FROM SERVICE DELIVERY TO EXPERIENCE DESIGN:

IMAGINING A WORLD WHERE PEOPLE, PROCESSES AND PLACE ARE TRULY JOINED UP

THE CHANGING NATURE OF WORK

CHANGING EXPECTATIONS

PEOPLE INCREASINGLY FOCUSED ON:

» Connectivity

» Ease of use / immediacy

» Personalisation

» Control

» Choice

» Convenience

RISKS OF NOT BEING USER EXPERIENCE DRIVEN

» End up constraining the employee through poorly design processes

» Duplication / re-work in some areas whilst there are gaps in others

» Disconnected and conflicting messages

» Change doesn’t stick in the long term

» Confused experience for employees

THE EMPLOYEE EXPERIENCE MATTERS MORE THAN EVER

WHY?

» Attraction/retention

» Loss of knowledge and opportunity

» Efficiency

» Innovation

“Focus on the user and all else will follow…”

Google

Replacing a member of staff = £30,614 per employee*

*The cost of brain drain

Oxford Economics

Feb 2014

WHAT IS EXPERIENCE DESIGN?

“The practice of designing products, processes, services, events, and environments with a focus placed on the quality of the user experience and culturally relevant solutions”

BUT WE KNOW, IT IS NOT EASY…

£1Priority Budget Time Skills

WHAT THIS MEANS FOR ORGANISATIONAL DESIGN

WHERE ARE WE NOW?

TRADITIONAL & SHARED SERVICE MODELS

» 90%* of organisations reported implementing various iterations of shared services structures

CHALLENGES:

» Internal specialisation – low agility

» Long term efficiencies missed

» We forget to upskill our people

» Service partners/capabilities not maximised

» Integration at only one level of the organisation

» Metrics that drive the wrong behaviours or focus

FUTURE DESIGN

WHAT MIGHT IT LOOK LIKE?

» Employee Experience Hub as the service provider for end to end employee interactions or services

How does this differ from Shared Services:

» Single touch point (working cross functionally)

» Relationship not contract management approach

» Specialist partners developing strategy

» KPIs integrated and Rewards shared

» Processes reduced (what adds value?)

WHAT THIS MEANS FOR FM

TYPICAL CURRENT APPROACH

WHERE SHOULD WE BE?

» RIGHT SOURCING

» CONSOLIDATION

» BEST PRACTICE PRINCIPLES

» INTELLIGENT CLIENT FUNCTION

» INTERCONNECTED

WHERE DO WE NEED TO GET TO?

CHANGING EXPECTATIONS:

» CONNECTIVITY

» EASE OF USE / IMMEDIACY

» PERSONALISATION

» CONTROL

» CHOICE

» CONVENIENCE

» FM needs to become more of a strategic driver within the organisation

» The workplace needs to shape the experience of the employees and customers it serves

» FM providers need to become experience managers

HOW DO WE GET THERE?

» Stop focusing on cost reduction and operational day to day tasks

» Think strategically and contribute to strategic decisions / business planning

» Increased outsourcing of tactical delivery, allowing more focus on strategy

» Shift the primary focus from the building to the employee experience

» We need to change the way that FM is perceived

A FUTURE DAY IN THE LIFE?

• I just used an App to find out what the lunch options are today

• I take leave when I need it – there’s no fixed limit

• I don’t have fixed hours – I work when my team and customer needs me

• I get to work on my hobby at work

• My access pass works anywhere in the world

• I have a single device for work and home

• My team meetings are done in a virtual meeting room

• My workspace reflects the personality of my team – no-one’s afraid of a bit of mess!

• I can change the lights and move furniture around as needed

• I walk up to the experience hub and grab an iPad and a cheeseburger (or sushi!)

ALIGNMENT OF PEOPLE, PROCESS AND PLACE – SOME QUESTIONS

» Do we truly put the employee experience at the heart of what we do?

Or is it cost or ‘this is how we have always done things’?

» What are the barriers to getting there?

» Should FM functions be driving strategy?

» Would an aligned view reduce or increase costs?

WE HELP CLIENTS TO SEE FURTHER, GO FURTHER

THANK YOU