“Selection of the right partner and not just a vendor, is the first step to a successful outsourcing model. Share the expectations on the service level and allowing the partnership to grow, innovate and create value for all stakeholders, is another step,” adds Jolly. Even a well-coordinated and planned contract can take months to complete the transition process.
Treating people with respect is a forgotten act, just because the workers engaged are outsourced employees. Moreover, a faulty contract hits those in the grassroots level the most. It is actually the workers who bear the brunt. In a sustainable and workable model, it is essential there are rewards, recognition of innovation, training and career options for outsourced employees. Fulfilment of training program in a calendar year must be one of the criteria for increment and promotions, says Jolly.
The facility manager at the client end plays a vital role in the contract and transition. “The facility manager should drive the transition process and therefore lead the team, working in concert with the procurement group. The facility manager may be required to explain some things to the procurement group, including the fact that facility service contracts are very different than purchasing contracts and therefore the purchasing techniques will be different.
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Selection of the right partner and not just a vendor, is the first step to a successful outsourcing model.
– Vinay Deshmukh
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“The most vulnerable aspect of the transition is the “people” aspect. Lack of understanding, poor follow-through, resistance to change, lack of buy-in, and insufficient training can derail even the most comprehensive set of processes. A carefully thought-out and implemented change management engagement process can mitigate potential service interruptions related to the transition.
Successful transitions intentionally incorporate the “people” process (or change management engagement process) into overall contract transition management. Intentional incorporation means the various stakeholders (procurement, HR, C-suite, facility management team, and possibly others) are effectively engaged through agreed-upon communication processes and mechanisms for internal discussion, debate, and feedback; and receive the support they need to roll out the transition plan to staff, clients, and others.”
Transition from one FSP to another
The famous statement: ‘Change is the only incessant thing in life’ could not have been more apt in the changing environment. The needs, the means to satisfy the needs and the methodology are under constant stress to make the outsourcing model better and more efficient, says Vinay Deshmukh, CEO, Forbes Facility Services Pvt. Ltd. Customers change their service providers at some time or the other for varied reasons. “The laws of physics stated the concept of inertia. This is true for any change and the resistance could be from all quarters – internal as well as external. This is inextricably complicated by the expectation of the smooth and seamless transition. The business is an ongoing establishment and the difference between the core and non-core activities, ceases to exist in an attempt to make it possible.
