Managing customer service in facilities management

Assignment Brief

Unit FM4.15: Managing customer service in facilities management

1. Understand the service culture in a facilities management context

• 1.1 Describe the responsibilities that Facilities Managers have to their customers (including service delivery, service improvement, value enhancement, provision of management reports )
• 1.2 Explain the ways in which customer relationships are managed and improved (in terms of general management and communication methods, and including additional mechanisms used to manage contractors, such as service level agreements and key performance indicators)

2. Understand how to deliver a customer focused service

• 2.1 Explain what is meant by the term “customer focused service” (supporting the explanation with example/s drawn from the learner’s own experience and/or case studies to demonstrate the benefits of `standing in the customers shoes`, good communication channels and providing the services required)
• 2.2 Describe a range of communication methods used in delivery of a customer focused service (using examples such as contract review meetings, operational meetings, face to face, telephone, e-mail, messaging, customer surveys, feedback forms, notice boards, intranet, table top, poster communications, job request, complaint channels)

3. Understand how to identify various customers, assess their requirements and satisfaction levels

• 3.1 Describe how to identify the customer base of an organisation (no additional guidance)
• 3.2 Explain the techniques that Facilities Managers can utilise to determine customer requirements (supporting the explanation with examples (e.g. customer needs analysis, customer mapping, customer surveys, focus groups, feedback forms) rather than trying to provide an exhaustive list)
• 3.3 Explain the ways in which Facilities Managers can determine what customers feel about the services that they receive (supporting the explanation with examples (e.g. surveys and audits) rather than attempting to develop an exhaustive list)
• 3.4 Explain how Facilities Managers can utilise the information that they gather to improve facilities management services (supporting the explanation with examples to show how customer information can be reviewed to identify trends and emerging issues, and can be used to influence items such as procedures, SLA`s, targets, KPI`s and improvement plans)

4. Understand how to develop and manage service level agreements

• 4.1 Explain how service level agreements are developed and agreed (no additional guidance)
• 4.2 Describe the tools that may be used to measure the performance of a Service Level Agreement (including the standard tools of KPI`s, customer feedback surveys, audits, customer feedback forms, benchmarking)
• 4.3 Explain how service level agreements can be managed so that all stakeholders understand expectations, responsibilities and priorities (including communication tools such as review meetings, publication of customer feedback, P&P, transparency of contract content)

5. Understand the importance of customer relationship management

• 5.1 Explain the importance of customer relationship management in the context of facilities management (including the need to build long standing relationships, to keep present customers, to maximise profit and to build a reputation that attracts other potential clients)
• 5.2 Describe the sensitive areas of customer relationship management (including data protection, HR issues, and intellectual property issues)
• 5.3 Explain how to build customer loyalty and confidence (supporting the explanation with example/s from the learner’s own experience and/or case studies, and including partnership approaches)
• 5.4 Explain the ways in which customer relationships are managed, evaluated and improved (supporting the explanation with example/s drawn from the learners own experiences and/or case studies)

Sample Answer

Managing Customer Service in Facilities Management

The Service Culture in Facilities Management

Facilities Managers (FMs) have a central responsibility to ensure that customers receive services efficiently, effectively, and in line with agreed standards. Their duties encompass service delivery, ensuring facilities are operational and meet user needs; service improvement, identifying areas where processes or resources can be enhanced; and value enhancement, which involves maximising the benefits of services within budgetary constraints. FMs are also responsible for management reporting, providing accurate and timely data on service performance, maintenance issues, and financial expenditure. These reports support informed decision-making and allow both operational and strategic improvements to be planned effectively.

Customer relationships are managed through structured communication and feedback mechanisms. General management techniques include regular operational and contract review meetings, while communication methods such as email, telephone calls, messaging apps, and face-to-face interaction maintain consistent engagement with clients. Contractors and third-party service providers are often managed through Service Level Agreements (SLAs) and Key Performance Indicators (KPIs), which clearly define service expectations, responsibilities, and performance metrics. Monitoring these ensures that contractors meet agreed standards, supporting both client satisfaction and organisational efficiency.

Delivering a Customer-Focused Service

Customer-focused service means placing the customer at the centre of all decisions and operations. It requires understanding their needs, anticipating potential issues, and providing solutions that meet or exceed expectations. For example, in a university setting, a facilities manager might notice that students require quieter study areas. By reallocating spaces or adjusting cleaning schedules, the FM enhances the student experience. This approach is based on the principle of “standing in the customer’s shoes”, understanding the customer perspective, and tailoring services accordingly.

A range of communication methods supports customer-focused service. Contract review and operational meetings provide a platform for discussing performance and expectations. Day-to-day communication can occur through emails, telephone calls, instant messaging, and face-to-face discussions. Feedback channels, such as surveys, suggestion forms, notice boards, and intranet platforms, allow customers to express concerns or ideas. Effective use of these channels ensures that service delivery is responsive and that improvements are guided by real customer input.

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