Level 3 -
Managing the working environment for an organisation's employees and services within industrial and commercial buildings.
Reference: OCC0170
Status:
SOC 2020 sub unit groups:
Womble Bond Dickinson, Jigsaw Training, Interserve, BWA Europe Ltd, Rendall and Rittner, Leeds College of Building, Matt Hamnett (consultant), Kier, Ministry of Justice, Environment Agency, Compass Group, Mitie, Sodexo, 5 Boroughs Partnership NHS Foundation Trust, Mersey Care NHS Trust, NHS Property Services, Apelona HSG Ltd
This occupation is found in small and medium enterprises, large and multinational organisations in private and public sectors. For example: housing, health, social care, energy, hospitality, education, commercial properties, leisure, and retail. It is found in organisations where the management of multi-disciplinary activities, within the built environment, impact upon people and the workplace. At a corporate level, facilities management contributes to the delivery of strategic and operational objectives. On a day-to-day level, effective facilities management activities are vital to the performance and success of any organisation, whatever its size and scope.
The broad purpose of the occupation is to supervise a team of facilities management staff to provide a safe and efficient working environment. Facilities management encompasses hard, soft, total or integrated functions. Services labelled as hard are estate or building management. Services called soft are catering, cleaning, administration, and security. Total facilities management can be the process of combining and integrating all facility management services into a single contract. As a facilities management supervisor it is vital to contribute towards health and safety regulations and organisational or contractual procedures. They need to achieve agreed key performance indicators and meet service level agreements. They will supervise a team, delegating duties and responsibilities. The team must always maintain high standards of performance meeting clients, customers and building users. They need good communication skills to resolve customer service queries. Analytical skills are required for monitoring customer service issues. They will identify reoccurring issues, problem-solving and then implementing solutions to improve services. There will be involvement in continuous improvement of systems and processes to ensure procedures, policies and guidance are updated. These can relate to emerging and technological advancements, legislative and social changes. As a supervisor they will contribute towards the development and wellbeing of the team.
In their daily, work an employee in this occupation interacts with their clients, the public or building users to ensure the service provided meets their needs. They will work collaboratively with internal and external stakeholders. Within an organisation they could work with the senior leadership team, procurement and supply chain, sales and marketing, and human resources staff. Working on sustainability plans with continuous improvement teams to improve the organisation's carbon footprint on their net-zero journey. They could interact with the finance and audit departments to ensure accurate reporting. External stakeholders can include suppliers, logistics and transportation providers, contractors, and the emergency services. They would typically report to a facilities manager or head of facilities.
An employee in this occupation will be responsible for the safety of themselves and their team when conducting daily activities. Always aiming to ensure the safety of the public and building users. They will be responsible for carrying out and reviewing risk assessment plans. Supporting and reviewing the budget and the costs of the facilities management service to meet financial targets. Facilities management supervisors will monitor and adhere to appropriate building governance and compliance standards.
Womble Bond Dickinson, Jigsaw Training, Interserve, BWA Europe Ltd, Rendall and Rittner, Leeds College of Building, Matt Hamnett (consultant), Kier, Ministry of Justice, Environment Agency, Compass Group, Mitie, Sodexo, 5 Boroughs Partnership NHS Foundation Trust, Mersey Care NHS Trust, NHS Property Services, Apelona HSG Ltd
Support hard and soft facilities management functions.
Contribute to health and safety regulations and organisational or contractual procedures. Carry out and review risk assessment plans in accordance with the requirements for the facilities management service.
Ensure public, team and own safety on site through active collaboration with key stakeholders.
Manage the day-to-day performance of your team in reaching personal goals and contribute to their wellbeing and development.
Supporting the organisation's environmental and sustainability plans and targets. Consider sustainable use of resources, equipment and supplies for the facilities management service.
Managing internal and external customer relationships to build trust and ensure delivery is in line with agreed key performance indicators (KPIs) or service level agreements (SLAs).
Deliver day-to-day facilities management services meeting clients, customers and building users expectations.
Resolve customer service queries and issues in accordance with contractual requirements.
Monitor customer service issues in order to prevent re-occurrence through problem-solving and implementing solutions.
Support and review the budget and the costs of the facilities management service to meet financial targets.
Monitor and adhere to appropriate building governance and compliance standards.
Contribute to continuous improvement of systems and processes to ensure procedures, policies and guidance are updated in line with emerging and technological advancements, legislative and social changes.
This occupational progression map shows technical occupations that have transferable knowledge and skills.
In this map, the focused occupation is highlighted in yellow. The arrows indicate where transferable knowledge and skills exist between two occupations. This map shows some of the strongest progression links between the focused occupation and other occupations.
It is anticipated that individuals would be required to undertake further learning or training to progress to and from occupations. To find out more about an occupation featured in the progression map, including the learning options available, click the occupation.
Progression decisions have been reached by comparing the knowledge and skills statements between occupational standards, combined with individualised learner movement data.
Construction and the built environment