Change Management in Complex Environments

Executive Summary

Servicon’s expertise in new site transitions is marked by a structured five-phase process initiated upon contract award:

  1. Stakeholder Engagement
  2. Discovery
  3. Workforce Deployment
  4. Quality Assurance and Analytics
  5. Trusted Partner and Innovation

Within 90 days, a site fully transitions to ensure that we have assisted in acclimating clients and employees to Servicon’s innovative tools, technologies, and processes that enhance service delivery and daily operations. Transitions and change are often met with hesitation or resistance, but our approach converts skeptics into advocates of the Servicon Way through effective change management, a cornerstone of our culture that thrives on compassion, understanding, and trust.

Typically, inheriting existing staff during new account transitions – Servicon prioritizes orienting and acculturating employees to our mission, vision, and values. Building trust and addressing their concerns before introducing advancements like innovative technologies promotes employee adaptation, benefiting their health, safety, performance, and overall service quality. We simultaneously ensure that we forge a genuine partnership with new clients. This crucial component serves as the catalyst for mutual engagement and tailored solutions, leading to enduring success beyond the transition period. The client’s involvement is essential, as a one-size-fits-all approach is inadequate in facility management.

This case study outlines our successful transition strategy at a challenging aerospace facility in Texas, located 2,000 miles from our headquarters. We mobilized every department within Servicon’s organization – from Operations management to Human Resources, Safety, and Senior Executive Leadership – to transform the client’s experience from mere toleration of the status quo to one featuring exceptional service and a deep partnership.

Our approach recognizes the uniqueness of each site and client, with the adaptability and human-centric nature of our process ensuring success under varying circumstances.

Overview

A large aerospace organization in Texas awarded Servicon a contract that included 4.8 million square feet of facilities, 138 buildings across multiple geographies, and an expected count of 115 FTEs during the tail end of the COVID-19 Pandemic, while significant safety protocols and restrictions were still in place.

Status of Site Before Servicon

The Texas client perceived their facility’s service quality as average, recognizing room for improvement but unsure of its potential. The site lacked advanced data analytics, a robust quality assurance program, and effective methods for validating services or tracking key performance indicators (KPIs). Staffing levels were not analytically assessed, and sustainability efforts were minimal, evidenced by the absence of dilution stations. Despite years with the same service provider, the relationship lacked depth and value.

On-site, technology was outdated but functional, with site management receiving minimal support from their company, leading to a sense of autonomy without guidance. Frontline staff, crucial to service delivery, felt disconnected from their employer due to a lack of direct engagement with leadership and absence of a structured onboarding process.

Years of enduring these conditions made the client receptive to changing service providers as their contract term neared its end. Despite their dissatisfaction with the incumbent vendor’s management team, the client had apprehensions about changing custodial practices and technologies. Concerns centered around potential disruptions to their operations, employee satisfaction, and budget adherence.

Engagement and Process

Upon notification, Servicon assembled a cross-departmental transition team, including a certified project manager. This team was tasked with ensuring adherence to predetermined schedules and clarifying roles and responsibilities for all involved (refer to the attached sample transition checklist). The transition unfolded in well-defined phases, commencing prior to the service start date and extending over 90 days. This strategic approach facilitated smooth adaptation to each phase, setting the stage for long term success. The team composition was diverse, including Operations Management, Talent Acquisition, Safety Director, Director of Client Experience, and Senior Leadership. The primary goal extended beyond regulatory compliance; it was to actively engage stakeholders from both the client and employee sides. By fostering trust and providing support and guidance, we aimed to smoothly integrate everyone into the Servicon Way. Effective communication was pivotal throughout this process.

  • Stakeholder Engagement: From Contract Award to Start Date
    • Transition Team and Client Collaboration: We received access and commitment from the client to learn as much as we could before the contract start date. This involved engaging all key stakeholders, including badging/security, building managers, project owners.
      • Our entire transition team had stand-up meetings 3 times per week to review all tasks.
      • We procured a site-based Safety Coordinator and conducted a Site Safety Assessment by our Safety and Risk Department, during which we identified any site-specific hazards that posed health and safety concerns to our employees.
      • Our operations team investigated site access issues, identified office space and storage for supplies, and procured the necessary equipment to ensure we could deliver all services immediately.
    • On-site Management: At the client’s site, we retained the four supervisory employees and facilitated introductions to their respective Portfolio and Senior Portfolio Managers. These meetings involved detailed discussions to understand their management styles, knowledge of the site, and any additional support they might need from Servicon.
    • New Employee Orientation: Prior to official onboarding, we proactively engaged all existing frontline employees in our new hire orientation process.
      • In Person Visit: Our leadership team visited the site in Texas, providing various meeting times for maximum convenience.
      • Assistance and Pay: We assisted with all necessary paperwork and compensated the employees recognizing them as Servicon employees even before the official start date.
      • Cultural Introduction: Each employee received uniforms, Servicon-branded items, and participated in a “lunch-and-learn” session. This allowed them to meet their supervisory staff and gain insights into the company.
      • Positive Experience: Such interactions significantly reduced their anxiety about transitioning to a new employer and fostered enthusiasm, viewing the change as a positive opportunity rather than a disruption.
  • Discovery: First 30 Days
    • Frontline Onboarding: Quality onboarding is essential for culture adoption and strong service delivery. On day one, we began the official onboarding process with the frontline staff to formally introduce Servicon’s culture, values, and processes, set them up with our IT systems, and explain our expectations and code of conduct from a human perspective. All employees were required to learn about Servicon and the clients’ environmental, health, and safety (EHS) policies and programs as well as any site-specific hazards identified during the initial Site Safety Assessment.
    • Evaluation of Current Practices: The Servicon management team closely shadowed the existing frontline staff, observing their day-to-day practices and approach to responsibilities.
      • Understand Needs: This hands-on experience allowed us to assess the resources and training previously provided to the employees, identifying any overlooked gaps and understanding their immediate needs.
      • What’s Working, What’s Not Working: By directly interacting with the team, we gained insights into what was functioning effectively and what was not throughout the site.
      • Building Trust: This approach rapidly built trust and aligned our vision for future improvements.
      • Engage the Individual: Our management training, which emphasizes understanding diverse input styles and identifying individual emotional currencies, proved invaluable. This training helped us learn each team member’s motivations and what aspects of their role genuinely interest them, allowing us to tailor our approach to effectively engage each staff member.
    • Identify Changes: The discovery process, including interviews and shadowing of team members, enabled us to pinpoint necessary service delivery modifications, all while cultivating trust. Key changes included:
      • Atypical Debris in Facility Area: An area within the facility produced unusual debris, particularly affecting the factory floor bathrooms. This required custom cleaning techniques and specialty tools, diverging from standard restroom cleaning practices.
      • Elevated Mirrors: To address the issue of elevated mirrors, we provided employees with longer squeegees. This allowed them to clean the entire surface more effectively without the risk of back or neck strain.
      • Plumbing Issues in End Bathrooms: We noted excess water on the floors of end bathrooms due to plumbing issues, posing a safety hazard. To resolve this, employees were equipped with flexible squeegees to efficiently channel excess water into drains before scrubbing.
      • Aesthetic Enhancements: Implementing aesthetic changes like securing liners inside brute barrels improved the professional appearance of our employees’ work areas and notably boosted their morale.

These targeted solutions reinforced our commitment to enhancing the employee experience through thoughtful implementation of tools and procedures. Consequently, staff openness to new technologies, such as the iMop, significantly increased. The iMop, introduced as the first piece of advanced equipment, was enthusiastically received and quickly embraced by the team.

    • New tools and technologies: When introducing new tools and processes, we prioritized explaining their purpose and benefits from a human-centric perspective. Recognizing employees’ concerns about potential displacement and the common belief that technology benefits business at their expense, we aimed to demonstrate that these advancements would be implemented for their benefit. These technologies not only eased their workload but also offered enhancements in terms of health and safety.
      • Key technological introductions included:
        • The iMop: This device significantly reduced the time required for cleaning tasks, freeing up opportunities for employees to engage in more detailed work that was previously reserved for holiday shutdowns or special services.
        • Backpack Vacuums: Alongside the iMop, the use of backpack vacuums contributed to this time efficiency, allowing for more thorough and regular cleaning routines.
      • DoodleScrub for Stairwells: With numerous internal stairwells frequented by hundreds of employees daily, the introduction of the DoodleScrub was pivotal. This tool maintained these high-traffic areas in excellent condition, obviating the need for restorative cleaning sessions.

By explaining the rationale behind each new technology, we showed our team that these tools were not just productivity enhancers but were also integral to improving their working conditions and outcomes.

    • Site Management: On day one, we initiated an extensive 90-day onboarding program for the existing site management team. This comprehensive program included:
      • Engagement with Key Leaders: Interactive sessions, both online and in-person, with our Chief Technology Officer (CTO), CEO, Director of Safety, and other key leadership figures. These sessions covered essential topics such as ‘Qualities of a Servicon Leader’ and the company’s ‘Mission, Vision, and Values’.
      • Personal Visits from Senior Leadership: Demonstrating our commitment to fostering a strong relationship, the CEO and members of ownership made personal visits to the Texas facility. These visits provided an opportunity for direct interaction with the client and all employees.

This proactive approach and personal touch from our senior leaders played a crucial role in encouraging employees to fully embrace Servicon’s culture, practices, and technologies.

    • Client engagement: In the crucial first 30 days of the contract, we prioritized establishing a strong partnership with the client. Key actions included:
      • Office Relocation: Learning that the previous vendor’s offices were inconveniently located, we moved our offices closer to the main facility for better accessibility and responsiveness to the client’s needs.
      • Open Communication: We kept the client informed about proposed operational changes, ensuring transparency and mutual understanding.

Through these simple yet impactful engagements, we not only addressed operational logistics but also demonstrated our commitment to being a proactive and accessible partner to the client.

  • Workforce Deployment: 30-60 Days
    • After 30 days, our management transitions from discovery to workforce deployment.
      • Changes to Assignment: We understood the layout and service delivery of each unique site, and having established trust with the employees, they were receptive to our changes to assignments.
      • Tailored Plan and Data Capture: By performing our services with an individually tailored plan for the client’s facilities, we were able to begin true data capture and analysis.

This is also known as the “settling in” period – where we continue to learn and co-create with our team and client partner to adjust.

  • Quality Assurance, Analytics, and Next Steps: Day 60-90
    • This period is dedicated to fine-tuning our services through advanced tools, safety training, performance metrics, and establishing a framework of continuous improvement with our client. We achieved this through the following implementations:
      • SmartInspect Training: We equipped our staff with SmartInspect, a sophisticated tool for performance and quality measurement. Training in its use empowered staff to actively monitor and take pride in their work quality, leading to increased job satisfaction and engagement.
      • Proactive Discovery: This involves management proactively walking the site to preemptively identify and address potential issues.
      • Safety Evaluation and Training: From day 30 to 90, we focused on evaluating each employee’s adherence to safety standards and task SOPs (Standard Operating Procedures). Employees not meeting safety expectations were promptly coached and retrained. Bi-monthly safety toolkits, developed by our Safety and Risk Department, are provided in both English and Spanish, covering industry-related safety programs. All training sessions are documented in compliance with OSHA requirements, reinforcing our commitment to a strong safety culture through leadership and accountability.
      • Turnover Metrics: Monitoring turnover is crucial in gauging service quality and success. After integrating employees into our system, we tracked turnover to establish a baseline in the first 90 days. Our effective change management process resulted in turnover rates that outperformed industry benchmarks and showed significant improvement over the incumbent.
      • Monthly Check-Ins with Client: We initiated formal monthly meetings with the client to review all KPIs, ensuring alignment with our targets.
      • Client Business Review (CBR): On the 90th day, the first CBR was conducted, involving the client, Servicon management, and senior leadership. This meeting reviewed the transition process, addressed any questions, and planned for the future. Regular CBRs offer an in-depth review of our service delivery and focus on future strategies.
  • Trusted Partner and Innovation: 90 Days Onward
    • Building on the foundations laid in the first 90 days, this period marked the success of our transformation from a service provider to a trusted partner, actively engaging in innovative practices.
      • Innovation through Client Business Reviews (CBRs): Our regular CBRs became a platform for identifying and implementing cutting-edge solutions to enhance client satisfaction and data-driven decision-making.
        • A notable initiative was the installation of Kimberly Clark’s Onvation system in six large restrooms. Our teams are now analyzing the collected data to optimize restroom servicing.
        • Additionally, we’re exploring the use of hoteling data from one of their administration buildings to pilot Servicon’s SmartSpace Adaptive Cleaning, further tailoring our services to the client’s specific needs.
      • Cultivating a Trusted Partnership: The client’s openness and willingness to collaborate in trialing new technologies and sharing data have been instrumental in this phase. Their transparency and cooperative attitude are key factors in our success in implementing significant changes and innovations without disruption. .

Conclusion: Measurable Improvements and Enduring Partnership

The change management we implemented for our client culminated in tangible and measurable improvements in service quality. For the first time, the client was able to quantify custodial services, witnessing a notable increase in overall service efficiency and effectiveness:

  • Turnover and Safety: A primary concern for the client was the well-being of their incumbent employees. They were pleased to observe a significant decrease in turnover rates and notable improvements in safety standards after Servicon assumed the account.
  • Open Communication and Problem Resolution: Our client appreciated our readiness to engage in open dialogues and address issues proactively, reinforcing our position as a dependable and responsive partner.
  • Customer Satisfaction: This positive shift in service quality and partnership was reflected in our perfect scores on bi-annual customer satisfaction surveys, underlining our commitment to exceeding client expectations.
  • Transition from Resistance to Leadership: Perhaps the most significant transformation was the client’s shift in mindset. Initially resistant to change, they evolved into change leaders and trusted partners, actively embracing and leading initiatives for continuous improvement.

At Servicon, we firmly believe in the ethos of “We get you, we got you.” Our client’s willingness to endorse this sentiment through the quotes they provided below is a testament to the strong, collaborative relationship we have built. Their feedback serves as a validation of our approach and a reminder of the positive impact we strive to make in every partnership.

Client Testimonials:

“I have been in two meetings today in which my Director remarked about the annual review yesterday. His comments include words as “Best Contractor Review Ever,” “Very Professional,” “They understand their business and recognize achieving 100% is always the target.

“My Director has been in the Facilities industry over thirty years and for the majority of these has been responsible for multiple service contractors. For him to say yesterday’s presentations were by far the BEST HE HAS EVER SEEN means a lot to me so I wanted to share with the Servicon Team.”

“The site looks great. You are the professional type of organization we want to partner with.”

“A great presentation where all of the Servicon people involved in the site were talking, not just a figurehead… that means you own it.”

“I have never had a vendor presentation like this with this kind of KPI’s.” “You guys’ sound like us, and that is a compliment!”

“We are trusting you because you are the subject matter experts, and you have tremendous street credibility.”

“The transition was so well executed and so critical during COVID.”

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