There is a Tsunami of youth unemployment awaiting us at a time when we face a crisis of an ageing workforce. Surely it is time to join the dots before it is too late writes Mark Homer...

The world has never been more unpredictable, such a statement invites a variety of responses that ranges from complete agreement to denial or a more middle of the road response; possibly augmenting the discussion with words of caution or even scepticism. My own view is the world has always been unstable and unpredictable, but I do think we are heading into uncharted waters.

I suspect the majority of Service Leaders would agree that increased economic pressure, social compliance and even more operational uncertainty is ahead.

Furthermore, this uncertainty in itself is more than likely to have the greatest impact on our futures, our service industry and especially the way we work. Throughout this COVID crisis a large number of our field service colleagues have been quietly continuing to supply service and continued to maintain critical equipment to ensure the continuity of availability and supply.

Many have willingly accepted a greater personal risk to themselves going about this essential work given the potential infection risks they continue to face. We should all take the time to thank, acknowledge and appreciate their amazing contribution throughout this crisis and continue to celebrate what an interesting career it is to be in the service industry. This is exactly the time to promote just how critical the service industry is to our modern society.

 

"During this crisis, I have listened to many service leaders describing how they are deferring more routine maintenance and preventative work. Consequently, increasing their work backlog to record levels, thus increasing future demand..."

- Mark Homer. 

 

However, under the surface brews the swirling currents and early signs of a storm, a skills shortage. For the last few years I have been commentating on the rise of the Service Gig economy, the increased use of third party labour and the increasing reliance on third party contracting firms to help Service leaders smooth the peaks and valleys of fluctuating service demand.

I have been to many conferences where presenters have warned of the potential for increased widespread industry skill fade; largely due to our baby boomer generation now retiring from the global pool of available technicians and allied service trades. The continued trend to also sweat capital assets and eke out just a few more years of operational asset life before eventually total failure, parts obsolescence, lack of knowledge in the field force to service such assets and available options for final asset replacement.

Also, during this crisis, I have listened to many service leaders describing how they are deferring more routine maintenance and preventative work. Consequently, increasing their work backlog to record levels, thus increasing future demand.

I was really struck by an article in the Sunday Times by Kenneth Baker last week. Lord Baker is chairman of the Baker Dearing Educational Trust and a former UK Government Education secretary; he warns of a youth unemployment tsunami. Citing that sadly many apprenticeships that were approved this year have already been cancelled by companies, including Bentley, JCB, Netflix, Rolls-Royce and Warner Brothers.

More cancellations will follow. He makes the call for more technical training and technical skills development, calling on the UK Prime Minister, Chancellor and current Education Secretary to make changes that facilitate more courses to be available and that training is better than unemployment. He illustrates how the Government might fund this change.

As a service industry we are in desperate need of that new talent. Now is the time for us to all get involved with schemes that encourage people to join our industry.

To come together to promote the range of interesting and rewarding careers that will in turn help address both the skill fade and skill shortage that we will all likely face in coming years.

Let’s start promoting our industry, recruiting new talent and in the words of Lord Baker to train, train, train.

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Mark Homer is an independent commentator, who specialises in Digital Transformation within the Field Service Industry.

During a recent Field Service News Digital Symposium presentation on the use of Aquant's Artificial Intelligence tool within their service triage process, Mark Hessinger, Vice President of Global Customer Service, 3D Systems Corporation, touched on perhaps probably the most pervasive issues that our industry faces.

That issue is how do we stop the tribal knowledge contained in our ageing field service workforce walking out the door. It is a challenge we are seeing emerge across all regions and all industries.

It is a well-documented issue. Many field service companies are currently staring down the barrel of an ageing workforce crisis while struggling to engage with a future generation of workers. Some industries may have a slight advantage, companies at the cutting edge of technology such as 3D Systems for example, who will likely attract bright young minds eager to embrace a technology set to be a fundamental part of the future. Yet, even these companies generally still face higher rates of attrition than acquisition when it comes to talent.

This is perhaps why this presentation by Hessinger resonated so strongly with its audience. As Hessinger went through the multiple benefits of implementing Aquant's AI-powered triage tool, this was one aspect that really struck a chord.

3D Systems had, via Aquant's AI, found the keys to unlock much of the core knowledge locked away in the vast pools of data that all service organisations will hold. They found a way to keep the decades of tribal knowledge within their walls.

"Like other companies, we do have [staff] turnover," Hessinger explains.

 

"We were able to use all that information we had, to continue to support the product so that that was a nice real-life outcome of using the the Aquant tool..."

 

"And on certain product lines, we don't have a lot of printers installed, so we don't have a lot of people trained. For example, on one Multijet printer, our subject matter expert chose to retire a couple of years earlier than we expected. So everybody started to get a little nervous as we only had one other person who did not have the same depth of experience on that product."

"Yet, that person told me, 'you'll be fine, it's all captured in the Aquant tool. I validated that it works,'" Hessinger commented as he outlined a perfect example of a challenge many service leaders may recognise. As Hessinger explained, it was a situation that soon became even more challenging.

"Shortly after that, our second person that knew that technology also left," he continued, "so there I am without our two tech support people for this product line. However, we were still able to continue to run and support customers and actually, we haven't had any escalations on that product in the last nine months since those guys left.

"That is because we were able to use all that information we had, to continue to support the product which is a nice real-life outcome of using the the Aquant tool," he adds.

Essentially, what Hessinger and the team at 3D Systems implemented was an additional AI 'trainer'. They found a technological solution to a human problem. Ultimately, the AI allowed 3D Systems to make that transition from losing two central members of staff on a specific product line. They managed to stop that tribal knowledge leaving the organisation.

This also appeared to be something that could be almost universally applied to any field service scenario - indeed for any organisation that held sizeable layers of data that is currently a massively underutilised information resource. What came across in Hessinger's presentation was that the was already buried within their systems - Aquant surfaced it, neatly and effectively.

As Hessinger explained "Typically we require our field service or tech support personnel to document in the case what happened and that's written down. When you go back and look at it at those notes, [it is usually] because there was a similar case at some point and you start searching for cases to find the information, those are the times you go digging for it.

"Yet, now you're not digging for it. It's accessible and there, everything you've captured," Hessinger explains.

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Further Reading:

• Read more about Digital Transformation @ www.fieldservicenews.com/blog/tag/digital-transformation
• Read more about Artificial Intelligence @ www.fieldservicenews.com/hs-search-results?term=Artificial+intelligence
• Read more exclusive FSN news and features from the Aquant team @ www.fieldservicenews.com/hs-search-results?term=Aquant
• Connect with Mark Hessinger on LinkedIN @ https://www.linkedin.com/in/markhessinger/
• Find out more about Aquant's AI-powered service triage @ www.aquant.io/
• Follow Aquant on Twitter @ twitter.com/Aquant_io

 

So far in this series of excerpts from a white paper recently published by Aquant, we've assessed the significant challenge field service companies face in finding balance in their workforce and the role Artificial Intelligence (AI) can play in helping companies do so. Now in the final excerpt in this series we look at how equally the implementation of AI requires a human touch to succeed. 

 

In Field Service we Must VALIDATE AI WITH HUMAN KNOWLEDGE

Much has been made of the idea that machines can replace humans for essential job functions. The truth is that AI is nothing without the real-life expertise of humans to guide and validate its findings.

Automating insights from historical data is not enough on its own. In order to ensure that findings about the solutions to service challenges are accurate, an organisation must bring in its experts to assess and improve the solutions offered. Before AI, organisations needed to take experts out of the field for months to help with training or knowledge sharing. With the right AI solution, experts can optimise insights in a matter of hours.

When solutions to challenges are automatically generated by a system, it enables members of the service team to spend more time doing what they do best—which is applying their expertise in the field.

 

Speed up the Training of your Field Service Engineers and Increase Their Expertise

With easy-to-access information that understands what you mean regardless of specific phrasing, and a dynamic pool of information to draw from, smart systems give all employees equal access to previously hidden information.

Skills that previously took years to learn (usually by waiting to personally encounter and solve each unique problem) can now be passed down to newer employees in a matter of days. In addition to solving the practical problem of on-boarding new hires, it also helps to engage millennials in a way they are more comfortable with. And when knowledge is easier to acquire, employees can work on acquiring soft skills like customer service and relationship building, which can’t be taught by even the most powerful machines.

 

Case Study: How 3D Systems were able to scale their field service wrokforce and decrease repeat field engineer visits with actionable insights

3D Systems empowers modern manufacturing with best-of-breed plastic and metal 3D printers.

They help manufacturing clients dramatically reduce build time and enable healthcare organisations to custom-fit solutions and improve patient outcomes. With a robust global client base, they needed to onboard new service techs quicker to get them out in the field and solving complex service problems.

As the workforce grew, one of the hardest issues was extracting the organizational knowledge out of the heads of the most experienced engineers and into the hands of everyone in the field. They turned to Aquant’s AI-powered service intelligence platform to mine and analyze all their information, including data stored in field service solutions, CRM, and parts systems. In addition, the tool was able to uncover info that lay dormant in free text notes.

"3D Systems has seen a 62% reduction in parts usage and a 39% decrease in repeat visits, driving significant cost savings..."

The Natural Language Processing (NLP) engine embedded in the technology is even able to map different phrases and words all back to the same problem, which structured the data more efficiently and made it easier to search. During the install process, which took less than a week, the tool scoured and categorized data, and then their best engineers sat down to validate the data and improve findings.

3D Systems is now able to leverage Aquant’s Intelligent Triage product to assess and troubleshoot customer tickets quickly, helping service pros resolve issues on the first visit. They’ve also decreased parts costs and usage by correctly identifying the source of the problem and sending the right tech, with the right skills into the field with the right parts.

All employees have more equal access to knowledge, making it easy for junior techs to get up to speed quickly. As a result of implementing Aquant across the organization, 3D Systems has seen a 62% reduction in parts usage and a 39% decrease in repeat visits, driving significant cost savings.

 

Would You Like to Know More? There is a Field Service News white paper on this topic available exclusively to fieldservicenews.com subscribers. Click the button below to access it now! 

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In our previous article in this series of excerpts from a recent white paper published by Aquant we explored the significant challenges field service companies are facing as they try to navigate the huge demographic changes that are underway at the moment as the ageing 'boomer workforce is replaced by their millennial cohorts. In today's article we explore why the current knowledge transfer tools are letting field service companies down. 

The labour shortage forces organisations to choose between immediate needs, such as having their most senior staff in the field addressing urgent customer issues, and long-term goals of documenting their knowledge and training new employees.

 

Knowledge Transfer in FIeld Service Requires Tools Fit-For-Purpose:

As most managers know, when resources are tight, the biggest fires get put out first and smouldering issues continue to be put off until they can’t be ignored.

It’s not that companies haven’t tried to harness insider info and scale training. There are mobile apps and field service tools designed to capture notes from the field.

However, change management can be a bigger barrier than the C-suite anticipates, leaving managers tasked with motivating the workforce to use the technology that some in the field consider clunky or time-consuming. And even when these tools are successfully put into use, it’s difficult to make these notes and comments that are captured on customer tickets actionable.

They’re often riddled with typos and contain information about multiple tasks in one long, free text form. How can any organisation parse that information and use it effectively?

This challenge is at the root of why so many internal knowledge bases are missing the deep insights of employees in the field. Plus, most of these solutions are static databases, as opposed to connected learning tools that know what information is necessary, can prompt employees to ask the right questions, and then figure out logical solutions based on partial inputs.

Digitally savvy employees are used to using tools like Siri that understand their location and habits and can offer intelligent solutions without the user having to do all the legwork.

 

Uncover Existing Data to Fill in the Gaps in Your Field Service Knowledge Base

People make the best mentors and trainers, and those with deep on the-job knowledge often excel at diagnosing obscure problems that newer employees may have never experienced, but these deeply knowledgeable employees only have so much time and ability to impart their wisdom.

As organisations seek to meet high customer service expectations, human knowledge must be combined with an artificial intelligence discipline called machine learning in order to democratize that knowledge. 

 

Use Machine Learning Technology to Distribute Existing Knowledge

Customer-facing organisations have far more information and institutional knowledge squirrelled away than most managers and executives realise.

There are free text notes, product images that sit within and outside of CRM, ERP, WFM, and other databases. Technology partners that leverage Machine Learning (the process of computers improving responses with experience) can capture this unstructured information and add it to the knowledge base, alongside real-time data, producing a rich and interactive pool of information that all employees can draw from.

The right application can make actionable recommendations and predictions based on this data, helping teams solve customer and service challenges efficiently.

 

Apply Natural Language Processing on Top of the Information Mountain

With the amount of data in play, it’s not enough to simply convert current and historical information into structured data which can easily be indexed and searched.

The problem is that different customers or regions might have different terms for the same issue. Plus, case notes about this issue might contain typos and misspellings, making it difficult to manually identify and categorise records. A solution that offers Natural Language Processing, in combination with Machine Learning, digs deep into the historical information and acts as a translator.

It will understand the root issue regardless of how it’s described by analysing the past examples, whether it’s faulty equipment or new installs. It will map these different ways of describing issues back to the same solution—even if the descriptions contain mistakes. In addition to helping call centre agents and techs in the field, it’s an essential learning tool to help employees level-up by quickly accessing critical data to get the job done.

 

In the final feature within this series of excerpts we will look at two more ways field service companies can utilsie the data within their existing records to help solve the field service skills gap as well as an industry case study from a leading high tech organisation in the 3D printing space. 

 

Would You Like to Know More? There is a Field Service News white paper on this topic available exclusively to fieldservicenews.com subscribers. Click the button below to access it now! 

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Field service teams are in flux. The existing drain to the workforce brought on by a deluge of retiring Baby Boomers combined with an unsteady economy is creating unprecedented service and performance challenges. In this series of excerpts from a new White Paper published by Aquant, we explore how Artificial Intelligence can pave the way to overcoming these challenges for field service organisations...

Even in an uncertain environment, there are cost-effective ways to ensure continuity of service. Adopting AI-driven field service technology will allow your service organization to pivot quickly and help erase the skills gap.

By capturing untapped tribal knowledge and making that insight accessible across your workforce, the technology will empower less tenured employees with the wisdom of your experts. The results are quicker, more comprehensive training for new hires, increased job satisfaction, and ultimately, a better customer experience.

 

Where to Find the Next-Generation of Field Service Professionals

Service teams are in a labor crunch.

According to 2018 global research by Manpower Group, skilled trade positions, particularly technicians and engineering roles, are the hardest to fill. This didn’t happen overnight. The Service Council detailed the coming storm in the labor market in 2015 research, noting that “70% of service organisations indicate they will become burdened by a retiring workforce over the next five to ten years.”

We are in the midst of that talent shortage and organisations are scrambling to fill openings, with more than 70,000 service technician jobs listed across the country. Baby Boomers, who make up a significant majority of the workforce in the service industry, are now retiring. In the next ten years about 10,000 Boomers a day (across all industries) hit retirement age.

That’s a lot of farewell parties.

Analysts and economists have been sounding the alarm bells for years about the coming crisis, but many companies have struggled to pivot quickly. While Millennials now make up the largest portion of the workforce overall, the service industry has struggled to attract and retain the digital generation, due in part to housing shifts from the suburbs to the city, and the large number of millennials who hold bachelor’s degrees compared to a generation ago.

While the majority of customer call centre and field service jobs don’t require a college degree, the jobs do offer many qualities that young talent are seeking, such as room for advancement and a sense of purpose. In order to recruit and retain young employees, an emphasis on professional development is crucial.

 

Don't Let You're Field Service Expertise Leave with Your Retiring Technicians:

 

In addition to contributing to the labor crunch, retiring boomers are exacerbating the knowledge gap in service. Unlike other industries where institutional knowledge is indexed, best practices documented, and lunch and learns held monthly with pizza, technicians often work solo or have limited interactions with other team members.

In lieu of imparting tips and tricks, technicians often keep knowledge of a myriad of parts, fickle machines, and client quirks tucked away in their head or scribbled down on paper work orders that fill desk drawers and glove compartments.

There’s also an employment tenure gap between generations, which is causing more turnover overall. 2016 research found the overall average employee tenure across all industries and age groups to be 4.2 years.

Millennials average roughly 3 years and Gen X average tenure is 6.5 years. Boomers have an average tenure of 10 years, but most are at or close to retirement age.

Even if you could hire more Millennials, the knowledge drain is forecasted to continue as the pace of churn quickens. 

Indeed, the challenges around finding balance within the field workforce is becoming increasingly difficult as we navigate this demographic shift.

However, it is not impossible and emerging tools such as Artificial Intelligence can really come to the fore in overcoming these challenges, which we shall begin to explore in the next feature within this series. 

 

Would You Like to Know More? There is a Field Service News white paper on this topic available exclusively to fieldservicenews.com subscribers. Click the button below to access it now! 

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The challenging act of balancing the equation of increasing need for field service resources with a dwindling current labour pool is one impacting field service organisations in every corner of the globe. Here, the editorial team at WBR Singapore explain more in a special article for Field Service News…

Field service as an industry has seen significant growth over the past decade or so but, while the amount of work available to field service providers is likely to continue exponentially on its present course, the number of engineers available to carry out these contracts is rapidly dwindling.

 

Talent Crisis

There are many reasons behind the talent crises presently being experienced in the field service industry and all need to be addressed if the issue is to be satisfactorily resolved. From the issues related to an ageing workforce, the challenges of attracting fresh young talent, and the transfer of skills between the two, to the implementation of new technology and the training which must be put in place as a result, the obstacles which must be overcome are many.

Let’s take a slightly more detailed look at the field service talent gap crises, the reasons underpinning it, and how they might be overcome.

Ageing Workforce

The demographics of the field service workforce are currently experiencing a dramatic paradigm shift. The previous generation of baby boomers is now reaching retirement age, and the industry is now looking to the Millennial and GenZ generations to take up their mantle.

 

"It’s a sad fact that many of the younger people now taking their place in the global workforce do not find field service an attractive career prospect..."

 

The impact of this phenomenon on the field service industry would perhaps be felt more keenly than in other workforces due to the physical demand placed on the engineers compared to more sedentary employment. An ageing workforce is likely to find the physical demands of field service work increasingly challenging. Similarly, the more sedentary, digital, generations which exist today may also find the work difficult - albeit from the other end of the scale. It’s a sad fact that many of the younger people now taking their place in the global workforce do not find field service an attractive career prospect. Huge numbers of these people are looking for jobs with the latest tech and digital service providers rather than in maintenance and field service provision.

However, this challenge can be addressed by using the very technology these demographics find so attractive to simultaneously modernize field service and make the industry a far more appealing prospect to youngsters.

Digital Transformation

Industry 4.0 technology is already finding its way into field service work. IoT connected sensors are making predictive service contracts possible by alerting engineers to failing components before they break down entirely, while automation and AI are enabling appointments to be booked automatically and helping with intelligent scheduling and route planning.

"Augmented reality is also providing engineers with real time schematics..."

 

“There is a great deal of hype these days about the importance of optimizing dispatch and routing schedules for field service technicians – and there should be,” reports Field Technologies Online. “Assigning and dispatching technicians using ideal scheduling algorithms and optimal turn-by-turn directions can yield tremendous gains in productivity, significant service cost reductions, and much happier customers – all of which have an appreciable positive impact on the bottom line.”

Augmented reality is also providing engineers with real time schematics which can be overlaid onto real-world machines to assist with troubleshooting and repairs – especially useful with legacy equipment for which service documents are not always easy to locate.

While these technologies enable field service providers to give their customers a faster, more efficient, and overall better service, they will also serve to make your brand more attractive to young would-be engineers.

When attending recruitment drives or colleges, always promote your company’s use of the very latest digital technology and make sure you’re giving your brand the best chance of inspiring the next generation of engineers.

Skills Transfer

Digital technology can not only be used to attract young talent to your brand, but also help facilitate training and the transfer of skills between the old and new generations.

 

"Digital technology can help address many of the issues relating to the field service talent gap..."

 

“There is a growing need for well-trained technicians,” reports Ortec. “If you have them, how do you keep them? How do you educate younger generations? Start a training and leadership development program for experienced staff members to train or guide less experienced technicians. In a recent survey, 69% of next-generation workers stated that they desire digital access to experts while in the field. It’s time to start considering new approaches for knowledge transfer – even remotely, in real time – to provide the best possible service to customers.”

By staffing a contact center with experienced engineers, they can offer real-time guidance and advice to on-site staff. Using aforementioned augmented reality technology, they can draw on a screen at base and have their instructions be displayed on the companion device on-site. This allows those staff nearing retirement to take a more relaxed and less active role within the company while remaining productive, and simultaneously training the newer employees.

Final Thoughts

As you can see, digital technology can help address many of the issues relating to the field service talent gap. By not only deploying, but also promoting, its use within your organization, you will have the best chance of maintaining a well-staffed brand for generations to come.

Tackling the skills gap in the field service industry is set to be a hot topic at Field Service & B2B CX Asia, 3-5 November 2020 at Equarius Hotel, Singapore. Scan the code for further information. 

Having addressed service leaders at a conference recently, Cheryl- Anne Sanderson felt something was missing from the sector. Here, she outlines how mentors and leaders can work together to approach the issue of the ageing workforce...

With an eye to the future and a desire to push today’s technologies to their limit, artificial intelligence (AI) has begun to creep into a variety of service technologies. On its surface, AI might still seem like science fiction, but the number of practical use cases will only increase over time. Are you ready to use AI to its fullest potential?

In this series, run in partnership with IFS, we will be looking to see exactly what impact AI will have on the field service sector and how your organisation can harness it. In part one of this series we looked at some of the AI basics and in part two we explored how tomorrow's advancements in AI can guide us through today's digital transformation. Now in the final part in this series we take a look to the future... 

With an eye to the future and a desire to push today’s technologies to their limit, artificial intelligence (AI) has begun to creep into a variety of service technologies. On its surface, AI might still seem like science fiction, but the number of practical use cases will only increase over time. Are you ready to use AI to its fullest potential?

In this series, run in partnership with IFS, we will be looking to see exactly what impact AI will have on the field service sector and how your organisation can harness it. In part one of this series we looked at some of the AI basics and now we look at how tomorrow's advancements in AI can guide us through today's digital transformation