By Bruce Breeden, President, Field Service Resources, LLC
Nothing constructive can occur on a sustainable basis without field service engineers who operate with passion. Field service is a rewarding but hard business. A leader’s ability to generate organizational passion through a mobile-based workforce is based on strong leadership skills as well as organizational structure, development, and technology.
This is not the same issue or challenge as in the past. Both customers and employees alike are exposed to daily consumer service practices with leading companies like Amazon, Google, and Uber who constantly set new standards in how we work and obtain products or services. With Amazon Alexa and Google Echo, we are conditioned to obtain information and conduct tasks with simple voice commands. We see our driver’s location, car, and picture with the ride price when we request an Uber ride using an application right at our fingertips. We can also provide immediate, bi-directional feedback on the experience for reference on the next ride request – information that can be used to make decisions.
Field service is challenging because our engineers and technicians are traveling, working in different environments, and addressing various customer personalities and situations under time and cost pressures and while trying to fulfill a myriad of company objectives. Employee surveys indicate the need for good leadership, career development and advancement opportunities, interesting technology to service, and access to leading technology and tools to help them do their jobs. Field service engineers are also prone to isolation challenges and often face a lack of communication and support. With greater competition for new skilled labor to fill job openings, recruitment and retention is the major challenge in the field service industry.
Here are 5 steps to build field service passion:
I’m convinced nothing constructive or sustainable happens without enthusiasm, energy, and eagerness – collectively seen as passion. This is especially true for FSEs who must work independently, make daily decisions, and constantly learn new technology, applications, processes, skills, and behaviors in their dynamic role. Mobile workforces are difficult populations to lead, and certainly can’t be managed to achieve their objectives. They must be led and have an inner drive of their own.
Joe Kwon, cellist for the Avett Brothers band, said he may be just a mediocre cellist, but his passion is what defines his performance and career success with the band. Lead to generate passion and drive to improve performance.
Bruce Breeden is the founder of Field Service Resources, LLC and author of the book, The Intentional Field Service Engineer. Bruce works with FSO leaders to improve operational performance, conduct FSE and manager training, and implement mobile technology.