NETWORKING EVENT

February 3rd, 2015 Dubai

THE STORY SO FAR...

Training and grooming talent Succession and growth planning for FM companies

(from a client’s perspective)

NISHAT CHIDA Head of Outsourcing and Quality Assurance (Asset Management

Services & Solutions) Wasl Properties

Why do FMSP’s train Increased customer satisfaction

Improve services at sites

Improve skill levels

Meet contractual requirements/obligations

Introduce new technology

Train the trainer Improve Soft skills & communications skills

Retain resources ?

Organic growth of contract New business opportunities Meet client expectations

Training done by FMSP’s Tool box talks

Health and safety training

Security training by police

Cleaning services specialized training

MEP & Civil •HVAC refrigeration cycle; •Electrical MDB purpose -sub parts, maintenance;

•Plumbing -flow and ring main process, fittings & components;

• MEP trouble shooting . •Civil- physical inspections

Soft skills

Training Expectations What Clients Expect From Training

Improved services on ground- value additions

Higher customer satisfaction

Decreased turn around time for reactive services

Fault finding and rectification

Root cause identification & resolution

Improved Preventive maintenance services

Improved soft services & communication skills

Trained & talented resources for their assets

Cultural understanding of the region

What is the missing link Impact of training is not reflected in sites

ops

Root cause solution not

evident Soft skills &

communication remain a problem

Safety practices tend to be ignored

Fault finding is not effective Retaining trained

and talented resources is a

challenge

Gap remains between MGMT expectations and ground resources

Why training is not effective

Not linked to personal growth

Gap analysis & Training needs identification of individuals not

done

Performance appraisals based on delivery only not giving value

to training

Personal growth plans are not

communicated & not linked to

training requirements

Training tends to be generic

Why Growth and Succession planning • Average time for replacement 3 to 6 months • New resources – productive output - 3 to 4 months • Take 2-3 months to understand company policies ,work environment

and client expectations

Avoid Resources

hiring Time lag

• A proper handover and no gaps in services • Knows internal process • Growth to team leader , supervisor , facility executive/engineer and

eventually AFM/FM

Replacing key resources is

easier

• Key resources identified for succession • No recruitment cost • Cheaper resources • Bidding for Contracts more competitive than rivals

Enables Companies to Retain the best

talent

• Management involvement in identifying areas of training • When they see a growth plan specific to them • A 2-3 years career progression • Training is specific to employee needs

Employees motivated

Job

Enl

arge

men

t

R

esou

rce

Leve

l

Succession planning

SUCCESSION PLANNING FOR Senior management

POSITION Head Of Abu

Dhabi Operations

Head Of SHEQ

Head Of Dubai

Operations

IBM account head

Senior FM wasl sites

Ops Manager AL Ain

Sr. Manager CAFM

/Engineering serivices

Head of section

Head of section

Head of section

Responsible for a team and

client for Multiple sites

Responsible for a team and Bur Dubai Ops

Responsible for a team and

Deira Ops

Head of section

Encumbant Robert Lang Samovar Abdul Kareem Mary Peirce Sameer Ali haider Abdul gafoor

Ready Now

Nil Nil Nil Anne Cline Salem al Hasmi Peter Kingston Nil

Ready in 1-2 yrs

Arun Prabhakar Roger Watson Mohamed Al

Qadr Zaid ahmed Lydia Ping Nil Nil

Ready in 2-3 yrs

Burj Al arab Kiran Kher Ali Suwaidan Sinead Mansoor Hasan Al Qais S Singh Mark O Brian

Job

Enh

ance

men

t

R

esou

rce

Leve

l

Succession planning

SUCCESSION PLANNING FOR Site management

POSITION FM wasl Operations

Soft services DREC

FM XXX Operations IBM Site FM FM ZZZ

operations Ops Manager Emirates mall

Senior Engineer

Role Senior FM for

wasl Deira Sites

AFM for DDB assets

AFM for bank site

Responsible for a team and

client for Multiple sites

Responsible for assets in

Dubai FM Mall Ops Facility

engineer

Encumbant Joe Randell Saima Khan Karen L Mary Peirce Sameer Ali Rasool Abdul

Raheem

Ready Now

Nil Nil Nil Anne Cline Salem al Hasmi Peter Kingston Noel Nemino

Ready in 1-2 yrs

Shankar Lal P Watson Mohamed Al Qadr Zaid ahmed Tom Ping Nil Nil

Ready in 2-3 yrs

Burj Al arab Kiran Kher Alan Gore Nil Mansoor Hasan Al Qais S Singh May Smith

On

the

Job

Lear

ning

R

esou

rce

Leve

l

Succession planning

SUCCESSION PLANNING FOR team leaders and supervisors

POSITION Supervisor site Operations

Soft services supervisor

DREC

MEP site supervisor

IBM Site Superviosr

Help desk operations

Team leader Emirates mall

Junior Engineer

Role

Claning supervisor for

wasl Deira Sites

Landscaping supervisor for DDB assets

MEP Reactive /PPM

operations

Mobile team Multiple sites

Help desk shift team lead

Dubai

Team leader night shift MEP

Ops

Shift engineer

Encumbant Randhir singh Abdul Khan Karan Singh Martin Luther Muna ahmed Russel D souza Abdul Kader

Ready Now

Nil Nil Nil Anne Cline Salem al Hasmi Peter martin Victor

Nemino

Ready in 1-2 yrs

Ram Lal Gilbert S Mohamed Al Qadr Zaid Khan Ying Ping Nil Nil

Ready in 2-3 yrs

Burj Al arab Kiran Kher Alan Zing Sameer bishnoi Mansingh R Singh Toney

Marcel

The Best Achievers as identified by Heads of sections , managers, directors

Best employees – A team

Key to G&S plan - Selection of best resources:

1. Target the top/best performers. • Refer to them as A team players • Have worked for minimum 1-2 years with the firm

2. The short listed employees will have A gap analysis completed for them jointly A growth target and work enrichment plan A Training plan to work on areas of improvements Leadership training if required

3. Short list will be based on the • Annual performance Assessment scores ( highest scores) • Site Managers- recommendations • Head of operations feedback • Client Recommendations

Top 15- to 20 % of resources

1. Communication to the employees that they are part of the A team of best performers and achievers and we have a plan for them

2. Jointly discuss the growth plan & agree with the “ A”employees

3. Job Enrichment & Increased responsibility Horizontal/Vertical Promotion (Yearly/ 2 yearly) Combination of two responsibilities Management / Technical)

4. Plan training for Gaps and skills needed to take on new responsibility & that open avenues for promotion • External Training Technical Training (for 6 months - 1 years

plan) • Set personnel Development plans for 2 – 3 years & communicate

to selected employees ( Retainer clauses may be required)

Achievers Future Team leaders

Method: • On job Training: All activities in the department (Technical skill)

Job Rotation: Horizontal Knowledge in activities Horizontal job rotation

Shadow team leads role • Specialized Training

• FM trainings • Specialized trainings • Technical Training by external agencies

• Team & client management skills • Communication skills • Leadership skills • Delegation & Supervision skills • Client approach & management skill

• Computer proficiency skills • CAFM training • EXCEL training • Power point & Microsoft projects • MS Visio

Sr. supervisor/ Team Leader

Facility engineer/ assistant

managers/equivalent

Employee with achievers mindset to be developed for the next level after availing the knowledge of the work, where job knowledge of Achiever: Thinker structured as (80/20) Identify potential employees to be future team leaders

The Levels of development for employees in a firm

Increasing the level of awareness and improvement of management and leading people . Customer centric approach Develop potential employees to be future managers

Site resources/ technicians/

cleaners/ security guards

Start understand and implement management role on job training (OJT) and external training; client facing skills and leader ship skills

Facility Manager

Supervisor Level

Achievers Positions

Most of the required skills in this start up stage are technical skills,

Most skills an employee learns & absorbs are during the transactional stage.

Ideally hire resources only at this level

70%

20% 10%

0%

10%

20%

30%

40%

50%

60%

70%

Technical

Humanity

Intellectual

Skills

Technical

Communication skills and Human

Interaction Planning and

organizing

Entry level Requirements

Promotion from grade to grade will be based on the performance & learning of the

trainings received

L

M

N

O

P

Q

R

S

Going from grade L to M to N

for a Excellent performer promotion will happen within 1.5 years,

but for an good performer it takes 3

years.

Going from grade O to P to Q for a

Excellent performer

promotion will happen within 1.5 years, but for an

good performer it takes 3 years.

The compensation and promotion plan will be as below: If employee gets: Excellent promotion ideally should be every 1- 1.5 years. ( top 4 %) Good promotion will be every 2 – 3 years. (Top 10%) In mid year review if employee gets G and then end of the year gets E promotion happens in 1.5 year to 3 years

Going from grade R to S to T

for a Excellent performer promotion will happen

within 1.5 years, but for an good performer it

takes 3 years.

T

Perquisites for Success of G&S plan

Training based on gap analysis

All senior position which lie vacant are filled up by promotions ( unless no one qualifies)

Managers allow resources to move to other sections for growth & training

Account managers or operations convince client to release resources for growth

Employees are allowed to choose their growth path

Performance and bonus are linked to the growth plan

Hire maximum resources at base level only

PANEL DISCUSSION

- Nishat Chida Head of Outsourcing and Quality Assurance - Wasl Asset Management - Ram Prabhakar Senior Manager - Quality Assurance - Wasl Asset Management - Ali Nassiri Operations Manager - Wasl Asset Management - Jason Ruehland Managing Director – Emrill Services

Thank You