ARCHIVE FOR THE ‘service-leadership’ CATEGORY

In the final feature from our exclusive serialisation of Jim Baston’s excellent industry focused book Beyond Great Service we see the benefits that have resulted in Charlie’s efforts to establish a new sales-focused mentality amongst his service engineers that doesn’t compromise their trusted advisor status and even more importantly that they as service professionals are comfortable with...

Across recent weeks here on fieldservicenews.com we've published a series of features analysing an exclusive research project run in partnership with Si2 Partners, WorkAmmo and Service People Matters.

Previously we reflected on Si2 Partners founding partner Nick Frank's initial commentary on some of the headline findings of the research which were first aired in a recent episode of the Field Service Podcast.

Now in the final part of this exclusive research analysis, we dig deeper into the findings and see how the trends the research has revealed support Frank's Si2 Partners initial hypotheses...

 

The Key Characteristics of a Service Manager

So, to begin let’s explore what the key characteristics field service organisations are looking for when recruiting new service managers.

We asked our survey respondents “What are the key attributes you look for in a service manager” with a list of 14 options to select as well as the option to submit additional information - and we asked respondents to list any options that were applicable to them.

Interestingly, and very much in line with Frank’s comments, the most common response was leadership capability in which 86% of respondents stated was a key attribute they sought within their service managers.

This in itself is a particularly intriguing insight given that as Frank alluded to, leadership capabilities may not be particularly evident based on past performance if organisations are promoting from within and selecting their new service managers from a pool of their highest performing field engineers.

This is not to say that they won’t necessarily exist within that pool, however, the skill set of strong leadership is as we have mentioned in the introduction a different skill set to what makes an excellent field service engineer.

 

"The most common response was leadership capability in which 86% of respondents stated was a key attribute they sought within their service managers..."

 

Yet it seems indeed that leadership is absolutely viewed as pivotal within the role of service management today - something that is surely a reflection on the strategic importance of service delivery as a growth driver that Frank refers to.

However, whilst the research findings reveal that whilst leadership skills are the most commonly sought after trait when recruiting service managers, it seems that many service organisations continue to seek out similar attributes within their service managers as those that are often highly valued within field service engineers and technicians.

Specifically, field service organisations were commonly looking for potential service managers to show technical knowledge and application (77%) and be good problem solvers (50%) both key traits often sought after in field service engineers and technicians.

Additionally, both an ability to fight fires and demonstrated performance delivery were both identified as key traits by just under a third (30%) of field service companies look for when recruiting new service managers - again highlighting how the roles of service managers are seen as being a linear progression from field-based roles.

However, given that this number is relatively low, it could also be argued that this could indeed be indicative of a changing tide and that this is part of the evolution which Frank described as service becomes a strategic growth drier rather than merely a cost centre.

Yet, when we look for the skills and attributes that are more firmly in line with what Frank describes as business management skills, again the data sits very much in line with his hypothesis, that perhaps not enough service organisations are showing the levels of ambition that one might expect given the large shift towards service as a profit centre we have seen in recent years.

 

"A third of companies (33%) who stated that a good head for business is something they look for in a service manager, whilst slightly more (40%) stated that an important trait they look for in service managers is for them to be analytical and metric driven..."

 

In fact, again it is a third of companies (33%) who stated that a good head for business is something they look for in a service manager, whilst slightly more (40%) stated that an important trait they look for in service managers is for them to be analytical and metric driven - another attribute that is perhaps more aligned to business management than the traditional requirements of service management.

What these findings to appear to reveal is that we do seem to be in the midst of an evolution within the role of the service manager, with some companies still leaning towards selecting the best performers within their field service teams, whilst others are adopting a slightly more ambitious approach to selecting their service management personnel in looking for traits that are more aligned with the strategic business aspects of the role.

There are of course merits in both approaches, as Frank points out, however, there are also a number of traits that are fundamental to being able to ensure that field service operations are delivered optimally and this was also evident in the research findings.

One big attribute that was commonly cited as important for field service companies to seek within their service managers was a customer-centric outlook - which was, in fact, the second most frequently cited of all the options within the survey with 80% of companies stating this is something they look for within a potential service manager.

Alongside this, a large percentage of companies felt that potential candidates for their vacant service manager roles should ideally have a good operational understanding, which two thirds (66%) cited as well as a good rapport with their service engineers which over half (55%) cited.

Whilst both of these latter two attributes could, of course, be developed by an external candidate these are both areas where an internal recruit would certainly have an advantage.

 

Service Manager Development

So, based on the research findings around the desired attributes of service managers, there remains a strong case for hiring from within, yet at the same time we are certainly starting to see a developing appetite for and a gradual shift towards the more business focussed service management role that Frank describes.

So does this mean that field service organisations are looking to recruit within and then develop the layers of business acumen required for managing a service business as a profit-generating entity?

The research would appear to suggest that this may not yet be the case and the role remains to be seen as being both technical and supervisory rather than being focused on business performance and strategic thinking.

Having  asked our respondents ‘What training do you give to your service managers?’ we found out that indeed, leadership training was the most popular response being cited by just over half (53%) of respondents, whilst technical training was also cited by half (50%) of respondents.

 

"Less than a quarter of our respondents (23%) stated that they gave their service managers any financial or business acumen training..."

 

In addition to these attributes ‘coach-the-coach’ style training and also ‘soft-skils’ were both cited by 30% of companies, is another attribute that fits more within a supervisory focused service manager role.

In contrast to this, less than a quarter of our respondents (23%) stated that they gave their service managers any financial or business acumen training.

This would certainly suggest that whilst aspirationally many companies may be beginning to see service as a driver for revenue growth, in reality, the majority of field service organisations still see the role of the service manager as being one firmly rooted in the operational side of the business.

Of course, one answer for this could simply be that many organisations see the more business-focused aspects of service management as belonging within the realm of the service director, rather than the service manager - but that begs the question as to whether we are developing the necessary characteristics within our service managers to make the necessary step up to become highly effective service directors who can drive both a service operation and business growth forward simultaneously?

Could it be that as field service delivery continues to becoming increasingly interwoven within business strategy - particularly as the trend towards servitization and outcome-based contracts become more prevalent that we are seeing demand outstrip supply in terms of service managers who are equally comfortable being operationally efficient, business savvy and who also have a natural proclivity to customer-centricity?

 

"Over two thirds (70%) of respondents stating that they didn’t feel there were enough candidates to meet demand for service managers roles..."

 

The research would again certainly add weight to this argument with over two thirds (70%) of respondents stating that they didn’t feel there were enough candidates to meet demand for service managers roles given the fact that field service has become increasingly important operation within many companies wider business strategies.

This lack of suitable candidates again asserts the validity and importance of being able to recruit from within - in essence, to be able to grow your own service management leaders. However, if companies are to do so and to do so effectively, then it would appear that many need to rethink how they approach their management level training programs to incorporate more focus on the business aspects if they are to truly align the role of service manager, with the premise of service as a profit centre.

Yet it is by no means an impossible task and the fact that just under half (44%) of the field service organisations who participated in the research involve their service directors within the recruitment process would suggest that these concepts may well filter down over time.

It seems that there is a small portion of field service organisations who are one step ahead of the pack in terms of developing their service managers to not only be able to deliver operationally but also strategically. The question now must be how long before the rest catch up? how long before the rest catch up?

 

Executive Findings: 

 

• 86% of field service companies state that Leadership Capabilities are a key attribute they look for in potential service managers
• 77% of field service companies state that Technical Skills are a key attribute they look for in potential service managers
• 80% of field service companies believe their Service Managers must have a customer-centric outlook.
• 55% of field service companies expect their Service Managers to have an excellent rapport with their service technicians
• 23% of field service companies provide their Service Managers with business or financial acumen training.
• 70% of field service companies believe that there are not enough suitable candidates to fill the demand for Service Managers

 

About The Research:

The research was conducted over a six week period reaching out to fieldservicenews.com subscribers as well as the respective audiences of our partners inviting recipients to complete a detailed online survey. In total there were 131 respondents.

In addition to this Field Service News Editor-in-Chief conducted a live polling session at the recent Field Service Connect event, held at the Belfry, UK which was hosted by WBR at which an additional 33 senior field service executives were present bringing the total respondent level to 164 field service professionals - a sufficiently large enough response base to provide a fairly robust snapshot of the current trends around recruitment and development amongst field service organisations today.

The respondents represented a diverse range of industries including; Heavy Manufacturing, Healthcare, Consumer Electronics, Power Generation and Facilities Management. There were respondents from all across the globe including the UK, Belgium, Germany, UAE, Canada, Spain and the USA and there were responses from companies of varying sizes ranging from those with less than 10 engineers through to those with over 800 engineers.

 

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Previously on fieldservicenews.com we published an analysis of an exclusive research project run in partnership with Si2 Partners, WorkAmmo and Service People Matters where we revealed that 57% of field service organisations prefer to promote from within when appointing service managers.

Here in the second part of this analysis, we now explore in greater depth whether service organisations should be redefining the role of the service manager and ask what are the key attributes we should look for in service leaders of the future...

As field service operations continue to become an increasingly important part of revenue and customer engagement strategies for organisations of all sizes and in all verticals, it, of course, follows that those leading our field service teams are simultaneously becoming essential to the wider success of a business.

In our previous analysis of our research into development and recruitment trends within field service organisations we revealed that currently just over half of field service organisations prefer to promote from within when seeking to fill field service management vacancies, which is largely how things have been done historically - it is a sure bet that a large percentage of the service directors reading this report will have started their career as a technician in the field and this background and experience certainly has its advantages.

For a start when promoting someone from within they will, of course, have a much more intimate understanding of your organisation, your engineers’ workflows and perhaps most importantly your customer base. These are all factors that will help them hit the ground running in their new management role.

 

"Sometimes the best engineers, no matter how conscientious and efficient they may be when working in the field, just can’t make the step up into management - running a team requires a very different skill set than keeping your clients’ assets running..."

 

Yet, there is, of course, a flip side. Sometimes the best engineers, no matter how conscientious and efficient they may be when working in the field, just can’t make the step up into management - running a team requires a very different skill set than keeping your clients’ assets running.

Discussing this particular finding within the research in a recent episode of the Field Service Podcast Nick Frank, Founder of Si2 Partners commented:

“I think it is very natural, especially for companies who see service as a cost centre and as simply a way of generating customer loyalty, to see the people that they want to lead these functions within their own organisation.”

“Of course, these companies will be looking for people with the leadership skills - but they may also have a preference for someone who also knows the business.

“A large reason for that is is because service involves dealing with so many different stakeholders such as R&D and sales. Then it is also good to have someone who also knows the products and how those products work and how they operate in the customer environment.”

“So yes, if you are coming from a viewpoint of 'we are fundamentally there to keep the machines running and try to satisfy our customers’ then I’m not that surprised companies are still predominantly hiring from within.”

“But frankly, to be completely honest I’m a little bit disappointed that the percentage is still so high.”

 

"Service is becoming much, much more of a strategic growth driver..."

 

“The reason for that is because for me service is becoming much, much more of a strategic growth driver. Now that’s not to say it is the only drive, but it is certainly becoming recognised as an important strategic growth driver alongside  a number of other things.”

“When you adopt that approach, you’re suddenly your not really looking so much for that in-depth product knowledge in your service leadership - in fact as a leader you should always have people within your team who understand the technical side.”

So the key attributes you want to see in your service managers then become much more about business leadership elements. By this, I mean things such as strategic direction, decision making and getting teams aligned etc. Also, business acumen becomes far more important because when you start seeing service as a driver for growth you are no longer operating as a cost centre, you’re generating revenue and running a business - so in some ways, I was a little bit disappointed that so many are still hiring from within.”

 

"Business acumen becomes far more important because when you start seeing service as a driver for growth you are no longer operating as a cost centre, you’re generating revenue and running a business..."

 

“Who knows, maybe these companies are finding people with all those skills within their organisations, but I feel that it is more likely that they are opting to play it a bit safe, rather than being a bit more ambitious with where they want to take their service business.”

It is certainly an interesting topic for discussion and Frank raises many valid points, but is the fact that so many field service companies are still predominantly hiring from within indicative of field service companies erring on the side of caution, or is it perhaps the case that as with many other areas within field service we see patterns evolve at a slightly slower pace often due to the necessity of keeping what is invariably a mission-critical side of the business on relatively stable ground.

To help us understand this better and to dig deeper into the thinking behind many field service companies approach to hiring and developing new service managers, we will focus in this second part of our research analysis on the key trends amongst service organisations in terms what we attribute are key in the next generation of service leadership and how companies are nurturing them.

About The Research:

The research was conducted over a six week period reaching out to fieldservicenews.com subscribers as well as the respective audiences of our partners inviting recipients to complete a detailed online survey. In total there were 131 respondents.

In addition to this Field Service News Editor-in-Chief conducted a live polling session at the recent Field Service Connect event, held at the Belfry, UK which was hosted by WBR at which an additional 33 senior field service executives were present bringing the total respondent level to 164 field service professionals - a sufficiently large enough response base to provide a fairly robust snapshot of the current trends around recruitment and development amongst field service organisations today.

The respondents represented a diverse range of industries including; Heavy Manufacturing, Healthcare, Consumer Electronics, Power Generation and Facilities Management. There were respondents from all across the globe including the UK, Belgium, Germany, UAE, Canada, Spain and the USA and there were responses from companies of varying sizes ranging from those with less than 10 engineers through to those with over 800 engineers.

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Look out for the second part of this analysis where we will explore how a deeper exploration of the research findings correlated with Frank’s hypotheses as we dig deeper into the key characteristics field service companies are seeking when recruiting for new service managers…

 

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The threat of a genuine ageing workforce crisis is being discussed by field service organisations across all industry sectors and in all corners of the globe. Field Service News in partnership with Si2 Partners, Workammo and Service People Matters undertook research to establish exactly how real this threat is to ongoing service operations and how recruitment, development and progression trends within field service are evolving...

Part one of this research report which is available here explored the findings of this research exploring the reality of the ageing workforce crisis, how field service companies are tailoring their recruitment and development programs to court millennials and whether outsourcing is an answer to help field service companies meet increasing customer demands.

Now we turn to the second part of this report...

Reducing the time from classroom to customer site

Of course, when we consider the issues many companies are facing in replacing their existing workforce it is imperative that the time it takes to onboard a new recruit is minimised as much as possible so that the newly appointed service technicians are adding value to an organisation as quickly as possible.

Whilst, of course, this is somewhat dependent on the industry in which an organisation operates, with some service engineer roles requiring far more knowledge and training than others, it is interesting to see in broad strokes the average time service engineer on-boarding takes.

The most common amount of time stated was between three and six months which was the on-boarding time for just over half of companiesThe most common amount of time stated was between three and six months which was the on-boarding time for just over half of companies (55%) whilst 34% of companies took between one and two years.

One obvious solution to both reducing onboarding times and increasing the longevity of those engineers approaching retirement age is to actively utilise your more experienced service engineers in a mentoring capacity for new recruits.

This is a well-established practice within the field service sector which is evidenced by the fact that 93% of companies stated that this is a practice they have within there workplace.

A more recent introduction to this concept is the ability for the more seasoned engineer to deliver assistance remotely using tools such as video conferencing or augmented reality.However, a more recent introduction to this concept is the ability for the more seasoned engineer to deliver assistance remotely using tools such as video conferencing or augmented reality.

The advantages of such an approach are two-fold. Firstly, it allows for one experienced engineer to support multiple newer engineers at the same time.

Secondly, it also allows the older engineer to work either from a central location or even from home - something that can be a big lure in convincing them to stay within the company.

Again this was an area we explored in our previous research where we identified that 20% of companies were using their older engineers within a remote expert capacity and we have seen similar numbers again in this current research with a further 35% of the total respondents stating they are in the process of putting such a system in place.

What is particularly interesting here is that of those companies that currently do have such a system in place a fifth of them (20%) are utilising Augmented Reality (AR).

We have long been advocates of the use of this technology in exactly this manner at Field Service News for some time now, but across numerous research reports, we have been seeing that the uptake for AR has been to date somewhat stunted.

Yet with the AR market within the field service sector becoming increasingly competitive it seems that we may now eventually be seeing the first real signs of increasing adoption amongst field service companies.

Developing the next generation of service leaders

Of course, whilst it is important to understand where the next generation of field service engineers are coming from and how they are being developed it is equally important to understand how the next generation of service leaders are entering into our sector as well.

Anecdotally many of the service directors one might encounter within the industry do tend to have come from a service engineer background, often having been promoted from within and our research would appear to indicate that this is still a common development path.

59% of the companies that participated in the research stated that when looking to fill a service management role their organisation tends to predominantly try to recruit for the role internally. In fact, 59% of the companies that participated in the research stated that when looking to fill a service management role their organisation tends to predominantly try to recruit for the role internally.

So let’s take a look at some of the common skill-sets that companies are looking for in their service managers.

It is perhaps of little surprise that when we asked our respondents “what are the key attributes you look for in a service manager?” That the most commonly cited response was ‘leadership capabilities’ which 86% of companies identified as a key attribute.

What is interesting and perhaps indicative of the growing importance the field service division plays in generating excellent customer experiences is that the second most valued attribute was ‘having a customer-centric outlook’.

In fact with 79% of companies stating that this was a key attribute they look for in their service leadership this was not that far behind leadership capabilities - certainly suggesting that customer-centricity is a fundamental aspect of what makes a great service manager.

Another big aspect of the role is, of course, the ability to communicate with the technicians and to be able to relay the wider operational picture of the business to them as well as be a conduit for them to engage with the business.

This was again quite clearly referenced in the research findings. For example, 59% of companies stated that having a good rapport with the field engineers was a key attribute they look for in their service leaders whilst over three-quarters of companies (76%) identified strong technical knowledge and application - which is of course, crucial for service managers to understand their engineers challenges and identify weak spots and highlights within their performance.

Two-thirds of companies (66%) stated that they thought their service managers should have a strong operational understanding.Additionally, two-thirds of companies (66%) stated that they thought their service managers should have a strong operational understanding.

This again is important as it allows the service manager to not only see the bigger picture but also translate that to the field engineers - which is an important means of gaining company loyalty - something that is more important than ever considering the challenges that many companies are facing replacing their ageing workforce.

The need for these key attributes is also corroborated in the areas that field service companies are focussing their attention on when it comes to training their service managers.

Again we see leadership and technical skills as the most common area of training with 52% of companies offering such training to their service managers.

Just under a third of companies also provide FSM systems training for their service managers - again an important area for them to grasp as the FSM solution is generally at the heart of how their department will run so a reasonable understanding of how such a system works, what it is capable of and even what it is lacking, can be the key to driving as much efficiency via the FSM solution as possible.

In terms of how the training was applied the vast majority of companies tend to deliver training in an ongoing manner when on-site - an approach over three quarters (79%) of companies within the research adopt. However, only a quarter of companies (25%) offer regular off-site training.

The danger here for those that solely rely on on-the-job training is that by its very nature field service is a dynamic operation with many moving parts, often seeing the service manager fighting fires as part of his regular routine.

With the immediate need of ensuring the customer stays happy the obvious priority - how often will training sessions get pushed down the to-do list?

Initial Conclusions

Firstly, it certainly does appear that the threat of an ageing workforce remains a significant concern and this is something that must be addressed swiftly before that concern truly turns to crisis.

Outsourcing appears to be a sticky plaster that many companies are turning to and it could well be that we see a gradual shift in workforce dynamics across the next few years whereby the role of the field service engineer becomes increasingly outsourced.

But in a world where customer experience is sitting at the heart of business strategy, one might question if handing over control to one of your most important assets in the customer service equation - namely your engineers themselves, is actually the right path to head down.

For those companies that are facing the challenge of replacing their workforce - but are not keen to outsource their field service work, then the reality is they must adapt both their recruitment and development plans to be more in line with the incoming workforce of millennials.

In terms of management for the time being, at least, it seems that we are seeing less disruption of the status quo, with many companies still seeking to employ from withinIt is surprising that so few companies have actually undertaken this process as yet, although what is perhaps somewhat encouraging is a similar amount of companies are at least considering doing so.

In terms of management for the time being, at least, it seems that we are seeing less disruption of the status quo, with many companies still seeking to employ from within and the traditional blend of skill-sets being required - namely technical knowledge, rapport with engineers and operational understanding all still highly sought after.

However, the one element that has been really raised to the fore is the need for our service managers to understand customer-centricity, for whilst this has always been an important asset for service managers, the fact that it has become a key attribute on such a pervasive scale is perhaps the greatest signpost of where the field service unit’s most important role in the future - not just as a maintenance team, but as true brand ambassadors also.

It’s therefore perhaps vital to bear this in mind during all points of talent acquisition be it for technician, engineer or management.

Key statistics: 

• 53% of field service companies state that replacing an ageing workforce is a challenge for their organisation...
• 21% of field service companies have adapted their training and development to be more suited to millennials...
• 80% of field service companies who outsource their service engineer work state that they have increased the amount they outsource within the last three years...
• 55% of field service companies have an on-boarding time of between 3 and 6 months for new service engineers...
• 93% of field service companies are now using their more experienced engineers as mentors for new recruits...
• 59% of field service companies state that replacing an ageing predominantly try to fill service management roles from within their organisation...

 

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The threat of a genuine ageing workforce crisis is being discussed by field service organisations across all industry sectors and in all corners of the globe. Field Service News in partnership with Si2 Partners, Workammo and Service People Matters undertook research to establish exactly how real this threat is to ongoing service operations and how recruitment, development and progression trends within field service are evolving...

The threat of a genuine ageing workforce crisis is being discussed by field service organisations across all industry sectors and in all corners of the globe. Whilst the technology that is developing within our industry is creating unprecedented opportunities for improving efficiencies and increasing productivity, it remains a maxim of our profession that it is a people led business.

Simply put without field service engineers, there can be no field service.

So it is of significant concern when we here of field service companies across the globe facing up to an ageing workforce crisis.

But just how much of this crisis is a genuine reality and how much is headline grabbing hyperbole?

Field Service News in partnership with Si2 partners and Service People Matters have undertaken a research project to establish the magnitude of the problem and to assess how field service organisations are recruiting and developing both field service technicians and managers.

Here are the findings...

About the research:

The research was conducted over a six week period reaching out to fieldservicenews.com subscribers as well as the respective audiences of our partners - inviting recipients to complete a detailed online survey. In total there were 131 respondents.

In addition to this Field Service News Editor-in-Chief conducted a live polling session at the recent Field Service Connect event, held at the Belfry, UK which was hosted by WBR at which an additional 33 senior field service executives were present bringing the total respondent level to 164 field service professionals - a sufficiently large enough response base to provide a fairly robust snapshot of the current trends around recruitment and development amongst field service organisations today.

The respondents represented a diverse range of industries including; Heavy Manufacturing, Healthcare, Consumer Electronics, Power Generation and Facilities Management. There were respondents from all across the globe including the UK, Belgium, Germany, UAE, Canada, Spain and the USA and there were responses from companies of varying sizes ranging from those with less than 10 engineers through to those with over 800 engineers.

The reality of the ageing workforce crisis

Of course, the first fundamental issue that we wanted to address was just how many companies were facing an ageing workforce crisis.

In a previous fieldservicenews.com research project conducted in late 2017 we identified that for 48% of field service companies the threat of an ageing workforce was indeed a genuine threat to their service operations - so has this challenge become more pressing across the last 8 months?

53% of respondents stated that replacing an ageing workforce is a challenge for their organisations Our research indicated that indeed it has, with 53% of respondents now stating that replacing an ageing workforce is a challenge for their organisations.

Of course, this means that 47% of companies stating that they do not have a challenge to replace their greying workforce - so then just how severe this crisis could be to our sector as a whole remains in question - but certainly the 5% increase of companies facing this issue across such a short period of time would indicate that this is an issue that is beginning to become increasingly prevalent.

Courting Millennials

Of course, the issue that field service companies are facing in terms of their workforce isn’t only exacerbated by the fact that many of the existing service engineers are coming close to retirement age, we must also consider the fact that the incoming generation of potential new recruits, often dubbed the 'Millennial generation' has a vastly different set of desires when it comes to job selection than the generation they are replacing.

A study by Fidelity Investments found that Millennials are the first generation ever to prioritise work-life balance over financial remuneration for example. Similarly, the linear career progression that was a lure to Baby Boomers and Generation X alike, is of less appeal to Millennials who value diversity within their career and regular fresh challenges within their working lives.

Millennials are the first generation ever to prioritise work-life balance over financial remunerationGiven this dramatic shift in culture within the incoming generation of workers should we be tailoring the way we approach talent acquisition to be more attractive for the Millennial market?

Surprisingly very few of the companies involved in our research are currently doing so.

In fact, just over a fifth of companies (21%) stated that they had adapted their training and development programs to take into account the cultural differences Millennials bring to an organisation compared to almost two thirds (62%) who had not done so.

However, there does appear to be a shift towards adopting such an approach developing though as 17% of companies stated that they were currently in the process of revising their recruitment and development programs to be more geared towards Millennials.

It is also interesting to note that over a quarter of respondents (27%) specifically target graduates when attending jobs fairs, whilst 7% go one step further and target school leavers directly. In comparison, 13% of companies target ex-service personnel.

Is outsourcing the answer?

One potential route to overcoming the loss of in-house engineers due to retirement could be to outsource some of the field service function to a third party.

In fact, exactly half of the companies we spoke to outsource some of their service work.

Of these, the most common breakdown of outsourced staff compared to in-house was a 25:75 ratio in favour of in-house staff which was the mix for 40% of those companies that outsourced some of their service operations.

34% of companies have seen the amount they outsource change across the last three years - with 80% stating that has increased What was of particular interest, however, was that amongst those companies who do use outsourcing as a means of ensuring they can meet their service demands 34% of companies have seen the amount they outsource change across the last three years - with 80% stating that they have increased the number of field service engineers that they now use within this period.

This increase is both dramatic and significant as it seems many field service companies are increasingly turning to outsourcing as a means of maintaining their field technician levels.

Whilst this could be a solution in the short term, it is justifiable to question whether such reliance on outsourcing is unsustainable across the long term?

Look out for the next part of this feature where we explore how field service companies are reducing the time from classroom to customer site, what are the key trends in developing the next generation of service leaders and draw some clear conclusions on the research.

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With service becoming more and more integral to business strategies across the globe the role of the service leader is equally becoming increasingly crucial within successful organisations. Nick Frank, Principal Consultant and Founder of Si2 Partners explores what makes a great Service Leader...

For Service leaders wanting to develop their talent, or companies wanting to recruit new talent, knowing the competencies required to achieve your business goals is vital.

To start, we need to define what a ‘Service Leader’ looks like, smells like and tastes like, similar to a fine cheese it is not one dimensional.

As with most things in life, what defines success is often contextual.

In defining service leadership, we have identified four relevant perspectives.

1. Business Evolution;
2. Service Evolution;
3. Organizational Structure;
4. People or the individual.

Business evolution

Businesses are constantly developing and pass through different stages such as start-up, maturity or transformation.

What we find is that many companies run into problems when their business context changes due to economic realities, and their leadership cannot adapt fast enough.

As a service leader you will consequently need to be clear on your current and future position aspiration.Successful leaders need to be able to demonstrate different competencies depending on this business context. As a service leader you will consequently need to be clear on your current and future position aspiration.

For example, if you currently work for a start-up or a business at its early stages, it will be critical for your long-term career development that you acquire a higher level of business acumen. In a larger more mature business, leaders will develop change management capabilities which are essential for business transformation.

Service evolution 

The overall business context of the company drives the service evolution, inevitably putting new demands on service leadership.

Breaking this down, we observed four generic service strategy steps, which describe the journey of companies when evolving from product focus to service orientation:

1. Product life cycle; Ensure equipment availability
2. Product performance; Optimize performance over the lifecycle
3. Process support; to help the customer in improving their business processes
4. Process Outsourcing; perform processes on behalf of customers

This evolution is influenced by the mix and maturity of customer profile(s) and will impact both the breadth and depth of competence requirements.

For example, looking at how leaders deal with segmentation, a company focusing on solving product issues will segment their business by-products and geographical markets, whereas companies focusing on business outcomes will segment in terms of customer value.

Understanding the service evolution context is probably the most important area to consider when hiring/developing future service leaders.

Organisational structure

Increasingly, service organizations are being managed as a stand-alone business where companies see it as a strategic driver of growth with its own Profit & Loss responsibility. Led by a single Service leader with subordinate sub-function leaders, business acumen becomes more important than the technical knowledge of service.

The more traditional cost focused service organizations are often organized along functional lines with leaders for Field Service, Technical Support and other ‘technical’ teams.In contrast, the more traditional cost focused service organizations are often organized along functional lines with leaders for Field Service, Technical Support and other ‘technical’ teams.

Here technical expertise is more important.

The difference between the two business needs is profound. Having the wrong person in a leadership role can become a major barrier to growth. It is not that they are a poor performer, but that their skill sets and temperament have not developed to be effective to overcome a particular business challenge.

People or individual

As companies develop internal talent or search for new talent externally, Service Leaders may come from a non-technical function and/or background.

For example, Sales people are increasingly being asked to lead service organizations because of their commercial background. Alternatively, the current Service leader might only have worked within a specific organizational context such as Field Service or Digital Marketing.

The impact in both scenarios is that an individual is being moved or promoted into the position, shouldering new accountabilities with a different and/or limited traditional, service knowledge.

As service organizations become more sophisticated and require a leadership team with a diverse mix of competencies it becomes more important to be cognizant of the complementary expertise required as well as how it fits into company culture and people strategies, processes and aspirations.

Linking context to competency

Competencies are the parameters we use to describe the capabilities of people.

Within service, we have identified 30 of these competencies which can be grouped under leadership, management, personal attributes and technology (in the digital context). Successful service leadership comes from conscious adoption of these competencies to the business context and service maturity you operate in.

Coupled with a genuine understanding of your current/aspired structure, values and culture will enable leaders to create an organizational environment where people can succeedCoupled with a genuine understanding of your current/aspired structure, values and culture will enable leaders to create an organizational environment where people can succeed. So how can we use this insight when recruiting new service leaders into your teams.

One of the most powerful factors applied in the selection of competencies is undoubtedly the job/position requirements. To support this and to provide a summary overview, we found it was possible to distinguish four functional groups, Service Sales; Service Delivery; Service Excellence and Service Innovation.

Each of these groups include a complete set of relevant accountabilities.

For example, for Service Sales we include customer management, sales management, business development and product development. In total, one position should ideally include 5-8 clearly articulated and prioritized competencies.

The mix of these competencies will depend on the context we have discussed and in combination, will be used to develop job descriptions that more accurately reflect the needs of the business, rather than an intuitive perception of what the business leader thinks.

In summary

Great is defined by a number of contextual factors, therefore, the consideration of the competencies required and the weighting of each is going to be essential to be able to articulate the right job profile for a given context.

Whether you are developing the capabilities of an existing employee or hiring externally, our recommendation is to ‘go slow to go quick’, meaning take the extra time to consider your context at the outset of your search. Companies’ likelihood of finding and developing great service leaders in the B2B world will be greatly enhanced.

If you would like to know more about the competencies that define great Service leaders, than you can download our white paper by contacting the authors at dag.gronevik@servicepeoplematters.com, richard.cowley@servicepeoplematters.com or nick.frank@si2partners.com

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