The First Facility Management Blog

The rapidly aging global workforce – caused mainly by the number of retirement-eligible employees continuing to work – is both a challenge and major opportunity for corporations, according to a recent report by The Conference Board. Some 64 million baby boomers (over 40% of the U.S. labor force) are poised to retire in large numbers by the end of this decade.

In industries already facing labor and skills shortages, forward-thinking companies are recruiting, retaining, and developing flexible work-time arrangements and/or phased retirement plans for these workers (55 years of age or older), many of whom have skills that are difficult to replace. Such actions are putting these companies ahead of competitors who view the aging workforce largely as a burden putting strains on pension plans and healthcare costs.

“The maturing workforce is often seen as an issue to be dealt with instead of a great opportunity to be leveraged,” says Lorrie Foster, director of research working groups at The Conference Board and co-author of the report with management consultant Lynne Morton and Jeri Sedlar, senior advisor to The Conference Board on mature workforce issues. “The skills and knowledge mature workers possess can be utilized to great advantage by a company that knows itself well and can identify its weak areas that can be bolstered by the right mature workers.”

Industries currently feeling the greatest pain in terms of skills shortages are oil, gas, energy, health care, and government. Leading companies in these sectors are turning to mature workers to ensure future growth and productivity. These companies recognize that a maturing workforce can positively impact customer satisfaction and profitability, but not without effective initiatives designed to make it easier for different generations to work better together.

Companies that haven’t yet faced human capital shortages are not rushing to make institutional changes to accommodate workers nearing the traditional retirement age who are still in the workforce. “But organizations that fail to understand the complexities or recognize the opportunities associated with an aging workforce may risk their ability to stay competitive,” says Sedlar. “As more companies feel the pain of knowledge losses caused by retirements in key businesses or functions, those not planning ahead and leveraging their mature workforce will be scrambling.”

More older workers want to remain in their jobs for both personal fulfillment and financial reasons. In a related forthcoming study from The Conference Board, more than half (55%) of older employees surveyed said they were not planning to retire because they find their jobs interesting. Significantly, 74% also cited not having sufficient financial resources as a reason they were continuing to work, and 60% cited the need for medical benefits.

Working in retirement, once considered an oxymoron, is the new reality, according to The Conference Board report. Besides wanting to continue doing what they love, reasons economic in nature are also keeping older Americans in the workforce. As a result, the increasingly multiethnic workforce will also become more multigenerational as mature workers want or need to continue to work.

Boomers also indicate that the historical linear life plan – where certain years are earmarked for education, work, and then leisure – is becoming obsolete. Boomers want to work on terms that are customized to their needs. The goal of many is to “ratchet back” and give up responsibility, yet stay involved and active in business. In addition, lifelong learning is not only desirable, but necessary to achieve their work goals.

“New work arrangements that capitalize on this desired work/project orientation have to be developed to meet the needs of the mature worker and the headcount concerns of the corporation,” says Sedlar. “The need to create a corporate culture as well as learning institutions welcoming to all generations is becoming more apparent.”

By 2010, the number of 35-44 year olds, those normally expected to move into senior management ranks, will actually decline by 10%. Also by 2010, the number of U.S. workers 45-54 will grow by 21%, while the number of 55-64 year olds will expand by 52%.

One-half of companies interviewed feel that the departure of mature workers presents potential knowledge vulnerabilities. About one-third have conducted workforce planning studies and identified potential knowledge areas where they could be vulnerable. One-half of those interviewed have some form of mentoring program in place to share and transfer knowledge.

Certain industries are more concerned with the impending “brain drain” stemming from the withdrawal of some mature workers from the workforce. The technology and pharmaceuticals industries generally express worries about the development of new products and services and anticipate a drain in experienced engineers, key account sales representatives, and senior managers.

Flexible programs are generally present in industries that consider the maturing workforce to be a very significant issue. These companies have sometimes had to struggle with legal or regulatory constraints that restrict flexible work arrangements for mature workers. The majority of survey participants perceive a Catch-22 – wanting to offer something special for mature workers but feeling unable to do so in a way that doesn’t seem discriminatory.

The report recommends a series of strategic ideas and actions to foster effective management of any “retirement risk” to the business posed by a potential exit wave of mature workers. Among them:
· Identify potential gaps and knowledge transfer needs;
· Broaden succession planning thinking;
· Check communications mechanisms and messages for intergenerational approach;
· Review training history;
· Capitalize on affinity groups;
· Become an “employer of choice” for all generations;
· Encourage better financial planning among employees;
· Build a retiree network; and
· Offer benefits of interest to mature workers such as long-term care insurance, pre-retirement planning, health and wellness programs, comprehensive medical coverage, including prescription drugs, health coverage for retirees and part-time workers, prorated benefits for employees on flexible work schedules

Source: Managing the Mature Workforce, Report #1369-05-RR, The Conference Board

Hiring managers nationwide believe the quality of their permanent staffs to be significantly higher than the quality of their consulting staffs, according to the results of a survey released by Yoh, a leading provider of talent and outsourcing services and a Day & Zimmermann company.

The survey asked 499 hiring managers selected at random to grade the quality of their permanent and contract staffs on a five letter scale, from “A” for “excellent” to “F” for “failure”. Only 17% of employers surveyed gave their contract staff an “excellent” rating, the highest available. Nearly twice that number—33%—of respondents rated their permanent staff as “excellent.”

Overall, 60% of respondents rated their consultants as above average, grading them with an “A” or a “B”, compared to 81% of permanent workers ranked above average by employers.

Respondents from the pharmaceutical and biotechnology industries, for example, rated permanent talent higher than respondents in other industries, with 43% of permanent staffs in pharma and biotech rated as “excellent,” and 19% of consulting staffs rated “excellent.” In addition, 86% of respondents in pharma and biotech rated permanent staffs as above average with a score of “A” or “B,” while 67% offered the same rating to consulting staffs.

“Consulting talent is not a commodity and shouldn’t be treated as such by employers or staffing firms,” says Jim Lanzalotto, vice president of strategy and marketing for Yoh. “The absence of best hiring practices for contract talent by both parties has led to this perception that consultants are not of the same quality as their permanent counterparts. Companies that best understand their business needs and can effectively communicate those requirements to a staffing partner will find the quality of their consultants increases dramatically over time, and ultimately can meet or exceed the quality of their permanent staff.”

Yoh believes hiring managers are rating full-time staff significantly higher than contract staff for a number of reasons, including:
•Not using a specialized partner to find contract talent and a weak level of effort put into hiring and managing contract
staff;
•Poor integration of contract and full-time staff; and
•Contract workers are often kept on payroll through responsibility changes, when often they aren’t qualified to take on
different positions or tasks.

Front line executives echo the findings of the Yoh survey. “We’re always looking for experienced and skilled consulting talent to complement our full time staff,” says Sue Baker, vice president of research and development at Vertex Inc., the leading provider of tax technology solutions. “But it’s very challenging, time-consuming, and costly to find high-impact, talented people with all the right qualifications in the technology market. Those people are out there – you just need the right process and partner to help you find them.”

The rapidly growing life sciences industry values high-quality temporary talent as well. “Hiring the most qualified contract staff is crucial to an early stage life sciences company’s growth,” says Brenda Gavin, Partner at Quaker BioVentures, a $280 million life sciences venture capital fund. “The development of biopharmaceuticals, medical devices, and health care technology relies heavily on the highly trained and knowledgeable professionals brought in to get the job done. But young and emerging companies often don’t have the resources to seek them out, resulting in less than optimal results if you don’t understand what the company needs and don’t have the right partner to find the right people for the job.”

A slight trend toward increased janitorial budgets is underway in 2005, as facility managers across America acknowledge the importance of effective cleaning for occupant health and productivity, according to a study commissioned by ServiceMaster Clean. The research shows, however, that facility managers are experiencing mediocre service levels from their janitorial providers and will likely seek enhanced performance to justify their investment.

The ServiceMaster Clean “Office Cleanliness Monitor 2005” surveyed 330 facility managers and 215 office workers in the U.S. to explore beliefs, attitudes, and experiences related to office cleanliness and janitorial services. The Monitor found that 43% of facility managers reported a janitorial budget increase in the past year, with only 14% experiencing a decrease. Of the facility managers who were surveyed, 61% report no corresponding change in their task schedule in 2005.

“Interestingly, facility managers are starting to put money back in their budgets, just as an overwhelming 95% of them acknowledge that a crucial link exists between effective janitorial services and building operations,” says Gary Bauer, vice president, ServiceMaster Clean Business Services. “In addition, only 17% of facility managers disagree with the notion that office cleanliness directly links to employee sick days, suggesting that tenant productivity and health may be a consideration in these modest budget increases.”

Although a mild trend toward more robust budgets is developing, facility managers’ confidence level in their janitorial companies is not overwhelming. More than half (53%) rejected the notion that their janitorial provider exceeded their expectations.

“That’s a troubling statistic for our industry,” Bauer adds. “Facility managers are saying that effective cleaning is important, yet they are struggling to find providers that can deliver. These decision makers are insisting on consistent ‘above-and-beyond’ service which includes first-rate cleaning, outstanding communication and the ability to address special requests as they arise.”

“Office workers themselves are saying that offices need to be cleaner. In fact, only 24% believe their office is as clean as it should be and are starting to take their own steps to fix that,” Bauer says. “From the research, we are seeing an increase in the number of employees who are straightening items in their workspace and wiping down surfaces with germ-killing substances. Office worker disenchantment is filtering up to facility management, and it likely represents one reason for this year’s budget increases and why a majority of facility managers express some reservation about their janitorial companies.”

The Monitor offers this snapshot of what percentage of facility managers include the following in their task schedules:
· Daily trash disposal: 95%
· Daily vacuuming: 85%
· Dusting (non-blinds): 81%
· Mini-blind dusting: 46%
· Cleaning/disinfecting phones: 43%

The research shows, however, that office worker concerns do not track against current task schedules in many important respects. To illustrate, 33% of office workers believe the floor is the least clean area of their individual workspace, yet 85% of facility managers include daily vacuuming on their janitorial team’s task list.

“The savviest facility managers are aware that a communication gap exists and are using this opportunity to spur a dialog with both their janitorial providers and their building occupants,” Bauer explains. “The best janitorial providers are terrific at helping facility managers develop creative solutions to issues if they have a full picture of their customer’s priorities and strategic goals. At the same time, tenants need information from facility management on how they can best help their building’s crews maintain clean and healthy offices.”

The average business professional spends 40-50 hours a week in front of a computer screen. Teachers are beginning to use the computer more in schools, and even children are spending their time after-school in front of a monitor. It’s difficult to find a business or home without a computer in it these days, but this much usage can result in eye problems, such as eye strain and fatigue.

Dr. Wong, Medical Director and Chief of LASIK Surgery at TLC Laser Eye Centers in Torrance, California, offers advice concerning this problem. Some of the tips include, but are not limited to:

1. Be sure to give your eyes a break if you spend hours in front of a computer. Keeping your focus at the same distance for long periods of time is like holding your arms out for extended time ~ they will get exhausted. Fortunately our eyes adapt quickly, so either take a break from the screen or focus on some distant poster, photo or scene that will give your eyes’ muscles of accommodation a change of focus.

2. Don’t forget to blink your eyes! I think we subconsciously feet that at any moment, our computer will crash and we will lose all our work. Thus computer users are more prone to dry eyes because we don’t blink enough. Take a few moments to close or blink your eyes consciously and this will relieve the symptoms of dryness. You’ll be surprised ~ your work will still be on the screen!

3. Many computer screens emit electromagnetic radiation that may prove harmful to your eyes if there is no ambient or background light. Try to avoid working on your computer in complete darkness or very low light conditions.

The IFMA Foundation, a non-profit corporation providing education, research and scholarships for the benefit of facility management professionals and students, recently selected five new members to be added to their Board of Trustees. In addition, the Foundation announced the members of their 2005-2006 executive committee.

Joining the Board for the fiscal year are Andreas Rohregger, a doctoral student at the University of Applied Science, Kufstein in Austria; Jennifer Corbett-Shramo, IFMA Fellow, CEO of Pacific Building Care Inc. in Irvine, Calif.; John McGee, IFMA Second Vice Chair, COO of Union Switch & Signal Inc. in Pittsburgh, Pa.; Melissa Van Hagan, CFM, CFMJ, Territory Manager, Facilities, for Bank of the West in Walnut Creek, Calif.; and Peter Kirk of Milliken Commercial Carpet in LaGrange, Ga.

The Board of Trustees governs the IFMA Foundation with the Trustees serving as representatives of the stakeholders in the facility management field.

The executive committee for the Foundation will be comprised of Chair Francis Kuhn, CFM, CFMJ; Past Chair Sam W. Davidson, CFM; Vice Chair Peggy McCarthy, CFM, IFMA Fellow; Secretary/Treasurer Charles N. Claar, CFM, CFMJ, PE; and IFMA President and CEO David J. Brady.

The Builders Hardware Manufacturers Association (BHMA) has issued revised editions of Standards-at-a-Glance, offering free-of-charge, uniform versions of 15 product standards. ANSI/BHMA standards establish requirements that precisely define the appropriate operation, performance characteristics, physical properties, test values, usage parameters, safety criteria, etc. of specific types of builders hardware products. Standards-at-a-Glance provide overviews of content, tests and required results, and product levels for select standards. Not meant to be a substitute for the complete product standard, Standards-at-a-Glance offer easy to read, abbreviated previews of ANSI/BHMA certified product standards.

The 15 Standards-at-a-Glance are among the 22 standards included in BHMA’s Certification Program. BHMA certified products meet or exceed the ANSI/BHMA standard and bear the “BHMA Certified” logo on their product or packaging. Certification is particularly important for products such as closers, exit devices, latches, and locks, which protect life safety and security. When properly installed, such products can make a significant difference in the event of an emergency.

BHMA is the only U.S. organization accredited by the American National Standards Institute (ANSI) to develop and maintain performance standards for builders hardware. At present there are 31 ANSI/BHMA standards, with several more in development.

For more information, or to purchase copies of the complete ANSI/BHMA standards, call (800) 699-9277.

InformeDesign® has launched Implications, a newsletter that investigates the effect of construction-based indoor airborne contaminants on occupant health, comfort, and productivity. This report was written by William J. Angell, a professor at the University of Minnesota and director of the Environmental Protection Agency’s (EPA) Indoor Air Quality Project (IAQ).

According to Angell, research on indoor pollutant sources originally centered on volatile organic compounds released from building components, finishes, and furnishings. However, recent research has focused on building construction as a source of indoor air pollution. The interior construction activities of grinding concrete and metal; removing wallboard, carpeting and ceiling tile; applying adhesives and finishes; and transporting materials, equipment, debris and workers in and out of a building have been identified as originators of indoor air pollutants.

The health issues arising from exposure to indoor air contaminants most commonly are respiratory symptoms and diseases, allergies and other immune system diseases, cancer, skin and mucous membrane problems, and sensory and central nervous system effects, including “Sick Building Syndrome.” Those most prone to the effects of these contaminants are individuals who are immune compromised or who have pre-existing respiratory and cardiac conditions, seniors, infants and fetuses.

To protect the inhabitants of the environments they create, facility professionals must be aware of the sources of indoor air pollutants and incorporate strategies to limit construction-caused pollutants. Angell identifies tools to help manage the risks of construction-caused pollutants in interior spaces: pre-design programming, planning and bid documents; control measures during construction; and environmental monitoring and surveillance. In particular, Infection Control Risk Assessment strategies are very important tools to control indoor air quality pollutants in health care settings. ICRA programs protect patients according to their levels of susceptibility to indoor air contaminants. Individuals most susceptible have been identified as bone marrow transplant, AIDS, leukemia, solid organ transplant and cancer patients, and individuals undergoing chemotherapy.

Angell has developed and taught many IAQ courses, including those dealing with biocontaminants, carbon monoxide, construction pollutants and radon in schools, health care facilities and residences. He has been principal investigator on more than 90 EPA, state, tribal, association, industry and other sponsored projects. In 2004, he completed a critical review of scientific peer-reviewed literature on residential IAQ for the EPA’s Radiation and Indoor Environments National Laboratory, and, a year earlier, developed an EPA-supported national pilot IAQ course for tribes. Angell also has been a visiting scientist with the Lawrence Berkeley Laboratory’s Indoor Environments Program.

To view this and archived issues of Implications, click on the “Main Menu” on the InformeDesign home page and then click on the “Monthly Newsletter” link. Past issues have addressed the subjects of aging; children’s needs; sustainable design; graphic design and the built environment; influence of culture on design; daylighting and lighting; human geography; design and social responsibility; ergonomics; and color, among others.

Florida is bracing itself for Hurricane Wilma, predicted to make landfall on Sunday (10/23). Facility professionals in the area have a significant amount of time to prepare, and in a post-Katrina world, many are taking the threat seriously.

For property owners preparing for and later recovering from Hurricane Wilma, Disaster Kleenup International, Inc., (DKI) has created an informational Web site offering valuable resources to help minimize property damage. In addition, DKI also has a 24 hour call center available to assist those facility managers requiring emergency services and property reconstruction in the wake of Hurricane Wilma.

DKI members located in Florida are preparing for Wilma’s assault along with several other DKI members from across the country moving into staging areas outside of the storm’s expected path. Once in place, the teams await word from DKI’s central command post in Chicago to be dispatched to the areas most in need of assistance.

For business owners, it is vitally important to call DKI immediately at 1-888-735-0800 to ensure that resources are available to handle your loss quickly and efficiently to minimize business interruption exposure in the aftermath of Hurricane Wilma.

Yes, the old joke has a new twist, thanks to a safety ruling from the European Union. As a result of the EU’s Working at Heights Directive, four electricians had to be called in by Father Anthony Sutch to change bulbs at St. Benet’s Church in Beccles, Suffolk (UK).

This item from Reuters explains,

Because safety regulations deemed the church ceiling too high for a ladder, scaffolding had to be erected for a lengthy and costly replacement operation.

Could Father Sutch have done the job himself?

“When I was a young monk. I climbed up a ladder to have a look at something and two girls whistled and said what good legs I have. I haven’t climbed up a ladder since,” he told the Daily Mail.

The bulbs were located 40 feet above the congregation. In the end, the project took three days and cost more than 1,300 pounds (or approximately $2,300). From all accounts, Father Sutch’s legs maintained their sanctity.

Earlier this month, LONMARK International announced the release of Version 3.4 of the LONMARK Interoperability Guidelines, making it easier to install open, interoperable devices. The Guidelines include support for self-installed devices and networks further extending the reach of LONMARK certification into consumer products, industrial automation, and other machine-to-machine (M2M) applications.

Recognizing the need for small, simple networks to self-install without the use of installation tools, the 3.4 Guidelines include a newly developed Interoperable Self-Installation (ISI) protocol. Devices using the optional ISI protocol install themselves—either automatically or with the use of a simple push button. Products tested to conform to the ISI protocol will be eligible to carry the new LONMARK ISI logo to help users distinguish products certified to the LONWORKS protocol.

Simplifying development, installation, and maintenance of certified products has been a priority for LONMARK International since its inception. The 3.4 Guidelines include additional compliance requirements for device-response timing, so that each certified device’s performance will be consistent for a greater range of network management tools.

Working closely with various standards organizations around the world, the layout of the 3.4 Guidelines have been modified to make it easier to keep the Guidelines in sync with those submitted to various standards organizations. “The release of Version 3.4 of the Interoperability Guidelines brings us one step closer to the world of plug-and-play connectivity,” says Barry Haaser, executive director of LONMARK International. “The new LONMARK guidelines will give manufacturers the essential tools they need to deliver a new generation of easy to use products for homes, buildings, factories, transportation systems, and other environments.”

The LONMARK Interoperability Guidelines provide manufacturers with details on how to design open, interoperable products based on the LONWORKS® networking platform. Nearly 700 products have been tested and certified as compliant to the LONMARK Interoperability Guidelines.