The decision has been made! Your organization has decided to outsource Facility Management to fully focus on your core business. But what now?
No matter if you’re looking to renew a contract with an existing Facility Management partner, or you’re on an outlook for a completely new business collaboration – entering new outsourcing relationships will always involve risks.
To successfully steer your organization through the procurement and transition process, your key is to mitigate the risks as much as possible.
Transparency in communication mitigates risks
In any outsourcing relationship, each party will have a different lens on the requirements, depending on which side of the relationship they represent.
There’s nothing wrong with that – as long as the parties are transparent about it.
From the initiation of the procurement process to the transition and implementation of the contract, strong communication between the two parties regarding needs, requirements, pain-points, doubts, preferences must be in place.
Demand transparency in service delivery
Even though transparency in communication will bring you far, it will not do it all. In Facility Service outsourcing, risk can be mitigated if you have complete transparency of who is providing your services.
Avoiding sub-contractors and choosing a self-delivered outsourcing model during the vendor selection will secure that the Facility Management provider only will bring their own employees at site that all have been through the same training, share the same values and purpose and perform their work in a consistent fashion.
A Facility Service provider that can’t commit to self-delivery might be challenged to give you the transparency to service delivery that you might require to minimize risks, as the front-line employees will be sourced from a third party.
Establish a code of practice
Nothing can support a strong and transparent collaboration between two parties than a solid and well-defined service level agreement.
An agreement that forms the framework for how the relationship must be sustained for both parties to feel comfortable in it. This could include an agreed-on list of principles for the relationship, clarity on “contractual” transparency and what will rest within the relationship as part of good governance, behaviors to support difficult discussions (the service buyer night require more agility, while the service provider is looking for more revenue), being clear about no-go areas and agreeing on where transparency will prevail throughout the contract.
The more time both parties invest in discussing their requirements, demands, preferences and the more transparency both parties provide during the procurement, transition and implementation phases of a Facility Management contract, the better outcomes can be achieved throughout the lifetime of a collaboration.