Facilities Management Flashcards
1
Q
is a profession that refers to the integration of
physical infrastructures (like technology) and the employees who
maintain the safety, security, and efficiency of these
systems.
A
Facilities Management
2
Q
can be defined as the tools and services that
support the functionality, safety, and sustainability of buildings, grounds,
infrastructure, and real estate.
A
Facilities Management
3
Q
a profession dedicated to
supporting people. It ensures the functionality, comfort, safety,
sustainability and efficiency of the built environment - the buildings we
live and work in and their surrounding infrastructure.
A
Facilities Management
4
Q
is a key function of an organization that
ensures the comfort, functionality, and safety of the organization’s
premises to create a conducive working environment for
everyone.(Indeed)
A
Facilities Management
5
Q
a multidisciplinary or transdisciplinary
profession drawing on theories and principles of engineering,
architecture, design, accounting, finance, management, and behavioral
science
A
Facilities Management
6
Q
Importance of Facility Management
A
- Legal Compliance
- Workplace Productivity
- Customer Appeal
- Operating Cost Reduction
- Job Satisfaction
- Emergency Response
7
Q
Facilities management individuals might monitor
facilities’ structural condition, restrooms and fire escape access,
ensuring that work conditions meet legal requirements.
A
Legal compliance:
8
Q
By improving a facility’s use of space or
upgrading equipment, facilities management teams can help other
employees perform their tasks more quickly and efficiently, boosting
company productivity.
A
Workplace productivity:
9
Q
Facilities management teams that work in retail
locations might ensure that the location’s exterior and interior are
clean, safe and visually appealing, which might increase the location’s
customer traffic and sales.
A
Customer appeal:
10
Q
A facilities manager leads projects that
support efficient use of the facility’s resources, such as promoting
sustainable energy to lower operating costs without affecting
productivity.
A
Operating cost reduction:
11
Q
Employees might find more satisfaction in their jobs if
they work in clean, comfortable facilities, which might encourage them
to stay longer with the company.
A
Job satisfaction:
12
Q
By creating response plans for inclement
weather, fires, construction or other events that might affect a
workplace, facilities management teams can help a company operate at
peak efficiency, even during an emergency.
A
Emergency response:
13
Q
Services offered by Facility Management
A
Hard Services
* Soft Services
14
Q
The role of facilities management, in this case, is to reduce the risk of
accidents and disasters, which could then result in hefty insurance
costs.
A
Hard Services
15
Q
related to keeping the workplace comfortable and
secure.
A
Soft services
16
Q
refers to the physical buildings and critical
systems like lighting, electrical and fire safety.
A
Hard facility management
17
Q
focuses on elements that make a location
more comfortable or visually appealing, like landscaping services and
interior decorating.
A
Soft facility management
18
Q
Soft Servicesq
A
Some of these facility management task descriptions are not absolutely necessary and can be added or
removed after quality and budget reviews:
* housekeeping and custodial services
* security measures
* parking lot maintenance
* pest control
* waste disposal
* recycling
* replenishing furniture and equipment
* information systems
* document management
* mail management
* space management
* grounds maintenance and landscaping
19
Q
Scope of Facility Management According to
IFMA(International Membership - Facility Managers Association)
A
- Maintenance Operations
- Administrative Services
- Space Management
- Architectural/Engineering Services
- Real Estate
- Facility Planning
- Financial Planning
- Health and Safety
20
Q
What does Facility Manager Manage?
A
PEOPLE
PLACE
PROCESS
TECHNOLOGY
21
Q
Common Information needed to Manage People
A
- Employee No.
- Name
- Title/Position
- Contact Informations
- Location
- Department
- And More
22
Q
Where people
perform their task
A
PLACE
23
Q
Common Information needed to Manage Place
A
- Building Code
- Building Name
- Floor Number
- Space ID
- Space Type
- Business Units
- Floor Areas
- And More
24
Q
Key to effective
management and running
operations
A
PROCESS
25
WORK ORDER PROCESS
CREATE REQUEST
REVIEW
APPROVE
ASSIGN
PERFORM TASK
COMPLETE
CLOSE
26
MAC- MOVE ADD AND CHANGE
CREATE REQ
REVIEW DETAILS
ADD TO SCOPE
DO PLANNING
SET SCHEDULE
ISSUE APPROVAL
IN PROCESS TASKS
PROJECT HISTORY
27
Final Piece of
FM Puzzle
* Database
* CAD
* Mobile
* Reporting
* Integrations
* And More
TECHNOLOGY
28
Functions of Facility Management
* Hard Services
* Soft Services
29
3 Studies that proves that work environment has a huge impact on
work productivity
* Springer, 1982
* BOSTI, 1984
* Aetna, 1989
30
Improvements on Productivity was observed due to the
improvements and changes to the lighting, spatial configuration,
furniture and support equipment, and seating.
Springer, 1982
31
This research looked at the workspace as a collection of 18
facets, including physical enclosure, esthetics, privacy, furniture, status, communication, and thermal control. The research involved some 6,000 workers in 80 organizations. The results suggest improvements in the workplace have a reasonable result of an improvement in productivity of 5%. The upper limit of benefits reported was 15%, while the average reported was 12%
BOSTI, 1984
32
.This research looked at the full range of environmental
elements, including space, acoustics, visual quality, thermal comfort, and air quality. A comparison of traditional workplaces with a new workplace where environmental elements, such as space, light, adjustments, and configuration were optimized, yielded an improvement in performance of 10–15%. In other words, the new “improved” environments allowed people to be 10–15% more productive when compared with traditional work environments.
Aetna, 1989
33
Workplace Characteristics that have great
effects to Performances
1. Acoustic privacy
2. Support for spontaneous collaboration and impromptu meetings.
3. Support for face-to-face meetings, one-on-one, in individual’s
workspace
4. Support for administrative services, office chores.
5. Sufficient storage—a place to put your “stuff,” much of which is
paper.
6. Group space that is distraction-free
7. Taking a break
8. Dedicated project rooms
9. Appropriate ergonomics and physical comfort
10. Accommodating technology
34
From a purely financial perspective, the __________ is the
primary client of FM.
company
or organization that occupies a facility
35
Types of FM Clients
*Internal Clients
*External Clients
36
This group includes employees, managers, and
executives of the organization; contract
employees in areas such as maintenance or
security; customers of the business itself; and
those people who come to the facility to conduct
business with those who work there.
*Internal Clients
37
Theses are the general public, investors and
shareholders, and government agencies. The
general public has concerns over appearance,
safety, and environmental responsibility.
*External Client
38
FACILITY MANAGEMENT ORGANIZATIONAL
MODELS
* Public Vs Private Sectors
* Single Vs Multiple Locations
* Owned Vs Leased Space
39
focuses on managing, maintaining or constructing government buildings and facilities. The council addresses the constraints of budgets, organization policies and
bureaucracy in city, state, provincial or federal government agencies.
Public Sector Facility Management
40
increasingly focused on reducing layers of management, “leaning” the structure, and maximizing the efficiency and effectiveness of the organization.
Private Sector Facility Management
41
This type of organization is characterized by a headquarters staff that centralizes administration and management, but decentralizes operational control to the individual sites. However, complete decentralization is rare in this situation.
Multi Site Facility Management
42
questions of acquisition, maintenance,
repair, and disposal are addressed over the life of the facility. Facilities staff in owned buildings tend to be larger and accommodate a broader range of services either through in-house skills and personnel or by contracting with
outside sources.
Owned Space
43
may involve one building or multiple buildings;
however, the model remains essentially the same. With a single site,
the tendency is to use a small staff with multiple responsibilities.
Single Site Facility Management
44
FM responsibilities are usually spelled out in the lease. The facilities manager should be familiar with the basics of lease administration. Leasing space can be a long-term strategy for flexible management of space needs. Leasing also can be used as an effective, albeit often costly, short-term solution for space problems.
Lease Space
45
Characteristics of a Successful Facilities
Manager
* Attitudes and Values
* Goal Oriented
* Communication and Interpersonal Skills
* Time Management and Multi Tasking Skills
* Understanding and Accepting Diversity
46
Because FM is so diverse, the successful facilities manager must be willing to learn because he or she will never be knowledgeable in everything. Consequently, the facilities manager must be able to recognize when expert advice is needed and where to go to get it.
Attitudes and Values
47
The primary goal of the facility manager is promotion of his or her department as a concerned, efficient, effective service function. The facility manager must be a persuasive advocate for the FM unit.
Goal Oriented
48
Perhaps the most important skills a facilities manager must possess or develop are communication skills and the ability to deal with people.
The ability to get the message across to various constituents, from the boardroom to the boilerroom, is key to realizing the goals of FM, so oral and written communication are essential skills for FM.
Communications and Interpersonal Skills
49
The demands of the FM function require a facilities manager to be an
effective time manager as well. While planning and proactive
management is preferred, there will always be a reactive element to
the job. The ability to handle multiple demands, to arrange priorities
and separate the demands in terms of their importance is the mark of a
successful facilities manager.
Time Management and Multi Tasking Skills
50
In order to provide effective, efficient service to a workforce, the facility
manager must recognize this fact and accept the wide variety of people
who work in most organizations today
Understanding and Accepting Diversity
51
Responsibilities Of facility Professionals
* Long Range Facility Planning
* Annual Facility Planning (Tactical Planning)
* Real Estate Acquisition and/or disposal.
* Interior Space planning, work specifications, and installation and space
management.
* Architectural and Engineering planning and design
* New Construction and/or renovation work.
* Maintenance and operations maintenance of the Physical Plant
* Telecommunications integration, security, and general administrative
services.
52
The Practice of Coordinating the physical workplace with the people and work of the organization; it integrates the principles of business administration, architecture and Behavioral Engineering.
Facility Management
53
a management discipline and support
function used by organizations, with the objective of creating and maintaining the functionality of a building or premises.
Facility Management
54
Good facilities management encompasses the two following areas:
* Space and Infrastructure
* People and Organization
55
This involves the physical environment of a building or an organization, such as the planning and construction of the workplace and space, occupancy and maintenance requirements, equipment, furniture and facilities required for job roles.
Space and Infrastructure
56
This area considers the functions and services required for the successful running of a business or premises, such as hospitality, catering, technology, human resources, etc.
People and Organization
57
Facilities management can either ________ which means
that the organization employs dedicated individuals to conduct its
facilities management activities,
take place in-house,
58
meaning that the service is contracted out to an external service provider.
outsourced
59
a common method of supplying quality facilities management services to organizations who either don’t have the time, expertise or budget to dedicate to an in-house provision, or prefer to “buy in” expertise from specialist facilities service providers as and when they
need them. In a career in facilities management, you could find yourself working in either of these scenarios.
outsourced
60
main pros and cons to a business
working with an outsourced provider instead of having their facilities
management in-house.
* Cost and Specialist Advantages of Outsourcing
* Technology and Time Advantages of Outsourcing
* Expertise and Control Disadvantages of Outsourcing
* Response Time Response Time Disadvantages of Outsourcing
61
Sometimes a business can achieve some cost savings by outsourcing their facilities service, as they will only pay for the support that they require and the service provider will pick up additional staff costs, such as staff benefits, holidays, hiring costs, etc.
Cost and Specialist Advantages of Outsourcing
62
Generally, an outsourced contractor is able to provide expert and specialist staff quickly and efficiently, when needed. This expertise may not be available or may not be offered at a high enough standard by in-house employees. This can offer a high degree of flexibility to the business.
Cost and Specialist Advantages of Outsourcing
63
The equipment, technology and materials required are provided by the service provider, meaning that the company does not have to spend time and money purchasing or leasing them, or training their
teams in how to use them.
Technology and Time Advantages of
Outsourcing
64
Outsourcing the facilities function can often free up management time to focus on other business priorities, to achieve success and drive the business forward.
Technology and Time Advantages of
Outsourcing
65
Outsourcing generally results in a reduction of specialist facilities expertise within the business, which can be a potential cause of dissatisfaction amongst the workforce and could increase staff turnover, as employees may not feel that they can progress their career in the function.
Expertise and Control Disadvantages of
Outsourcing
66
The business may feel a lack of control over its facilities function,
possibly due to not having a dedicated point of contact or issues with
consistency and continuity of work and the inability to influence key
metrics with regards to facilities.
Expertise and Control Disadvantages of
Outsourcing
67
Key Attributes and Skills for a Facilities Manager
* A keen Business Sense
* An Example of Business Sense
* Good Numerical Skills
* A Good Eye for the Law
* Ability to Solve Problems
* Demonstrable IT Skills
* Time Management Skills
* Negotiation and
Communication Skills
68
Due to the fact that facilities management touches on all different parts of the business, a successful Facilities Manager will have to build strong and lasting relationships with a variety of both internal and external stakeholders and have a helicopter view of different parts of
the business that could impact on his or her work.
A keen Business Sense
69
a solid ability to work basic calculations out in your
head will be helpful, as well as understanding key metrics and measurements such as imperial and metric.
Good Numerical Skills
70
There are a multitude of laws and regulations that impact on facilities management and whichever business sector you work in, you will likely need to be aware of the specific regulations, both governmental and local, that apply to the day to day operations. Naturally, one of the key
areas here is Health and Safety legislation.
A Good Eye For the Law
71
the Facilities Manager is often the first
port of call in a building and it is therefore essential to keep a cool head and have the ability to listen to all of the facts, analyze the situation and work to solve the problem in the most effective way.
Ability to Solve Problems
72
It is a fact that the world of facilities management in the 21st century is more reliant than ever on technology and Facilities Managers that actively embrace this shift of focus will likely enjoy a more successful and rewarding career. Think of all of the tasks that the modern Facilities Manager can now make use of technology to carry out – booking rooms, arranging engineer visits, asset monitoring, project
analysis and reporting – the list goes on and on.
Demonstrable IT Skills
73
crucial to ensure that the expectations of internal
and external stakeholders are met and deliverables are achieved on
schedule, in order to minimize disruption, inconvenience and cost to
the business.
Time Management Skills
74
Often, this means managing multiple projects simultaneously, whilst also keeping any ad-hoc or business as usual activities running smoothly. Those working in a facilities management role may wish to utilize some modern technology or techniques, in order to make effective use of their time and that of their team’s, such as Gantt charts
for example.
Time Management Skills
75
Communication is a vital component of most roles, but is particularly
key for Facilities Managers due to the fact that they must generally
liaise with many different professions, roles and trades within a
business.
Negotiation and Communication Skills
76
Facilities Manager will be required to liaise with other businesses,
contractors and individuals and their primary goal will be to work in
collaboration with them to ensure that the needs of the business are
put first and foremost
Negotiation and Communication Skills
77
Strategies to Successful Facilities
Management
* Taking a Helicopter View
* Negotiating for Success
* Result of an Effective Negotiation
* Impact of Poor Negotiation
78
the ability to see the bigger picture of a particular
situation or project, rather than narrowly focusing on the detail of one
part, to the detriment of other
Taking a Helicopter View
79
If you are purchasing goods, materials or services on behalf of your business, you will certainly need to negotiate effectively, in order to make sure that you get the best deal! Not only can you potentially reduce the cost, but you may even be in a position to secure a superior product or service for the same price as a result of your efforts.
Negotiating for Success
80
Negotiating effectively can help to resolve a potential conflict or difference of opinion between two or more other parties within a project or piece of work. If this is not resolved speedily and effectively, such a conflict could have a big knock on effect on the outcome.
Result of an Effective Negotiation
81
Those who fail to negotiate or negotiate poorly are unlikely to secure the best quality and most cost-effective products, materials or services needed, which will, of course, mean that the business pays more for them.
A key performance indicator of your role may be to successfully manage a budget and/or cut costs - and you will be unlikely to achieve the targets required without good negotiation skills.
Impact of Poor Negotiation
82
As much of the role of a Facilities Manager involves reacting to and dealing with unforeseen events and choosing the best course of action to take, it is crucial that you are able to strike the right balance between the two skills given below:
* The Skill to Analyze
* The Skill to act with Pace and Surety
83
Methodically analyzing the situation at hand, including taking stock of the risks, opportunities and strengths identified, to ensure that all meaningful courses of action have been considered and the correct solution is decided upon for the good of the business.
Skill to Analyze
84
Acting with pace and decisiveness – not over prolonging the analysis stage to the detriment of the business and being able to quickly consider or disregard ideas or paths forward, to decisively commit to the best course of action with minimal delay.
The Skill to Act with Pace and Surety
85
An important part of your role as a Facilities Manager will be
to effectively co-ordinate the physical space available in your particular building, be it an office, shop, school, factory or any other unit, with the aim of producing maximum efficiency for those who work and visit the building and, as a result, for the overall business
itself.
Space and Planning Management
86
often a well documented issue in
many businesses.
SPACE
87
some ideas of general principles that you
may wish to include in your space management document:
* Use, Allocation, Sharing
* Proposal, Booking System, Utilization
88
Before you are able to assess whether the space provided at your premises is adequate, either as a whole or for individual units and departments, you will need to measure how it is currently being utilized.
Space Utilization Rates
89
Another useful tool is that of feedback – essentially, asking employees,
managers and customers/visitors their views on how the space is being
utilized and what suggestions they have for improvements.
Get feedback, feedbacl
90
How to Improve Space Management
* Develop a Clear Vision
* Proactive Workspace Management by All
* Review the Size of the Estate as a whole
91
This goes back to the need for a space management strategy which is clear, simple and understood by all. The Facilities Manager will often own this strategy and will be responsible for keeping it up to date.
Develop a Clear Vision
92
The provision of space should not be seen as finite, but should be continuously assessed and changed when required. There should be no need for managers to “hold on” to space with the concern that they may not get it
back should they need it in the future if their team or department grows in size or importance.
Proactive Workspace Management by All
93
If after full analysis, the facilities team feels that the current space is being used to maximum efficiency, there may be a case for increasing the size of the estate - by moving to bigger premises, for example. If this is the case, the Facilities Manager should ensure the proposal that they make
is robust and built on quantitative facts, following a thorough and detailed space management analysis.
Review the Size of the Estate as a Whole
94
Choosing Appropriate New Space
Factors to consider when deciding on new premises:
1a. The Infrastructure–Specific Needs
1b. The Infrastructure–Assessment
2a. Rental Costs
2b. Auxiliary Costs
3a. Accessibility–Location and Cost
3b. Parking and Accessibility–Service Timing
4a. Surrounding Area–Residents and Amenities
4b. Surrounding Area–Competitors and More
5. History and Image
95
Depending on the nature of your business, you may have specific needs for your premises, to ensure that you can work as effectively as possible. For example, if you are a high-tech telecommunications firm, you will need to ensure that the building has the capability to support the amount of data flow that you will be using, both now and in the
future.
1a. The Infrastructure–Specific Needs
96
Note that some older buildings may not necessarily have what you may think of as even basic requirements, such as reliable air conditioning.
* Make a list of the essential components that you require in this regard and it may also be worth hiring the services of an independent engineer to evaluate the premises and provide you with a suitability report to assess, before coming to a decision.
1b. The Infrastructure–Assessment
97
Of course, the price of the rent is often one of the most influential factors when choosing business premises, so ensure that you have a well thought out budget before embarking on a hunt for new premises (and don’t forget to negotiate with the landlord, if you need to!).
2a. Rental Costs
98
* Utilities bills are a big thing to consider – some leases have them included, but many don’t and this is something that should be established with the landlord upfront.
* Other costs can include whether you need to pay for your own cleaning and security services, whether on-site parking is included or not and how much insurance services are.
2b. Auxiliary Costs
99
Consider how accessible the area is for the needs of the business. For example, are there roads and good public transport links such as bus routes, so that staff, customers and visitors can get there easily enough?
3a. Accessibility–Location and Cost
100
Parking is also a notoriously important factor, for both staff and customers
alike.
3b. Parking and Accessibility–Service Timing
101
You will want to think about what other buildings, services, etc are in the
local area.
4a. Surrounding Area–Residents and Amenities
102
Also consider whether there are any competitors in the area and whether this could potentially impact your business. On the positive side, you may benefit from some overflow custom from existing firms, but beware of the potential pitfalls of going head to head with an existing competitor in the same area.
4b. Surrounding Area–Competitors and More
103
There are a couple of things to think about in this regard. Firstly, what has
happened on the site in the recent past – have there been failed
businesses, a change in transport links, or a change of style?
5. History and Image
104
Factors to Consider on Choosing new Site
* Environmental Factors
* Legal Requirements
* Quality and the Make-Up of Land
105
It is important to consider this area carefully, as decisions made which have an impact of the environment are often irreversible.Research should be conducted, to find out if the land is situated in a flood basin, close to the coast, or in an area prone to weather extremes, such as a particularly windy area or a micro climate.
-should give prior thought to the impact upon any wildlife who have a natural habitat in the area.
Environmental Factors
106
The local authority is likely to have a number of regulations in relation
to planning permissions on the land and it is crucial that this is covered
at an early stage.
Legal Requirements
107
The building contractors responsible for your build will conduct a detailed inspection on the land, taking into account soil quality (including type, consistency and uniformity), as building on poor quality
soil can have the result of problems from unsteady foundations in the future. In addition, if there is high water pressure on or around the land, this can cause problems to the quality of the soil.
Quality and the Make-Up of Land
108
encompass the services or elements that are either
integral to the physical or structural building, or are vital to its operation.
Hard services
109
Hard services
* Heating and lighting
* Fire and security systems
* The building fabric and its ongoing maintenance
* Plumbing and drainage
* Inspections and testing
* Air conditioning
110
relate to the services that improve the working
environment, either by making it safer, more comfortable, or more
attractive.
soft services
111
soft services
* Cleaning and Catering Services
* Parking, Security and CCTV (Closed Circuit Television)
* Recycling and waste management
* Mail room and communications services
* Grounds maintenance and Reception
112
essentially a computer system which
is responsible for the co-ordination and control of much of the electrical and mechanical equipment used on the premises, including lighting, ventilation, other power systems and sometimes even fire management and security systems.
It consists of a number of smart sensors, which are located around the building to gather data and automatically upload it to a database in the BMS, where it is compared
to the data that was input at the system set up stage.
Building Management System (BMS)
113
a scarce and valuable resource
water
114
Water and Toilet Facilities
Here are some of the more recent developments that you may find in your premises, or which you may like to consider introducing:
* Rain Water Harvesting
* Reducing the Pressure
115
If your building has a large
requirement for non-drinkable
water, has a large roof area and is
located in an area of medium to
high rainfall, reusing rain water is
a very easy and effective way in
which to provide water for some
of the building’s functions.
Common uses for rainwater
include toilet flushing, decorative
water features, plant watering
and many more.
Rainwater Harvesting
116
Consider overriding the pressure on your taps, toilet flushing and boiler
systems where possible, in order to minimize the amount of water that
you are potentially wasting.
Reducing the Pressure
117
water saving plumbing fixture designed to
achieve water savings by having a lower flow rate of water or a smaller quantity per flush. Some of these low-flow fixtures are faucets, showerheads, and toilets.
Low Flow Fixtures
118
It is the responsibility of the Facilities Manager to offer basic provisions
in relation to water and toilet services for employees and visitors to the
site, as follows:
1. Toilets and Washing Facilities
2. Drinking Water
119
Site Security
There are lots of things to consider for Facilities Managers in relation to site security - and here are some examples:
1. Closed Circuit Television (CCTV)
2. Security Guards
120
very commonly used system in
which to alert managers to unknown or unwanted intruders on the
premises.
Closed Circuit Television (CCTV)
121
Some buildings want or need a more robust security offering and this is
when security personnel can be useful.
Security Guards
122
Many employees and visitors really value the provision of parking
facilities, feeling that it makes their life much more convenient and it is
seen as a popular staff benefit, by most across the board.
Parking Facilities and Waste Disposal
123
All businesses and business premises produce waste of some sort and
the adequate disposal of such waste should be considered as part of
your facilities strategy. Although waste is often seen as a burden,
opportunities exist to manage waste properly, so much so that it can
potentially become a resource, rather than an inconvenience.
Waste Disposal and Cleaning Services
124
Waste Management
This Scope of Facilities Management Covers:
1. Segregating Waste Effectively
2. Segregating Waste–Use of Containers
3. Benefits of Proper Waste Management
4. Encourage Good Waste Management Practices
125
You should offer a number of different waste containers for different types of waste matter on your premises. As a rule, separate recycling containers for glass, plastic, metals and paper should be provided, as well as one for food waste and a separate section for potentially hazardous waste, such as electrical equipment or hazardous materials.
Segregating Waste Effectively
126
Depending on your business, you may also need a larger area in which
to collect larger, bulkier waste. Specialist companies can help you to
ensure that these items are reused or recycled in a responsible way.
Segregating Waste–Use of Containers
127
otherwise known as the Ecological Solid
Waste Management Act of 2000
Republic Act (RA) 9003,
128
Workplace Cleaning and Catering Services
* Cleaning Service–Responsibility
* On-site Catering Service
* Catering Service–Choices
129
essentially
not providing each employee with their own,
dedicated desk and instead, giving them
access to generic workstations with a PC,
keyboard, printer, etc.
Hot Desk
130
As a Facilities Manager, it is not expected
that you are an expert in IT, but you should
try to upskill yourself in some parts of the
field where possible, so that you are able
to work in an effective partnership with the
IT team itself.
Information Technology (IT) Systems
131
such as PCs and laptops,
keyboards, printers, photocopiers, scanners, etc. Essentially, part of
your role will be to manage the physical environment where the IT
infrastructure is located, which may involve managing space
requirements, power supply and ordering or maintaining equipment.
IT Hardware
132
Different Types of Worker
Contractors and Sub-Contractors
Service Companies
Direct Employment
133
are not directly employed by your business. Instead, they
are either employed by a third party company which carries out work
for your organization, usually under a contract for services.
Alternatively, they may be self-employed.
Contractors
134
somebody who works directly for a contractor, to
complete a specific piece of work on their behalf. It is important to
remember that the contractor, not the organization, retains
responsibility for the work of the subcontractor.
Sub Contractors
135
Working with Contractors and Sub
Contractors
Advantages
Disadvantage
Advantages
1. Flexibility
2. Specialization
Disadvantage
1. Cost
2. Control
3. Trust
136
is one of the main advantages of working with contractors.
You need only hire them for either a one-off or recurring piece of work,
when the need arises for their particular skillset.
Flexibility
137
generally specialists in their particular trade and have
experience in one specific area for different types of client.
Specialization
138
If the hourly rate of the contractor is significantly higher than that of an
equivalent employed individual, depending on how much you use their
services, it could actually cost you more.
Disadvantage: Cost
139
You may find that you have less control over the quality of work and
attitude, etc of subcontractors, as they are not working directly for you
– although you should bear in mind that your contractor has a
responsibility to you, as the client, to ensure that the subcontractor is
suitable for the job in hand.
Disadvantage: Control
140
a key part of the relationship between you and the contractor
and you will want to develop good and enduring working relationships
with contractors that you can rely on
Disadvantage–Trust
141
Choosing a Contractor
Considerations on how to find contractors:
1. Sourcing Contractors
2. Pre-Work and Background Checks
3. Written Agreement overview
4. Written Agreement – Fee and Legal
142
A common way to find contractors is via word of mouth referrals or
recommendations from your colleagues in the facilities field.
Sourcing Contractors
143
You will probably wish to conduct checks on the contractor, to ensure
that they possess the required skills and qualifications to perform the
role that you are hiring them for. You should check their qualifications
and membership with the appropriate trade and professional bodies.
2. Pre-Work and Background Checks
144
A contract for services is the written agreement between yourself and
the contractor and its aim is to outline the roles and responsibilities of
each party and also offer sufficient protection for both, for the duration
of the piece of work. Generally, a contract for services comprises of the
following parts:
Written Agreements - Overview
145
3. A fee schedule, listing the fees that will be paid to the contractor and
when – for example, will it all be paid upon completion of the work or
will an advance be offered.
4. There are a number of legal clauses such as intellectual property,
confidentiality clauses, etc.
Written Agreements – Fee and Legal
146
Contract for Services - Legal and Contractual
Clauses
1. Employer’s Liability Insurance
2. Intellectual Property Clauses
3. Confidentiality Clauses
4. Public Liability Insurance
147
If your contractor employs anybody, this is a compulsory policy in
case of any injury sustained by an employee during the course of
their work.
1. Employer’s Liability Insurance
148
These clauses prohibit
individuals from copying
or stealing any of the
specific parts of your
business, such as its
brands, designs, etc.
2. Intellectual Property Clauses
149
These clauses aim to protect the
inevitable flow of confidential
information between the employer and
contractor, by prohibiting the sharing of
such information outside of the scope
of the work.
3. Confidential Clauses
150
Although not mandatory, you may
ask that your contractor takes this
policy out to provide cover in the
case of damage or injury to third
parties on the premises during the
course of the contractor’s work.
Public Liability Insurance
151
third party organizations that offer support or
management to companies for facilities related repair or maintenance
services, either on an ad-hoc or ongoing basis.
Service Companies
152
Working With Directly Employed Employees
Things to consider before hiring and Employee.
1. Contract of Employments
2. Employee’s Statutory Entitlements
3. Statutory Entitlements – AL and SSP
4. Statutory Entitlements – SMP, SAP, PPP, Pensions
5. Statutory Entitlements – WTD
153
Government Agencies to be consulted before hiring a STAFF:
1. DOLE
2. BIR
3. SSS
4. Pag Ibig
5. Philhealth
6. NBI
154
– All employees are entitled to a
certain amount of annual leave away from work per year, regardless
of their length of service. This entitlement should be pro-rated for
part time staff.
Annual leave (AL) entitlement
155
This is what an employer
must pay an employee if they are too ill to attend work. There are
certain criteria that must be met in order to trigger SSP, such as a
certain amount of service, earnings over a set period, etc.
2. Statutory Sick Pay (abbreviated to SSP)
156
These European regulations detail the upper limits in the amount of
time that an employee should be asked to work, including the total
number of hours per week and how many break periods and rest
periods should be provided. Workers can choose to opt out and some
particular roles are exempt from the regulations altogether.
Working Time Directive or Regulations (abbreviated to WTD)
157
is a different type of contractual arrangement
between an employer and a worker. In this case, the agreement states
that there is no obligation on the part of the employer to offer a
minimum number of working hours, nor is there any obligation on the
part of the worker to accept any working hours that are offered to
them.
Zero Hours Contracts
158
