The Future FM Workforce: Build an
Integrated Talent Management Plan
Utilizing Proven Competency Models
Maureen K. Roskoski, SFP, LEED AP O+M
Teena Shouse, CFM, IFMA Fellow
Facility Engineering Associates
www.feapc.com
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Meet Our Presenter(s):
Maureen Roskoski, SFP, LEED AP O+M Corporate Sustainability Officer, FEA• Eighteen years experience in energy,
sustainability and facility management
• Worked with numerous facilities to achieve
LEED for Existing Buildings certification
• Specializes in sustainable facility management
• Leads FEA’s own sustainability efforts
• Author of 2 IFMA Sustainability “How to”
Guides
• SFP and IFMA Instructor
Meet Our Presenter(s):
Teena Shouse, CFM, IFMA Fellow Vice President Facility Engineering Associates• Past Chairman of IFMA and Global FM
• Over 25 years of FM experience
• Author, Instructor and Speaker
• Diversified experience
• Organizational re‐design to achieve
Operational Excellence
• Sustainability
• Outsource contract creation/governance
• Project Management
Review Session Learning Objectives
1. Understand how the core competencies associated with a
Facility Manager fit in the FM roles in your organization
2. Discover how a competency model becomes the foundation
for an integrated talent management system
3. Identify resources for professional growth in facility
management
4. Gain a better overall understanding of the maturation
process for an FM professional
Introduction
•
How do you determine your existing training
needs?
•
Is your current program based on budget or
needs?
•
How do you know what competencies are needed
for your team to be successful?
•
How do you determine if required competencies
are being met now?
•
How do you develop a training program to bridge
the gap once identified?
Ask the right questions
•
Why: Why is training so critical?
•
What: What knowledge and skills are
needed?
•
How: Do you integrate competencies in
to your talent management plan?
Why? It Saves Money
$2 Billion in potential
operational savings from an
educated Federal FM Workforce
Source: General Services Administration (GSA) Estimates based on the Pacific Northwest National Laboratory Study “Assessing the Potential for a FEMP Operations and Maintenance (O&M) Program to Improve Energy Efficiency”, 2002Why? It Saves Money
Typical design and construction costs account for only
about 2% of an organization’s total cost to exist.
Life-Cycle Costs of a
Facility
92%
6%
2%
Salaries of
Occupants
Cost of Operating
and Maintaining
Original Design
and Construction
The Cost of Productivity
Average annual cost for
Personnel: $300-600/sf
For facilities: $20/sf
Why? Innovation
•
Employee
Engagement
•
Fresh Ideas
•
Stimulates
Innovation
Why Competition For
Talent
Global Human Capital Trends 2014
Engaging the 21st‐century workforce
•
Corporations now compete globally for increasingly scarce
technical and professional skills.
•
Companies that succeed in building a global “supply chain”
for skills will be positioned for success in innovation and
performance.
•
While 75 percent of survey respondents rate workforce
capability as an “urgent” or “important” challenge, only 15
percent believe they are ready to address it.
Report by Deloitte Consulting LLP and Bersin by Deloitte
Why?: Talent Gaps
Majority
are High
Urgency &
Low
Readiness
Why? Evolving FM
Workforce
•
Multi‐generational workforce
–
29 million potential GenXers and Millennials
•
Retiring FM Workforce
–
52 million positions to be filled
•
23 MILLION DEFICIT
Top 10 Skills in FM
10. Numerical Know‐How
Most FMs aren’t economists, mathematicians, or CPAs. But budgeting and financial
planning are nevertheless important parts of the job.
9. Legal Eagle‐bility
A superhero FM doesn’t need a law degree any more than a math degree, but
having an appreciation for the impact that federal, state, and local law have on
your facility is important.
8. Insider’s Insight
As an FM, you probably know a lot of about the Facility Management field. But
what about your company’s industry?
7. A Go‐with‐the‐Flow Attitude
A lot of leadership is intuitive, but good instincts can be learned. Are you generally
easygoing, or are you naturally “on edge”? Either personality type can serve you
well in different situations, but flexibility is an especially valuable trait for FMs.
6. Emergency Reflexes!
Part of going with the flow means keeping calm in an emergency.
http://www.iofficecorp.com/blog/top‐10‐skills‐every‐facility‐manager‐needs?
Top 10 Skills in FM
5. Project Leadership
Facility Managers often double as Project Managers.
4. IT Savvy
FMs may not need a background as software engineers, but the reality is that
today’s FM world is more technology‐reliant than ever.
3. Sustainability
Sustainability continues to trend not only as a buzzword but also as an emerging
corporate value all around the world.
2. Cross‐Networking
Companies consist of numerous divisions that overlap. That’s why FMs need the
ability to network laterally across the entire organization with IT, HR, admin, other
executives, etc.
1. People Skills
At the end of the day, Facilities Management is all about the people you serve. Your
ability to connect with, engage, and inspire the others around you will make the
most determinative difference in your performance as an FM.
http://www.iofficecorp.com/blog/top‐10‐skills‐every‐facility‐manager‐needs?
Ask the right questions
•
Why: Why is training so critical?
•
What: What knowledge and skills are
needed?
•
How: Do you integrate competencies in
to your talent management plan?
Job Task Analysis
DOE Job Task Analyses:
•
Energy Auditor
•
Operating Engineer
•
Commissioning Authority
•
Energy Modeler
•
Energy/Sustainability
Manager
•
Facility Manager
Duties, Tasks, Knowledge, Skills, & Abilities
Technical
Business
Behavioral
Enterprise Knowledge
O&M
Strategic planning
Leadership
Mission
Planning & Design
Asset Management
Teamwork/team building
Vision
Building systems
Finance & accounting
Interpersonal relationships
Strategic direction
Project management
Contract monitoring
Mentoring/coaching
Values
Construction
Procurement
Negotiating
Culture/trust
Code compliance
Real estate
Critical thinking
Systems
Cost estimating
Acquisition/Leasing
Communication
Processes
Space planning
Business lexicon
Change management
Resource allocation
Env. Health & safety
Risk management
Quality & Innovation
Energy management
Contingency planning
Future issues/trending
FM technology
Ethics/law
Performance measurement
Sustainability
Marketing
Benchmarking
Commissioning
Human resources
Security
Professional development
Life‐cycle analysis
Organizational planning
Core Competencies for Federal Facilities Asset Management Through 2020: Transformational Strategies (NRC 2008)
Core Competencies
Core Competencies
IFMA
BIFM
FMA
Leadership & Strategy
Understanding Business
Organizations
Use organizational understanding to
manage facilities
Operations & Maintenance
Managing people
Develop strategic facilities response
Finance & Business
Managing premises
Manage risk
Project Management
Managing services
Manage facility portfolio
Communication
Managing work environment
Improve facility performance
Human Factors
Managing resources
Manage the delivery of services
Quality
Manage projects
Real Estate & Property Mgmt.
Manage financial performance
Emergency Preparedness &
Business Continuity
Arrange and implement
procurement/sourcing
Technology
Facilitate communication
Environ. Stewardship & Sust.
Manage workplace relationships
•
Occupation Related
‐‐ Occupation‐Specific Requirements
‐‐ Occupation‐Specific Competencies
‐‐ Occupation‐Specific Knowledge
•
Industry Related
‐‐ Industry‐Specific Competencies
‐‐ Industry‐Wide Competencies
•
Foundational
‐‐ Workplace Competencies
‐‐ Academic Competencies
‐‐ Personal Effectiveness
Competency: Definable and
measurable qualification
Competency Model
Competency Model
Examples
•
Advanced Energy Retrofit Competency
Model ‐ Penn State Consortium for Building
Energy Innovation (Formerly Energy
Efficient Buildings HUB)
•
Federal Building Personnel Training Act
Competency Model – General Services
Administration Office of High Performance
Green Buildings
Personal Effectiveness Competencies
Academic Competencies
Workplace Competencies
Industry‐Wide Technical Competencies
Industry‐Sector Technical Competencies
Occupation Specific Competencies
Energy
Auditor
Operating
Engineer
Commissioning
Authority
Modeler
Energy
Energy/Sustain‐
ability Manager
Manager
Facility
Economic Analysis & Financing Energy Management & Control Systems Energy & Water Efficiency Sustainable Practices AER Processes Measurement, Verification & Reporting Whole Building Performance Building Design/
Construction Cost Estimating/ Accounting Fundamentals of Energy & Power Health, Safety & Security Materials & Resources
Operations & Maintenance Regulations, Codes, Standards Business Development/ Customer Focus Checking, Examining & Recording Creative Thinking Critical Thinking Planning &
Organizing Problem Solving Teamwork
Basic Computer Communication Engineering & Technology Math & Science Writing
Knowledge Grouping
SubTier
Knowledge
Skills
AER
Incentives, rebates and credits
Ability to construct a business case
Tax implications and expiration dates Ability to perform financial analyses
Typical measure costs
Energy accounting and analysis skills
Typical ownership leases
Energy analysis skills
Typical project costs
Financial skills
Utility units, bills, and billing rates
Forecasting skills
Risk analysis skills
Finance
Client procurement method
Construction finance
Cost avoidance calculations
Costs for services
(continued)
Utility
Consumption charge
Demand charge
Energy billing procedures
Fuel escalation charges
(continued)
Economic Analysis
& Financing
‐
Funding mechanisms,
financial analysis tools, and
ability to build a financial
business case and support
funding of projects
AER Competency Model
Personal Effectiveness Competencies
Academic Competencies
Workplace Competencies
Industry‐Wide Technical Competencies
Industry‐Sector Technical Competencies
Occupation Specific Competencies
Energy
Auditor
Operating
Engineer
Commissioning
Authority
Modeler
Energy
Energy/Sustain‐
ability Manager
Manager
Facility
Economic Analysis & Financing Energy Management & Control Systems Energy & Water Efficiency Sustainable Practices AER Processes Measurement, Verification & Reporting Whole Building Performance Building Design/
Construction Cost Estimating/ Accounting Fundamentals of Energy & Power Health, Safety & Security Materials & Resources
Operations & Maintenance Regulations, Codes, Standards Business Development/ Customer Focus Checking, Examining & Recording Creative Thinking Critical Thinking Planning &
Organizing Problem Solving Teamwork
Basic Computer Communication Engineering & Technology Math & Science Writing
Facility Manager Specific
•
Inventory Management
•
Landlord/Tenant Relations
•
Risk Management/Contracts
•
Other
Go to:
www.fmi.gov
for more detail
FBPTA Competency Model Comp Areas (12) Core Competencies (43) Facility Mgt Energy Mgt Building Ops Comp Areas (12) Core Competencies (43) Facility Mgt Energy Mgt Building Ops Comp Areas (12) Core Competencies (43) Facility Mgt Energy Mgt Building Ops 1. Management of Facities Operations & Maintenance 5. Safety 10. Business, Budget and ContractingBuilding Systems Basic Requirements Total Cost of Ownership
Building Interior Infrastructure Life Cycle Assessment
Building Exterior Contractor Program
Oversight Contracting
Other Facility Systems Occupant Interface Budget Formulation and
Execution
2. Performance of Facilities Operations & Maintenance 6. Design 11. Leadership and Innovation
HVAC Systems Planning Communication
Electrical / Mechanical
Systems Infrastructure Personnel
Life Safety Systems 7. Sustainability Innovation
General Building Maintenance
Regulations and
Requirements Enterprise Knowledge
Best Practices & Innovation Implementation 12. Performance Measures
3. Technology 8. Water Efficiency FBPTA
Technology Solutions Regulations, Goals and Best Practices Acquiring Data Building Automation Systems Water Audits Establishment and Implementation Maintenance Management Systems 9. Project Management
4. Energy Management Initiate Legend
Demand Reduction Execute Primary responsibility, needs depth
of knowledge
Assess Initial Conditions Closeout Not primary, but needs general
familiarity
Commissioning and ESPC Training Significant "Federally‐Specific"
content Coordinate with Public Utilities Red Text High‐priority/high‐value, impacts cost / efficiency Planning, and Project Management
FBPTA Competency
Model
Facility
Mgt
Energy
Mgt
Building
Ops
1. Management of Facities Operations & Maintenance
Building Systems
Building Interior
Building Exterior
Other Facility Systems
FBPTA Competency
Model
Facility
Mgt
Energy
Mgt
Building
Ops
2. Performance of Facilities Operations & Maintenance
HVAC Systems
Electrical / Mechanical Systems
Life Safety Systems
General Building Maintenance
Best Practices & Innovation
FBPTA Competency
Model
Facility Manager
1. Demonstrate familiarity with Building Systems. FM 2. Demonstrate ability to work with Facilities team to assess a facility’s need for building systems. FM 3. Demonstrate ability to oversee the acquisition, installation, and operation of building systems. FM 4. Demonstrate ability to work with Facilities Team to establish practices and procedures. FM 5. Demonstrate ability to work with Facilities Team to determine and administer the allocation of building systems’ resources. FM 6. Demonstrate ability to monitor and evaluate how well building systems perform. FM 7. Demonstrate ability to manage corrective, preventive and predictive maintenance. FM 8. Demonstrate ability to work with Facilities Team to develop emergency procedures for building systems. FM 9. Demonstrate knowledge of how to implement disaster recovery plans for building systems as required. FM 1. Management of Facilities O&M Building Systems (High Priority / High Value)Facility Operator
1.Demonstrate ability to collecting Operating Data on system. FO 2.Demonstrate ability to adjust System Parameters as required. FO 3.Demonstrate understanding of indoor air quality, and how to test and adjust it. FO 4.Demonstrate ability to analyze HVAC system performance. FO 5.Demonstrate ability to coordinate HVAC system changes. FO 6.Demonstrate knowledge and ability to maintain all HVAC Systems. FO 7. Demonstrate knowledge and ability to repair all HVAC Systems FO 8.Demonstrate knowledge and ability to optimize HVAC controls. FO 2. Performance of Facilities O&M Operating and Maintaining HVAC Systems (High Priority / High Value)Energy Manager
1. Demonstrate knowledge of building systems and how they affect energy use 2. Demonstrate knowledge of Combined Heat and Power (CHP) Systems and distributed generation. 3. Demonstrate knowledge of Renewable Energy Systems – Solar (Thermal and Photovoltaic), Wind, Biomass, Hydropower. 4. Demonstrate knowledge of Thermal Energy Storage systems – (ex. chilled water storage, ice storage, potential energy storage etc) 5. Demonstrate knowledge of Building Automation Systems (BAS) and Control Systems. 6. Demonstrate knowledge of Enhanced Automation (EA) ‐ California Energy Commission. 7. Demonstrate knowledge of Energy Management Systems (EMS) and Energy Information Systems (EIS). 4. Energy Management Systems and Demand Reduction (High Priority / High Value)FBPTA Competency
Model
IFMA's "FBPTA‐Aligned" Credentials Comp Areas (12) Core Competencies (43) FMP SFP CFM Comp Areas (12) Core Competencies (43) FMP SFP CFM Comp Areas (12) Core Competencies (43) FMP SFP CFM1. Management of Facities Operations & Maintenance 5. Safety 10. Business, Budget and Contracting
Building Systems Basic Requirements Total Cost of Ownership
Building Interior Infrastructure Life Cycle Assessment
Building Exterior Contractor Program
Oversight Contracting
Other Facility Systems Occupant Interface Budget Formulation and
Execution
2. Performance of Facilities Operations & Maintenance 6. Design 11. Leadership and Innovation
HVAC Systems Planning Communication
Electrical / Mechanical
Systems Infrastructure Personnel
Life Safety Systems 7. Sustainability Innovation
General Building Maintenance
Regulations and
Requirements Enterprise Knowledge
Best Practices &
Innovation Implementation 12. Performance Measures
3. Technology 8. Water Efficiency FBPTA
Technology Solutions Regulations, Goals and Best Practices Acquiring Data Building Automation Systems Water Audits Establishment and Implementation Maintenance
Management Systems 9. Project Management Legend
4. Energy Management Initiate Fully aligned with FBPTA Core
Competency
Demand Reduction Execute Partially aligned with FBPTA Core
Competency
Assess Initial Conditions Closeout Completencies largely not
addressed
Commissioning and ESPC Training Significant "Federally‐Specific"
content Coordinate with Public Utilities Red Text High‐priority/high‐value, impacts cost / efficiency Planning, and Project Management
Where do IFMA Credentials Fit In?
FMP – Build your career on
a solid foundation
SFP – specialized
credential in sustainable
facility management
CFM – Competency based
credential for experienced
FM professionals
AER Competency Model
•
Understanding competencies crucial to industry
growth
–
Need the right people with the right training
–
How do we know what training is needed without determining the
competencies first
•
Organizing competencies in to an industry recognized
standard through the Department of Labor framework.
•
Highlighting unique competencies with credentials
and standards.
•
Highlighting critical competencies needed for industry
growth.
Value of The
Competency Model
Ask the right questions
•
Why: Why is training so critical?
•
What: What knowledge and skills are
needed?
•
How: Do you integrate competencies in
to your talent management plan?
Core Competencies for Federal Facilities Asset Management Through 2020: Transformational Strategies (NRC 2008) Adapted from GAO (2005)
