
outcome?’ Once you’ve shared outcomes the
collaboration piece of the jigsaw works so much
better.
“We have heard phrases such as ‘race to
the bottom’ and commoditise being used to
describe FM contracts, but what I’ve learnt
is that delivering the written agreement isn’t
enough, you need to earn the right to look at
the value proposition around the workplace and
26 FEBRUARY 2021
customer experience and where you can
demonstrate above and beyond the basic
competence and understand the client and
their pressures, it means that in nine out of
10 times you are bringing something extra.”
LONG TERM CHANGES
We’re coming up to a year since the
pandemic broke and the way in which we
all work has been disrupted in a way no
one could have imagined at the start of last
year. The survey shows clients are reviewing
workspaces and considering all options.
Many of these considerations, such as
reducing real-estate, repurposing buildings,
and supporting agile working by introducing
hybrid models are not new, but COVID-19 has
accelerated this process. Nearly 70 per cent
of customers confirmed their medium-term
plans for building utilisation has changed
and half (50 per cent) cited agile working
and rationalisation as their main reason for
change.
Alongside this the survey found
that client’s focus on service lines and
requirements have changed, with a third (33
per cent) saying their focus is now on agile
working, while 22 per cent are reviewing the
allocation of spaces on sites with plans for
repurposing total real estate. The average
score for the level of change was 6/10 but
this number is as high 9/10 within the private
sector.
Explains Shorthose: “Over half of clients
thought there was a significant need to
review their service lines and the emphasis
they put on certain areas. For example, 35
per cent of clients wanted more investment
in cleaning and an additional focus on
health and safety which is 75 per cent more
important than ever before. The language
here is also changing, as health and safety is
as much about mental wellbeing as physical
health.”
“Our survey also found that sustainability
has not been overlooked, despite the
disruption to workplaces, as it is 30 per cent
more important than it was before, which
is very positive, given everything else going
on. It still remains a priority for us to help
our clients and it’s still on the radar, and that
hasn’t ceased. Sustainability in this context
includes social value and wellbeing which are
more important than ever before.”
One of the predictions for the future of FM
following the pandemic is that the use of
technologies such as sensors to maintain
social distance, devices to measure infection
control and automated service delivery has
advanced the digitisation of the workplace.
Does this mean FM service providers and their
clients will rely more heavily on AI and apps
to measure performance?
According to Shorthose, customers see
managing workplace in two ways;
1. Data driven decision making and the
connected workspace as a way to measure
how the building is being utilised.
2. Employee insights, how they want to
use the space to remain productive while
maintaining personal wellbeing.
Says Shorthose: “Both elements have to
go hand in hand, but you can’t dismiss the
technology informing that. When you put
the two things together, that’s when you get
operational ež iciency and meeting goals.
The FM provider who is successful in that
space will get that balance right between
investing in that technology but know how
to implement it in a way that is engaging
people to understand the benefits that data
can bring.
“A lot of my role is in driving change, and
this is no diž erent. You have to take people
along as there is an engagement piece and
an education piece and to me you’ve got to
have all of that together with the technology
and the solution. I genuinely feel that FM
providers which can bring technology
together with the workplace experience on
a behavioural basis will be the ones that
succeed.”