By Tom Paquin
A few weeks back, I ran a quick retrospective on my first Future of Field Service article. This week, I’m going to fast forward a bit to an article from early 2020 which looks laughably quaint within the context of what was less than two months away.
Read the Article: What to Expect when you’re Expecting (Your Employees to Quit)
Today of course, the situation is exacerbated, with 30% of workers reportedly voluntarily handing in resignations.
We know the reasons for this—COVID has, for many, redefined the boundaries of work/life balance, shifted expectations about what a job can be (both through technology and also through necessity) and fundamentally changed the dynamics of the global economy.
And while this impacts every industry, it invariably impacts service at a greater clip. Service has never been an easy profession, and in a job landscape where physical presence in an office is becoming out of style for many business, the idea of being beholden to traffic, and being tethered to on-site operations can be an unattractive option for many.
And frankly, a lot of the hiring practices outlined in the article still stand. Where they can be enhanced, iterated upon, and reengineered to better support the workforce, and attract new people, mostly relates to technology.
We’ve obviously spoken a lot about remote assistance, and will continue to into next year, as it kept businesses running through COVID, and now offers the means to avoid costly truck rolls for more routine operations. It could also serve as the catalyst that keeps employees on board and attracts new ones. If, for instance, employees were able to work “Hybrid shifts”, in the field some days, at home others, it would offer the level of flexibility than many crave.
This is just one example. A more decentralized dispatch, as well, might offer some reprieve. It also will allow service businesses to do more with less, which, with a leaner workforce, might be the best option.