ISS UK revamps UK training with BIFM-approved programme

16th of March 2016
ISS UK revamps UK training with BIFM-approved programme

In the UK, global facilities service provider ISS has revolutionised its training with the introduction of ‘I can at ISS’, an integrated programme that can be used by all its employees at every stage of their career with the company. The programme is endorsed by the British Institute of Facilities Management (BIFM).

The five stage training and development framework is suitable for all staff, from first-day entrants to those wanting to have a long-term career path with ISS. Jane Leeming, director of learning and development for ISS UK and Ireland explains: “We looked across the business and while there was a great deal of good practice in our training policy, we decided we wanted to change from the ‘pick & mix’ courses that people could elect to do or not, to a different approach whereby we would take our staff on a journey.”

Leeming continues to explain how traditional training has been task-focused. “However a cleaner does not only need to know how to clean. We must also look at the impact they have on the customer experience and address the behavioural aspects that may empower them to go beyond their basic job description.”

So the ‘I can at ISS’ programme was first rolled out with private sector clients across the UK, and that roll-out continues. The basis is a consistent induction, which all front-of-house staff undertake. “It contains both practical and customer-focused elements,” explains Leeming. “We also cover the safety culture of the company, customer service, understanding their role within the overall operation, etc.

“One of our key objectives has been to introduce different methods of training too, which are more engaging. For example we cover many aspects in a very visual way.”

The new learning methods adopted are also designed to prompt conversations, which is already happening reports Leeming. “This leads to higher employee engagement, better customer service and the opportunity for more staff to hone their skills. Many get promoted from the front line, improve their capabilities, become more proactive in problem-solving and enhance
customer relationships.”

After undergoing the initial phase, training is refreshed regularly. “We also hold performance reviews, taking account of how our staff would like to advance within the company,” Leeming adds.

What makes ‘I can at ISS’ so unique she believes, is that it absolutely focuses on the individual and how they like to learn. “This programme goes beyond the task of that person and explores how they can make a difference to the client. We ask: could we be multi-skilling our staff to enable them to serve the client better?”

“Learning must be engaging, interactive and enjoyable – designed well in order to motivate and engage,” she continues. “We also involve our clients wherever possible, as their feedback is so valuable.”

How did the clients respond when asked about their requirements of a training programme? “We discovered they want quality of front-line managers - managers who can understand how ISS can really support them in their growth and development. For many the service ethos really stood out, along with skills and confidence of course.”

One of the key challenges in implementing the ‘I can at ISS’ programme is the size and scale of the organisation. “In addition, we have so many cleaners in so many different types of role,” adds Leeming. “To make them all feel individually considered, with tailor-made training, has been challenging.

“Technology is also an issue for us in that we don’t own the buildings our staff work in, so we cannot simply install broadband for online learning for example.

Hearts and minds

“And of course, winning the hearts and minds of staff and managers has been crucial because it’s such a huge culture change for the company. The trials we carried out certainly helped, because the focus groups could have input. And the entire programme has been designed around simplicity.”

Such a dramatic change in training philosophy has involved significant investment for ISS UK. What will be the returns? “In a word, engagement,” replies Leeming. “Our scores in that respect have been improving significantly. And when our staff are engaged, we have loyal customers too. There are also important benefits relating to safety, accident rates, time lost to injury, etc. Absenteeism has fallen too, because fully engaged staff take less time off.

“In the longer term we also gauge retention levels, staff turnover, how many people are being promoted, etc.”

ISS was keen to have its new training concept accredited by BIFM, says Leeming. “BIFM had recently published a new Facilities Management Professional Standards Framework so it worked well to align with that.

“And aligning us with BIFM means staff can progress through a professional body and to have such a qualification means more to our people and to our clients.”

Linda Hausmanis, director of education at BIFM explains what particular aspects of ‘I can at ISS’ impressed her. “Its strength was the desired goal of putting in place a programme which provides the mechanism for assisting staff to know the standard expected of them but also letting them know how to get there. The programme was developed and rolled out across the various sectors within the ISS footprint, gaining buy-in from the relevant regional management teams which ensured a smooth transition and successful implementation.”

She continues: “Since we announced the BIFM endorsement of the ISS programme against the FM Professional Standards, we have seen increased interest from other organisations now keen to go through the process. This, alongside the growing number of employers who are now delivering the BIFM professional FM qualifications in-house, reaffirms the appetite within the industry to professionalise and raise standards.

“This has been made possible by the creation of the FM Professional Standards and the BIFM Professional Qualifications - both of which were created alongside major stakeholders, including employers, ensuring both were fit for purpose.”

Hausmanis concludes: “And very importantly, the content has been mapped against proven international standards so the skills are transferable.”

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