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So far in this series, we have seen how Kris Oldland, Editor-in-Chief of Field Service News and John Hunt, Managing Director EMEA, Astea have explored the way the field service industry is evolving. This has included looking at just how significant are the changes we're seeing within the industry and also if and how we should be adjusting our Key Performance Indicators to accommodate these changes.

Yet, within the field service sector there is no greater asset than the field service engineers and technicians themselves. It is here that we see perhaps one of the most significant shifts of all - namely the move from a retiring baby boomer workforce to an incoming millennial workforce as well as the rise of the gig economy and contingent labour.

"Today field service leaders need to embrace contingent and third-party workers if they want to succeed, but the question is how do they adapt to this new reality - how do they make that change?" Asked Oldland.

"I think it starts at the very foundation of the services organisation - which is people" Hunt replied

"As great as any technology is in the services industry the people are it. You can't run a field service organisation just with the system."

"Whether it be recruiting, developing or retaining your workforce or a contingent, third-party workforce I think the same rules apply..." 

The key to this challenge as Hunt outlines lays across three core areas of focus. Recruitment, development and retention of top talent. However, this is not necessarily an inherent skill-set embedded within all field service organisations.

"Surprisingly, this capability is not every HR leader or service leaders forte. In the last few years, we are seeing more and more CPOs - not Chief Product Officers but Chief People Officers."

"It is a highly influential leader at the top of the organisation who are team builders, strategists, culture creators, nurturers and number crunchers through doing there own analysis on the people and the trends off people process all to create a differentiated employee experience that bleeds into what perceive what you hope is your service differentiation - your people."

"Whether it be recruiting, developing or retaining your workforce or a contingent, third-party workforce I think the same rules apply." continues Hunt.

"You need robust and intuitive programs and tools at each stage of the people part of the services process are vital. Every step of the full-service lifecycle needs to be intuitive and easy on the surface and working like crazy under the surface based on world-class innovation and technology."

"Just like a duck gliding across the water. The tranquillity and peace on the water but under the water that duck is paddling like crazy. Under the water is that workhorse of a full-service lifecycle platform that allows your people to glide across the water like the ducks."

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