Facilities managers needs to be the “jack of all trades”

Facilities managers needs to be the “jack of all trades”

Facilities managers play crucial roles in companies’ successful operations, which explains why some of the facility management in India estimates the number of these positions will rise by about 15 percent between 2010 and 2020. These professionals come from a wide range of backgrounds that can include work on construction or engineering projects as well as education in the field.

According to reports that one-third of facilities managers have a background in engineering, 29 percent studied business and 23 percent pursued degrees in architecture. Regardless of their backgrounds, people in these roles need to have the necessary skills to move swiftly and decisively to handle issues that arise and prevent problems from hindering processes.

The Work Flow Is Always Hectic

“A medium-sized, major headquarters can have 50,000 requests for service annually and four times that number of preventive maintenance items corrected,”

These service requests, asset counts and maintenance orders serve a number of purposes, including lighting needs, HVAC systems, fire and safety prevention, sustainable operations and expense reduction. To keep close tabs on everything, facilities managers often need technology tools such as an integrated workplace management system or facilities management software that enables them to track and update information in real-time.

Despite its rapid development in the last decade, facilities management (FM) stills suffers from an identity crisis as the definition and scope of FM remain a contentious issue. To this end, three fundamental issues are re-examined in this paper: what FM constitutes; what a facility manager is; and how the FM profession can be enhanced. These issues remain critical as they represent the building blocks of the FM discipline. Without a common platform, the development of FM is likely to be fragmented. An evaluation of the definitions of FM provided in the past suggests that the focus of FM is clearly on the workplace. The key issues confronting FM are the location, type, quantity, quality, content, and allocation of the workspace. A professional facilities manager is one who is formally trained and whose main responsibility is the strategic management of the workplace. Three factors are suggested to be important for the development of FM as a professional discipline. They include a clear role and scope of FM in the industry and firm, contribution to the bottom-line of the firm, and development of specialist knowledge and toolbox for addressing the problems of strategic workplace management. Some potential areas for theoretical developments have been suggested in this paper.

The FM concept is vague as the remit is wide-ranging, covering various aspects of human well-being and physical infrastructure. A facilities manager has been perceived as a “jack of all trades”, the individual with spare bulbs, ladder and repairing tools moving around the office looking for the defects of existing facilities to be repaired while supervising the renovation works and monitoring the level of cleanliness. There is always a question of whether Facilities Managers are in charge of one or all aspects of the facilities.

There is always a question of whether Facilities Managers are in charge of one or all aspects of the facilities. The facilities manager should represent FM both in operational and strategic levels. From the property development industry, the facilities manager should be integrated at the early stages of the DP, such as planning and design stage, rather than being called upon at the commissioning and occupation stages.

Although the operational level is the facilities manager’s “bread and butter”, it has become less important as facilities manager should “spend their time in the classical roles of planning, controlling, etc.” Despite this, unfortunately, Facilities Managers are often neglected and misunderstood High-quality facilities are essential in supporting an organization to achieve its business objectives.

The responsibility of managing labor costs is assigned to the facility manager, who schedules cleaning tasks and assigns duties to custodians working a shift. Custodians execute these assignments by selecting an arbitrary route and sequence of completing room cleaning tasks.

Facilities management has a well-defined hierarchy within each organization. Facility managers are at the apex of this hierarchy, handling almost all planning, scheduling and resource allocation decisions considering several attributes of the facility.

The fluctuations of the boundaries can be associated with the decisions of renting or acquiring spaces. Indian facility management experts collected the various definitions of FM where it could be seen that common denominators were “buildings”, “coordination” and “workplace”. FM was aimed to support the core business.

 The ever-increasing competition for new construction works, declining investment in new construction projects, high investment and focus on maintenance and repair work, need of maintaining those existing buildings that are still in good condition and many other factors have created to emerge and continually stay FM market around the world. FM has established itself as a key service sector, with a diverse and highly-competitive market of FM contractors, in-house FM teams, FM vendors, FM consultants, and professional FM institutions. Accordingly, FM has been transforming its role and functions to respond to building industry vacuums at any given time


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