The document summarizes a presentation on performance management. It includes an agenda for the event that covers topics like building trust, creating meaningful KPIs, benchmarking, and measuring user satisfaction. Several speakers shared their expertise on these topics. They emphasized the importance of honesty, communication, and creating KPIs that are meaningful, measurable, and focused on improvement rather than penalties. The benefits of benchmarking and user satisfaction surveys were also discussed.
15. What is Trust?
• To have confidence / hope
• To entrust
• To rely upon or place confidence in someone or something
• A belief that someone or something is reliable, good,
honest and effective
• Integrity
16. Trust
“…trust refers to one party's willingness to be
vulnerable to another party based on the belief that
the latter party is competent open, concerned and
reliable” (Kramer et al 1996)
17. Why do we need it?
• To believe
• To build relations
• To build credibility
• To share values and understanding
• To be content
• To know they care
Are we surprised when clients, contractors and we want it?
19. So why don’t clients “Trust”
• Previous bad experiences
• Previous breakdown of relations
• Hidden agendas identified
• Lack of honesty in operations
• Lack of honesty in sales
• Identifying problems, before the contractor does
• Identifying hidden problems that should have been raised
20. How can it be achieved?
• Honesty
• Communication
• Consistency
• Openness
• Transparency
• The whole truth
• If in doubt, ask
• Be loyal
• Did I mention honesty?
22. Meaningful KPI’s?
• Now we have trust, let us create performance measures
that:
• Create separation
• Show we aren’t trusted
• Penalise us at all levels when we make a mistake
• Create sleepless nights
• Force us to be “creative” in reaching targets
23. Why do we do it to ourselves?
• Create numerous KPI’s that become irrelevant
• Create KPI’s that are not easily understood at all levels
• Outsource all our services, to then employ an in-house
team to monitor the monitor
• Create KPI’s that force contractors to take a hit on one, in
favour of another
• Make them too complex, more data then needed
24. So what are they for?
• To manage performance - By the Contractor?
• To monitor performance – By the Client?
• To Identify potential areas of improvement – By the Client
& Contractor?
• To ensure strategies are on the right path
• Highlight critical success AND failure points
25. What they are not for?
• A large stick
• A justification to keep “some” in-house teams
• An opportunity for a contractor to show how creative they
can be by fudging the numbers
• A tick box exercise
• An opportunity to get rid of a contractor / contract
26. So what should they be?
• Measurable and actionable
• Critical to the success of the business and the facility
• Linked to the business strategies and goals
• Limited to 10
So what shouldn’t they be?
• Unclear
• Not measurable
• Unimportant
• Long winded / pointless
29. Now, lets start again….
• Be honest
• Work together
• Make it meaningful
• Communicate
• Don’t be drawn in by emotions
• Be realistic
• And follow through……
• emma@interimFMsolutions.com
• @InterimFM
30. Lucy Black
Facilities Analysis Ltd
Deputy Chair BIFM Members’ Council
Sustainability SIG
Measuring performance to
deliver improved services
31. What have you done to to review
whether the services you are
providing or buying are as good
as they should or could be?
What have you done to to
review the costs of services you
are providing or buying?
32. Benchmarking
“Benchmarking is part of a process
which aims to establish the scope for,
and benefits of, potential improvements
in an organisation through systematic
comparison of its performance with that of
one or more other organisations.”
BS EN 15221:7
34. What can we measure?
• Space used
• Compliance
• Premises services eg utilities, maintenance
• “Soft” services eg cleaning, security, catering
• User satisfaction
• Management
35. How shall we measure?
• Per m2
• Per person
• Per £ income
• Satisfaction level
• Compliance rates
36. Decide on the classification protocol and
rules of measurement
37. Gather the data
• Meter readings
• Contract information
• Bills
• Surveys
• DEC
• HR data
• Interviews
48. Benchmarking
“Benchmarking is part of a process
which aims to establish the scope for,
and benefits of, potential improvements
in an organisation through systematic
comparison of its performance with that of
one or more other organisations.”
BS EN 15221:7
49. So what next?
• Understand the differences
• Strategy for improvement
– Action plans
– Include in contracts
• Implementation
• Monitor
• Re-assess
50. Communications
• With your team
• With your contractors and partners
• With senior managers
• With service users
51. FMQ Index Offer
People attending the Key Learning Event 14th
May
FREE
User Satisfaction Survey, tailored to your needs
www.facilitiesanalysis.com
lucy@facilitiesanalysis.com
57. Setting the Scene
Image is reality
It is the result of our actions
If the image is false and our
performance is good, it’s our fault for
being bad communicators
If the image is true and reflects our
bad performance, it’s our fault for
being bad managers
Company image & reality - David Bernstein
59. Service Level Agreement
“Defines agreed expectations against which
service or supply is provided”
“An agreement between the service
provider and its customer quantifying the
minimum acceptable service to the
customer”
(Larch Consulting)
(Andrew Hiles -Service Level Agreements)
60. Paying for performance
1. Safelite windscreen installers used to be paid an
hourly wage. Their bosses believed that
performance pay would reduce “intrinsic
motivation”, and that “peer pressure” would avoid
mistakes which would have to be rectified
afterwards.
They plan to introduce a piecework rate – and
mistakes have to be rectified without pay.
What do they need before they can do this?
What happens to performance?
Freakonomics – Steven Levitt
61. Recent Contracts
“The Contractor is to continually seek
innovation which will lead to cost reductions
for the Company. Where proposals are
implemented, the Contractor will receive 40%
of any savings achieved in Year 1”.
“Penalty for not producing Monthly Report,
including performance tracking against KPIs,
breakdowns of activity and cost, by site, by
region and by activity: £750”
63. Goodhart’s Law
“When a measure becomes a target, it
ceases to be good measure”.
Any observed statistical regularity will
tend to collapse once pressure is
placed upon it for control purposes
66. Things to Consider
“If you can’t measure it, you can’t
manage it”.
Tom Peters
“Don’t measure it just because you can”.
Lucy Jeynes
67. Things to Consider
“If you can’t measure it, you can’t
manage it”.
Tom Peters
“Don’t measure it just because you can”.
Lucy Jeynes
Measure smarter.