If you’re an office or facility manager, or if your position combines those roles, the Staples Workplace Employee Survey has good news for you. A clear majority of Canadian employees:
- Have at least some understanding of what you do
- Expect to interact with you for supplies, maintenance and other kinds of help and information
- Believe that your role is crucial to growing a business and that appropriate resources should be invested in it
In other words, office and facility management enjoys a largely positive image, and much of the modern workplace knows at least something of the value quality personnel provide in this role. If you want to capitalize on that positivity to help deliver even better value for your company and colleagues, keep these few essentials top-of-mind.
1. Invest In Facilities Management Software
A core part of office and facilities management is maintaining an accurate inventory and keeping close track of a wide variety of scheduling and maintenance tasks. You can increase the efficiency of your data management and reduce the amount of time you spend on manual entry by investing in excellent facilities management software. This, in turn, can position you to take the best advantage of techniques like benchmarking, which the IFMA has identified as an untapped resource for facilities management.
2. Work Proactively with Management
Co-workers may understand the value of what you do, but that doesn’t always mean that management gets it. Increase visibility at the top level of your company by working closely with managers and taking a proactive stance. Stay up to date on solutions like automated building management systems and be able to offer an informed take on whether that kind of technology is a good fit for your workplace. Be ahead of the curve on building a sustainable and energy-efficient workplace. In budget season, be aware of and suggest areas where you can streamline.
3. Go Beyond the Short Term
Planning for the long term isn’t easy in our fast-paced, technological environment. We’ve even seen it argued in the pages of Forbes that the multi-year strategic plan is dead. Still, that doesn’t mean you have to resign yourself to only tackling the most immediate crisis. Part of helping your company maintain agility and adaptability is taking time in your schedule to manage the important items as well as the urgent ones.