The service sector will weather the Corona Virus storm but our customers needs will have changed so how do you operate in a post-pandemic environment? Bill Pollock talks us through the process.
For most services organisations, 2020 started out looking every bit the same as 2019 ended – full of uncertainty in an unpredictable economy, coupled with an increasingly demanding and volatile geo-political business model. Then, the world as we knew it changed dramatically – seemingly overnight – by the impact of the Coronavirus and subsequent global economic disruption. 

However, despite all of the uncertainty and volatility, it is important to remember what we all do for a living – that is, we serve our customers by making their jobs – and their lives – easier to deal with on a day-to-day basis. This is what services organisations do, and that model has not changed over the past several decades. 

What does this mean?

Time for the Field Service Sector to Stand Tall

It means that we, as an industry, still need to provide our services to our customers – but, now, even better, quicker and more efficiently than ever before. The marketplace has no tolerance for anything less than superior service and support, and if your services organisation does not already provide it, they’ll find another organisation that does! 

Everyday, businesses of all types are forced to wrestle with quickly-moving economic downturns and upheavals, staff reductions, fluctuating stock prices, an unstable global market economy, and all of the business and personal challenges that result from their ongoing attempt to make everything work together in harmony. What better can we do as an industry than to provide our products, services, and support to our customers in a fashion so well-designed and executed that we actually make their lives easier just by doing so? 

No more artificial "bundles" of services offerings or “lemon-freshened” software packages; no more late response times or missed deliveries; no more sub-par service performance; no more surprises; and no more excuses! Today’s business environment demands that services organisations get their respective acts together, manage their service delivery processes better, and provide a full complement of the types of services and support that are meaningful to customers. 

This is even more critical as ever before, as lives are literally at stake! 

But, how do we do this? There are many ways – but it will take a lot of work, and your organisation may not be able to do it all by itself.

 

An External Review of Your Customer's Field Service Needs:

First, you will need to take a hard look externally at exactly what your customers (and prospects) require from your organisation, addressing such questions as: 

• What are our customers' specific product, service, and support needs and requirements? How do their needs differ in the immediate-, short-, mid- and longer-term? 
• Does our organization's current service and support portfolio match our customers' needs? All of their needs? Their real needs? Their immediate needs? 
• Where are there gaps between our present offerings, and our customers' future needs? 
• What additional value-add, premium, and/or professional services do our customers require – but cannot get from their current vendors? (Even from us!) 

• How are the changes our customers' organisations will be going through change their needs for service and support in the future? And, to what degree? 
• What vendor options and alternatives do users presently have? What newer options and alternatives will they be looking for tomorrow? 
• Where do we stand with respect to the competition? What will it take for us to “make the cut” from a prospect's "long list" to its "short list"? How compelling are our demos? Do they reflect the proper level of criticality in today’s chaotic environment? 
• When the dust settles, where do we want our organisation to be positioned? Does the marketplace look to us as being a progressive and responsive solution provider? Or, are we perceived more as a once-progressive vendor that has become out-of-touch, or “dusty”? 

 

An Internal Review of your Field Service Capabilities:

Second, you will also need to take an equally hard look internally to determine whether your organisation's infrastructure, operations and processes are sufficiently in place to attain your – and your customers' –overall service delivery performance goals, addressing such questions as: 

• Are we organised effectively to deliver the right products, services, and support; with the right features; to the right customer segments; at the right time? 
• Is our organisational structure effective in managing all facets of the business? What do we need to do to make it stronger? 
• Do we have the right processes in place to deliver everything we promise? How can we best measure whether they are really working? 

• Are our customer support personnel adequately trained – and empowered – to support our customer base? Can they provide "knock your socks off" service? 
• Do we provide our sales, service, and tech support personnel with all of the tools they require to get their jobs done? What more do they need to become more effective? 
• Do we have all of the Information, Communication, and Technology (ICT) systems in place that are needed to run our business? Where are there gaps? What “new” technologies do we need to incorporate into our existing services operations? Augmented Reality (AR)/Merged Reality (MR), Artificial Intelligence (AI), Machine Learning, Remote Expertise, etc.? 
• Are we focused enough on the customer? Is our Customer Relationship Management (CRM) approach good enough – and is it working? Are we as responsive during the current pandemic crisis as we need to be? Do our customers think so? 
• Are we tracking and reporting the right things? Do our managers have all of the data and information they need to make effective decisions? 

• Do we have a formal plan for growing our services and support capabilities along with the changing needs of our customers? How agile is our operational structure? 
• Do we have our internal act together? How can we ensure that everything we do yields the desired outcome? 

These are certainly turbulent times, and the market has never been more serious about its choices – nor more educated in its ability to distinguish between the leaders and the "wannabes" or followers. More users are getting more information – faster – about your organisation – and its competitors – than ever before. And, they’re acting quickly upon the information they receive! If your message is not adequately articulated – and communicated – to the appropriate marketplace, you could end up “dead in the water” before you know it – even if your products and services are actually better than the competition's!

The market is looking for your message, and the worst thing that can happen to your organisation is letting your competition communicate it to them first – ahead of, and instead of,you! 

Look around, and you will no longer see any underachievers or “dead wood” competing in the marketplace. They’re all out of business, or about to disappear – one way or the other. What’s left – or what will be left, once the dust settles – are solely going to be the true performers – the services organisations that both “get it” – and “do it”. Be one of the organisations that "gets it" – and goes after it!

Don't follow your competitors – follow the needs and requirements of your customers! And make sure that you utilize all of the external and internal resources that are available to you! 

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Further Reading:

• Read more of Bill's features written exclusively for field service news @ www.fieldservicenews.com/blog/author/bill-pollock
• Follows Bill's blog and his analyst work @ https://pollockonservice.com/

 

In the next part of our video series published in partnership with Localz that looks at gig economy in field service, we take a look at some of the core misconceptions of the gig workers and employers...

 

The Misconceptions of the Gig Economy in Field Service

Having outlined the growing case for the field service sector embracing the gig economy in earlier features within this series,, let us now take a moment to bust some of the myths surrounding the conversation…

 

Misconception #1 : The gig economy is just young kids on bikes

If you look at the various gig work platforms that are available, it quickly becomes clear that many are targeted at workers with a specific level of expertise. When we think of the gig economy we often automatically think of platforms such as Uber or Task Rabbit. But the truth is the gig economy is a broad and wide spectrum. For example at the other end of the spectrum high level, management consultants have essentially always been part of the gig economy, long before the term was ever coined. In fact over two-thirds (66%) of the gig economy are over thirty.

When we look at field service engineers, successful platforms have emerged such as FieldNation or WorkMarket that have allowed field service organisations to effortlessly tap into a contingent labour market full of qualified and experienced service engineers.

 

Misconception #2: The gig economy is only utilised by certain types of company

Actually, 40% of companies expect that gig workers will become an increasing part of their workforce.

Many businesses are clearly seeing the value in using freelance workers to meet their staffing needs. Companies like Swiss telco giant SwissCom for example are rapidly expanding their teams and building new service revenue streams by utilising an abundance of gig workers.

This is a trend that we have seen increasing in field service and as it offers a win-win for gig workers and field service companies alike we anticipate it will only continue.

More field service companies hiring gig workers will only serve to drive the acceptance of the gig economy further bringing more experienced engineers to the gig economy market.

 

Misconception #3: Gig workers are just waiting for a ‘proper job’

There is the common misconception that gig economy work is a means to an end whilst workers seek out a more traditional form of full time employment.

In fact research by Forbes shows that only 20% of freelancers would prefer full time employment Despite scare stories that position gig workers as vulnerable from exploitation and low wages, the reality is very different and that most gig workers wouldn’t choose full-time employment even if it was available to them. Nearly a half of respondents (45%) would opt to work independently and state that they would seek to acquire new clients in order to meet their financial goals.

All of this is noteworthy because as a group, freelancers do tend to work longer hours at less pay than their employed counterparts.

At the same time, they tend to state that they work on more interesting projects and enjoy the flexibility that gig work provides to them, including being able to work from home, and spending more quality time with their family.

Overall, this could reflect a shift in priorities among workers and has been aligned with the societal change of the workforce as boomers retire and millennials replace them.

However, further study of the available data would indicate that this is in fact a universal preference that transcends generational outlooks.

 

Would You Like to Know More? There is a Field Service News white paper on this topic available exclusively to fieldservicenews.com subscriber. 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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In this exclusive Field Service News Documentary video series published in partnership with HSO, we look at three key cases that can convince your board to invest in the systems that can drive your field service operations forward and to the standards expected of modern field service delivery.

 

 

In the final instalment of this series Kris Oldland, Editor-in-Chief, Field Service News talks to Shilen Khimani, HSO about how the various areas discussed in this video series can be brought together to put a cohesive argument for investment in upgrading or replacing your field service management systems to your board.

 

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In this exclusive Field Service News Documentary video series in partnership with HSO, we look at three key cases that can convince your board to invest in the systems that can drive your field service operations forward and to the standards expected of modern field service delivery.

 

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As part of our series run in partnership with Localz exploring how field service companies can hardness the 'grown-up gig economy' we outline the benefits of a blended field workforce that marries internal and third party.

 

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

 

 

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The Benefits of the Blended Workforce in Field Service

The notion of a blended workforce (i.e. one that ‘blends’ internal resources with 3rd-party, or gig-economy workers) is one which is increasing in popularity, as field service organisations seek the benefits of a flexible labour force that can allow them to meet customer demands whilst reducing unnecessary financial risk.

Early adopters of such an approach have found that the use the gig economy can provide an excellent solution when it comes to meeting variable demand, responding quickly and effectively to their customer service requirements and simultaneously reducing their exposure to overhead costs.

By tapping into a third-party market of service engineers who already possess the required skill-sets, and leveraging technologies such as IoT, knowledge banks and Augmented Reality (AR) to ‘dial-in’ the job-specific expertise when needed, field service companies can tap into a contingent labour pool that meets around 80% of their daily repair and maintenance tasks.

The blended workforce also provides many other benefits:

• Skill diversity: Many companies benefit from widening their engineers’ skill sets to develop and establish new service offerings.
• Flexibility to scale with seasonal or variable demand: organizations that face significant swings in demand across varying seasons, like those in the HVAC sector, can scale up or down quickly with contingent labour.
• Business efficiency: By using contingent labour to ‘fill gaps’ in a service schedule, organizations can retain efficient service delivery and maximize core workforce utilization.
• Geographical coverage: 3rd-party labour markets can offer service organizations the ability to enter into new territories without the traditional excessive overlay.
• Customer satisfaction: A contingent labour force can enable service organizations to react and remedy issues in a timelier manner, particularly in peak seasons when the internal workforce is stretched thin.

There are potential problems, however.

As previously mentioned, customer expectations are higher than ever and the threshold for service excellence continues to increase.

Therefore, and underlying level of technology that allows the field service representative, whether they be internal or third party workers is crucial to ensure that the customer experience remains consistent and in line with their expectations. One of the most crucial aspects of this is the customer communication channels used - particularly on the day of service.

 

Would You Like to Know More? There is a Field Service News white paper on this topic available exclusively to fieldservicenews.com subscriber. 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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In a recent edition of the Field Service Podcast, Field Service News, Editor-in-Chief, Kris Oldland was joined by Field Nation CEO, Mynul Khan as the two discussed how field service organisations are turning to the gig economy and other third-party labour pools to balance their workforce needs. 

The original interview was part of an interview for a documentary that Field Service News have produced in partnership with Field Nation looking at how field service organisations can harness the power of the 'blended workforce' in this manner.

However, the full interview contained a lot of additional insight from a man that has been a pioneer in bringing the technology that underpins the blended workforce to our sector. As such, we asked Mynul if we could publish the full interview on the Field Service Podcast. The above is an excerpt from this episode. 

 

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The New Requirements of Field Service Management

 

There have been many crucial developments within the field service sector within the last few years. One of the most important of these, from Mynul Khan is sitting is how many field service organisations are now pushing their service offerings out to a wider reach of geographic areas. 

"These are different types of service offerings, which require different types of skill sets," reflected Khan. 

"This translates to having a different type of workforce that can provide the type of service needed that is more on demand, that is more agile and more nimble. Companies that are under pressure from industry to expand in different geographies and with different types of services are therefore having to adopt this more on-demand workforce model.

In parallel, we are also seeing that product based companies, so the OEMs or retailers, are also pushing more services and more solutions. The reason for this is fairly obvious - there is not much margin in selling hardware. So we are seeing large OEMs, VARs, and retailers developing their own service and solutions arm." 

 

"There is an increasing trend to go beyond the traditional layers of service-centric revenue and to move towards a more servitized, or outcome focused approach within modern service offerings..."

 

Indeed, this is something that we are seeing more and more of as the trend continues.

Those companies now who don't explore the routes to developing their own field service operations to deliver such offerings, which deliver not only high margin revenue but also recurring revenue, are in danger of missing the boat and getting left behind. 

Of course, this is just one mega-trend within a rapidly changing landscape of field service management.

There is an increasing trend to go beyond the traditional layers of service-centric revenue and to move towards a more servitized, or outcome focused approach within modern service offerings. At the same time automation is changing the way we think about field service, just as it is changing many other industry sectors. 

The role of technology within this change, is an important one that cannot be understated. 

"Technology and automation is playing an absolutely pivotal role," Khan comments. 

"Another mega trend that has emerged is that all hardware is becoming IoT enabled hardware. This connectivity means that we can remote monitor and remotely trouble shoot the problem that the device is having. On top of this we are also seeing the rise of Artificial Intelligence and Machine Learning algorithms which are being used in preventative maintenance.

"All of this is coming together to really drive the cost of service down for field service companies and enables faster repair time and ore uptime for the customer. Even for a company like Field Nation, we are deploying mMachine Learning algorithms for better matching of workers to the service ticket," Khan added.  

 

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In this exclusive Field Service News Documentary published in partnership with HSO, we look at three key cases that can convince your board to invest in the systems that can drive your field service operations forward and to the standards expected of modern field service delivery.

 

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