Organising people to achieve objectives
Within our company of facilities management, most of the day to day running is based around organising and delegating tasks to our supply chain. This takes a lot of different considerations as to who we send the tasks to. All of our suppliers are vetted thoroughly through our system before any works can be issued to them. Not only do they have to have the necessary legal information available i.e. insurances etc. but we also have to vet their engineers. We have to ensure they are all CRB check. (Criminal Records Bureau) However, there is also other elements of information we require from them to assist us within day to day running. Suppliers have to identify within their initial registration what disciplines they are able to cover showing that they have engineers with the associated skill sets, qualifications etc.
They also have to identify which regions within the country they have coverage for. Once the suppliers have completed their registration form (Please see example attached in appendix) it is sent to a director for approval. Once approved, the supplier will be set up on our system. We as a company then have to ensure that all of the helpdesk staff know exactly what suppliers are on our books, what disciplines they cover and what areas in the country they cover. A client will send a task through to the helpdesk. This can be via phone, email or portal. A helpdesk member of staff is then expected to ascertain what discipline the task should be logged under and also decide what priority the job should go on. Once this is complete, they then have to send the task to a supplier. This is where the information from the supplier’s registration shows its importance.
The helpdesk member would have identified, when logging the task, what the discipline is and what region the site is in. They can then filter through the suppliers to see which is most capable of completing the work satisfactory. Therefore it is extremely important that we make effective and efficient use of the registrations, to ensure we get the task complete effectively through organising and delegating to the suppliers. One technique used to schedule and allocate work to suppliers is our PPM planner. (Planned preventative maintenance programme) This planner is set up for every client to ensure that any assets within the buildings that we look after are registered and maintained on a schedule. This includes compliance items. (Please see example attached in the appendix) When planning these works, we have to identify which supplier is appropriate to be assigned to carry out the works. For example: if we are planning in an annual fire extinguisher test, we need to ensure we use a supplier who has demonstrated that they have engineers qualified to complete this test providing a compliance certificate where appropriate. This will apply across all disciplines within the planner. Human resources play a very important role within the company.
They assure output and quality. They ensure that our any staffs put forward to be a potential candidate appears capable for the position following their curriculum Vitae. They will then identify training and development needs with the staff in the company. Later they will help to conduct appraisals and reviews. Human resources are able to work with KPI implementation within the staff. However, our HR will offer incentives too. Hr will ensure that we have key staff members capable of doing the positions above them. The reason this is important is if a staff member left who was highly dependable upon, we need someone who is capable of slipping in there to cover and so not to leave us exposed. At the same time, this shows that member of staff good promotion aspirations. Human resources are also responsible for protecting the company legally. Ensure that we are all up to date with compliance and legislation. However, it is important to remember that HR are there to support the employees as well as the company. Delegating to achieve objectives
After supplying the training, recently I delegated the responsibility of a particular task to one of the helpdesk members. I emailed through the lift insurance reports for a client’s estate of 127 buildings. I asked the staff member to take the responsibility of thoroughly reading through the entire reports identifying any defects that have been highlighted. I then instructed the staff member to upload these documents to the assigned buildings. I then instructed them to extract the defects from the report and log them on the system assigning them to the lift supplier. At this time, I also attempted to empower this member of staff by explaining that this will be their responsibility from now on. I went on to explain that by reading these reports, she would learn to understand a bit about lifts and therefore would be able to assist account managers on lift project works.
There are sometimes barriers to delegating within my organisation. One of the most common barriers I personally face is a self-imposed obstacle of “it is quicker and easier to do things myself” this obviously can also be deemed as “I do not completely trust my employees to get the job done to the expectation”. However, we do have many mechanisms to support delegation within our workplace. Our suppliers are required to sign a contract and SLA (Service level agreement) during the stage of registration. This supports our delegation, expectation to suppliers. To monitor the outcome of this, we conduct contractor/supplier reviews quarterly. We will discuss their SLA’s and KPI’s (Key performance indicator) at this meeting and if necessary, provide support to achieve their best. We also use a similar method for our staff members in the office.
They are obviously presented with a contract which includes their job role expectations before the commencement of work. We conduct 6 monthly appraisals with staff to monitor their work. Feedback, recognition and reward techniques are all extremely effective within our workplace. When receiving feedback, normally it is generally very helpful and supported. We will always use good feedback and attempt to elaborate on it and action. Negative feedback can always be very useful also as it gives us areas to improve. We always try to give recognition to our employees where necessary as we have a good history of proving that this is a very good motivational technique. Obviously by motivating the staff, we are more likely to get their best performance. This motivation also is apparent when using reward techniques. Reward techniques can be a variety of things for example: promotion, new responsibilities, financial rewards etc. All of these prove very effective within the workplace.