WOMEN IN FACIL I T IE S F INDING T OP TA L EN T P RSM 2 016 P RE V IE W

2016

MAINTENANCE

MARCHAPRIL

O F F I C I A L P U B L I C A T I O N – P R O F E S S I O N A L R E T A I L S T O R E M A I N T E N A N C E A S S O C I A T I O N | p r s m . c o m

RETAILSTORE

TWO SideS OfFACILITIEs

MANAgEMENT

prsm.com I MARCH/APRIL 2016 I 11

HIRING PHILOSOPHIES VARY greatly from company to company, but we would all probably agree that we’re looking for the best talent available when the time comes to add or replace staff. Managers also have varying hiring strategies, and over time it’s been interesting to observe the differences. For example, do you focus on finding someone with great technical or field experience, and look to train them on customer service and people skills? Or do you prefer someone with the right attitude and fit, and provide them training in facilities?

Furthermore, do you have the courage to hire better than yourself? There are certainly pros and cons to doing so, because after all, these are unsettled times, and many managers are afraid that if they hire someone who is really strong, experienced and professional, that person could take their job.

The opposite philosophy believes that by hiring someone “better,” you could be hiring your ulti-mate replacement, and that would position you for future promotional opportunities. If you never hire or train anyone on your team to ultimately replace you, how do you plan to progress to the next level in your career?

Being considered “too good to promote” is the epitome of a double-edged sword, because even though that may make you feel more secure in your present position, it blocks your pathway to advancement and ultimately hurts the organization.

To elevate the FM profession, we need to hire, train and develop our teams to achieve excellence and gain respect within our organizations. We cannot do that unless we are truly hiring the best qualified person for every job available.

HR Trends in Facilities Management is a theme in this issue of PRSM Magazine. There are several great articles showing how fellow PRSM mem-bers have positioned themselves for success by hiring and training well. Also, don’t miss the sourc-ing article “Post Award: 7 Steps to a Successful

Partnership” on page 61. Budgeting doesn’t stop when the agreement is in place.

In today’s world of facilities management, “bud-geting” can be a four-letter word. We can plan, forecast, research, and budget to the hilt, but that unforeseen or unexpected event (or events) hap-pen and all is out the window. Especially on the repair side, budgeting is hardly an exact science, and for retail chains with just a handful or even a few dozen locations, just one large repair can blow the budget for the month, the quarter, and even the year.

However, we should all realize that our ability to get a sound budget approved is also grounded in the respect our leadership teams have for the FM team, and in their ability to understand that unbud-geted events can happen over which we have little control.

At The Container Store (TCS), we have an expression that comes from our CEO, Kip Tindell: “If the barn is on fire, are we going to let it burn down because we didn’t budget for water? No!” It’s an axiom that all of us at TCS live under and appreciate – the flexibility to make cost-benefit decisions that are sometimes outside our expense plans. It’s very reassuring to know that we have that kind of support when a great, unplanned opportunity presents itself or the unexpected strikes.

We can certainly postpone spending funds to complete certain repairs, if necessary, but anything that adversely affects our mission to keep our stores safe, clean, and comfortable is something that must be addressed. Brand image and the cus-tomer experience is of utmost importance, and I’m confident that’s the case for my peers as well.

Ultimately, we in the FM industry will continue to raise the bar and increase the value we deliver to our organizations by demonstrating value and engendering the trust of our leadership teams. Not only will that take care of the business at hand, but it will position us to move up within our own organizations. l

Raising the Bar of FM Excellence2015-2016 BOARD

OF DIRECTORS

President

Bryan Walker

The Container Store

1st Vice President

Leigh Pearson, RFMP

Staples Inc. (Canada)

2nd Vice President

Karen Shriner, Esq.

Rite Aid Corporation

Secretary

Jason Cherry

Holiday Retirement

Treasurer

Lisa Varga

Phoenix Energy Technologies

Immediate Past President

Kirk Beaudoin, RFMP, FMA,

LEED Green Associate,

adidas America, Inc.

BOARD MEMBERS

Tom Bonnel

MetroTech

Kyle Brekke

Belk, Inc.

Norman Dutcher

Integra Service Group, Inc.

Bruce Falke

Commercial Fire, Inc.

Donna Fuoco

Cintas Managed Solutions

Lynn Harnishfeger

Springwise Facility Management

Ashley Hudler

Lowe’s Home Centers, LLC

Beth Huneycutt

Family Dollar Stores

Ann Moran

Engineering Excellence –

National Accounts, LLC

Retailer Alternate

Jonathan Bauer

Gap, Inc.

Vendor Alternate

Judah Regenstreif

Regency Lighting

BRYAN WALKER, STORE FACILITIES MANAGER, THE CONTAINER STORE 2015-2016 PRESIDENT, PRSM ASSOCIATION BOARD OF DIRECTORS

TO ELEVATE THE FM PROFESSION, WE NEED TO HIRE, TRAIN AND DEVELOP OUR TEAMS

TO ACHIEVE EXCELLENCE AND GAIN RESPECT WITHIN OUR ORGANIZATIONS.

PRESIDENT’S MESSAGE