Three tech-led changes to maintain high levels of service and good customer experiences amid the skills shortage
Service organizations, hard hit by the skills shortage, are looking to technology to mitigate the impact of a constantly dwindling talent pool. With fewer qualified candidates to hire, an aging workforce at or close to retirement, and “the great resignation”, doing more with less has become imperative to keep service operations running smoothly and end-customers happy. It’s the only way to bridge the gap.
Globally, many external factors have led us to the current skills shortage—all of them beyond control of service organizations and have been felt across the industry as a whole. Pressure points include the ripple effect of a global pandemic, an already aging workforce, and competition from a burgeoning “gig economy”. It’s no use waiting for the skills shortage to end—we need to re-think the delivery of our services and utilize technology to make us more effective and turn the tables on the skills gap!
Service skills are in high demand – and human capital is low
Latest figures from the U.S. Bureau of Labor Statistics show that the “quit rate”, the percentage of the workforce choosing to leave their current job, is now ~3%, the highest level ever recorded, and unemployment is at historic lows in many labor markets. Attracting the right people is hard enough for any business, but attracting high quality talent during a global skills shortage is even more difficult. The hiring challenge is especially noticeable for the elusive field service technician or engineer—a front line role that continues to rank in the top five most challenging positions to fill.
The “gig economy”, when individuals and companies use digital platforms to exchange labor for money, has also contributed to shrinking supply. According to a recent study, 24% more people entered the gig economy in the summer of 2020 compared to previous years. COVID accelerated this trend, with some service technicians choosing to leave fulltime employment to become independent contractors.
Finally, the immutable truth is that we are simply getting older. By 2030 all baby boomers (people born between 1946 and 1964) will be at or past retirement age. COVID has fast-tracked this trend, with nearly 30 million U.S. baby boomers leaving the job market, many for early retirement, in the third quarter of 2020.
As challenging as our current reality may be, there are still aspects of their business that remain firmly in the control of service organizations. By leveraging existing infrastructure and new technologies, the industry can make tangible gains in workforce productivity, offsetting the impacts of a smaller talent pool while continuing to serve their customers and grow their business.
Shrinking the skills gap will be technology-led
Service organizations are trending ahead on the digital maturity curve in the sense of embracing mobility tools, but next generation digital and mobile tools are needed that do more to drive knowledge management, first-time fix rates and predictive guidance, and training alongside the performance of work. Market leaders increasingly rely on technology to support a range of activities, but there is always more to be done to utilize the tech-driven insights at their disposal.
Think you have all the data? Think again!
While we rely on data from our systems to help inform our business decisions, 68% of the data available to us goes unleveraged either to drive experiences or outcomes. As with any technology-based company, service organizations must continually optimize and evolve the data they already have to not only think about predictive motions for assets and equipment, but how to enhance onboarding, training, knowledge management and first-time fix motions with their front-line workers, service engineers and technicians.
There are three tech-focused areas where service organizations can combat the pressure of the skills gap and human capital shortage—and do more with less.
1. Intelligent scheduling with insightful data to unlock more technician time and first-time fixes
Some workforce efficiencies occur even before a customer call is dispatched. With advances in artificial intelligence (AI) and machine learning (ML), maintenance becomes more predictive, and when repair is needed, the best technician is automatically assigned to a work order based on the nature of the call, experience and skillset, geographical location, and even the equipment and parts available on the truck, with also the asset and equipment information needed. As a result, maintenance schedules are more effective and efficient, first-time fix rates increase, truck rolls go down, leaving more time in the day for additional high value customer interactions and greater employee engagement.
Along with the latest technological advances, there are examples of many service organizations using existing infrastructure to optimize where and how technicians spend their time, even where it would have seemed too challenging in the past. Associa, a community management organization with over 9,000 employees, leveraged its Field Service Management (FSM) platform to increase the mobility of its service technicians. The change was simple, but highly impactful.
Instead of requiring technicians to clock in and receive work orders at the office each morning, Associa evolved to a mobile-first model and sent orders directly to each technician. This allowed workers to skip a daily visit to the office. The result? A full two hours of non-productive time eliminated daily for each and every technician. Drip routing is no longer an imposition, but an asset.
2. Tightened integration between systems & data
Making maintenance more predictive and completing a job on the first visit allows organizations to cover more service calls over time using a limited workforce. Yet often, many service technicians are unable to access the data and parts they need prior or upon arrival, increasing the likelihood of a second visit.
Ainsworth, a multi-trade company that provides a range of skilled technical trade services such as HVAC, mechanical, electrical, motor, power, and more across a range of companies, knew it could do more with its data to help drive greater efficiencies in its field operations. The organization focused on data accuracy and access, they integrated their enterprise resource planning (ERP) system with their FSM solution to ensure precise and real-time data was available to workers in the field.
Working with smart devices, technicians can complete work orders, communicate with dispatchers, and respond to any other issue that may arise during a call. Along with an increase in first-time fixes, these advances contribute to higher customer satisfaction levels since fewer service cycles are required to resolve an issue. Next step is how to continue to drive knowledge management and training in the workforce and factor that into each process for greater “self-learning” alongside customer experience.
There is also an added skills gap benefit to keeping critical data tightly integrated into enterprise software systems. According to Deloitte, 32% of service organizations build knowledge transfer programs to pass on skills between retiring and new workers. Knowledge management can be built into enterprise software to provide automated data capture, user-friendly mobile apps with prompts, and guides to complete tasks, all support digital knowledge transfer from more experienced technicians to new recruits. Keeping skills up to date and knowing what skills match most accurately to successful predictive maintenance and first-time fix is nonetheless still an area for improvement that technology can help with in most organizations.
3. Great service – remotely delivered to employees and customers
And we can take this knowledge transfer a step further with enabling technologies such as Augmented and Merged Reality (AR/MR) tools and more remote service capabilities built into assets and equipment. Here delivering service completely remotely isn’t an option, effectiveness in the field can be enhanced by using an over the shoulder view presented on tablets or smart phones, service organizations can provide additional support for newer technicians, with access to senior personnel via live video or other digital platforms. These senior leaders can help guide the technician through the repair so they can learn in the moment. This model also provides more first-time fix outcomes and faster times to resolution.
Although this technology has been in use for some years, the global pandemic accelerated its adoption from a customer perspective too, and it is now providing service organizations a means to efficiently interact with customers without making physical contact, increasing productivity and reducing drive time as well to save on fuel. AR/MR tools allow service organizations to effectively eliminate drive time, converting these non-productive technician hours into face-to-face customer interactions.
At IFS we have the perfect example of a customer using AR/MR technology, to provide a mix of real and virtual worlds to drive better customer outcomes. Longstanding IFS customer Munters, a global leader in energy efficient and sustainable air treatment and climate solutions, was looking for a robust remote assistance tool to help the company move towards a fully servitized, outcome-based business model. The enforced travel restrictions of the pandemic provided additional impetus for Munters to quickly implement a solution that could support ways of sharing expertise in a manner that is safe for customers and employees alike. It was able to pilot and roll out remote assistance technology for 200 staff across 22 countries in just two weeks. Munters was immediately able to realize efficiency improvements across its service operations.
Tech takes control to turn the tables on the skills gap
The global skills shortage is not going to ease in the short-term, and while service organizations have some power to influence global human capital trends by supporting more digital and vocational skills training, they won’t be able to reverse the fundamental trends. But technology-led solutions can optimize technician utilization and customer service delivery to mitigate their impact.
It’s almost Halloween, and if your town is anything like mine, your neighbors’ yards are already littered with ghosts, witches and tombstones.
Clearly some of us enjoy giving other people a scare. Just as clearly, some of us enjoy getting a scare.
I’m not one of them. I hate haunted houses. I avoid scary movies like the plague. And I once jumped on top of several eight-year-old members of the Girl Scout troop that I was leading in order to escape a haunted hayride’s zombie.
However, that doesn’t mean I’m not capable of (wo)manning up and facing my fears, especially it’s for a good cause, which is why ALAN’s executive director, Kathy Fulton and I recently put our heads together to create this short list of some of the scariest perceptions that people have about disasters and disaster relief.
Scary Perception Number One: “A Disaster Will Never Happen To Me.”
When people live in certain areas (i.e. far away from a hurricane-prone coast or earthquake fault lines) it’s easy for them to assume that they’re protected from many types of catastrophes – and to become dangerously casual about making disaster preparations or heeding safety warnings.
Frankly, this attitude scares the heck out of us, because if the last few years have taught us anything, it’s that disasters can take a wide variety of forms and strike at almost any time. And the people who fail to plan – or to take shelter/evacuate as requested – are much more likely to find themselves in harm’s way.
Scary Perception Number Two: “It’s Okay. The Government’s Got It Covered.”
There are so many things wrong with this second perception that it’s not even funny. For one thing, not every disaster survivor qualifies for FEMA government assistance. For another, some survivors aren’t eligible for as much government assistance as others. Plus it can take some time for FEMA to process all of the requests for assistance that it receives and to conduct all of the necessary inspections that need to be made before it can provide funds. And even then, these funds are limited.
It’s a similar story for disaster survivors who are fortunate enough to have homeowners’ or renters’ insurance.
That’s why the humanitarian response organizations that provide food, hydration, shelter and other supplies immediately after a disaster hits (and the non-profit organizations that help survivors fill in the short-term and long-term gaps that government assistance and insurance reimbursement don’t cover) are so essential. It’s also why the people who support them are an answer to prayer.
Scary Perception Three: “We’re Too Far Away To Be Of Help.”
One of the laments that we often hear from potential transportation, warehousing and material handling equipment donors is, “We’d have loved to help you with relief efforts for X community’s disaster. But we didn’t have any locations in the area.”
The sad thing is, we probably could have used their help – and so could many of the humanitarian organizations that we support.
When push comes to shove, these organizations can’t afford to split hairs about where their donated relief supplies come from, especially if those supplies extend or enable their relief efforts. They might even NEED those donations to come from another part of the country because many of their closer potential product donors may have already been tapped out.
In light of this, never underestimate the value of a long-distance contributed logistics offer. Relief supplies are often located much farther away from a disaster site than you might imagine. And the help that you’re offering might be just the ticket.
Scary Perception Four: “It’s Been A Few Months (Or Years). So Survivors Of That Particular Disaster Don’t Need Our Help Anymore.”
If individuals and communities recovered from disasters as quickly as their particular disasters stopped making headlines, life would be much easier for everyone. However as any disaster survivor can tell you, that’s rarely the case.
Disaster recovery is a super-long process that’s usually measured in months or years rather than days or weeks. And many of its costliest and most work-intensive stages like clean-up and rebuilding don’t start until long after the news and camera crews have left.
So don’t ever think that there’s no way you can help a community just because the disaster that affected it happened quite a while ago. Chances are, that’s when your compassion and assistance will be needed the most.
Scary Perception Five: “Helping With Disaster Relief Won’t Pay The Bills. As A Result, There’s Nothing To Be Gained From Our Business Making A Financial Or In-Kind Donation.”
While it may not initially seem like you have anything financial to gain from helping a community in need, nothing could be further from the truth, especially if that community is home to some of your employees, customers, suppliers or business operations.
The people who live in these communities can (and do) remember who showed up for them when times were tough – and so do many other members of the purchasing public. In fact, according to recent article in the MIT/Sloane Management Review, multiple studies have shown that corporate donations ultimately attract customers. And according to another recent article in the Harvard Business Review, consumers tend to favor companies that donate a larger share of their profits.
Is this why so many of our country’s most successful organizations are also some of the most philanthropic? Possibly. However, if that’s the case, it’s okay by us, because when generous businesses do what they can to help a community get back on its feet more quickly, everybody wins.
Fear Not
There’s far more I could add to this story. But time and Halloween-candy buying obligations don’t allow me to discuss them all. Besides, I want to end this story on a caring rather than a scaring note.
So I’ll leave you with this: Even though disasters seem to happen with frightening regularity, I’ve actually become a far braver person since joining the ALAN family several years ago. It’s taught me that when horrible things like hurricanes, tornadoes and pandemics happen, a lot of wonderful people show up to help – and reminded me that when things are at their most harrowing, there are always extraordinary people like you ready to come to the rescue.
Just don’t ask me to go on a spooky hayride anytime soon.
"Spot solutions are needed to help a company get through a sudden shock, but the only way to ensure agility and resilience going forward is by addressing systemic issues in a way that is intentional and focused on the long term and brings together clear priorities, well-designed repeatable processes, robust governance, and a skilled team." - Harvard Business Review
An article published by McKinsey & Co. in August observed, “over the past year, many companies have made structural changes to their supply networks by implementing dual or multiple sourcing strategies for critical materials and moving from global to regional networks.”
This structural change pivots on the difference between low cost and best cost. The shift extends through Tier 1 Suppliers through lower tiers. The intent of a low-cost supply chain strategy is to present a low price to customers. A best-cost strategy adds factors beyond cost to the equation, like risk, lead time, and responsiveness.
The McKinsey article continues, “Ninety-seven percent of respondents [to the survey] say they have applied some combination of inventory increases, dual sourcing, and regionalization to boost resilience.”
We offshored, losing sight of the associated risk, for decades. Time to learn what near-shore, re-shore, regionalization, and localization mean.
As global supply chains become increasingly complicated, there are now more digital connections and business collaborations in the global shipping industry than ever before. Holding freight data in opaque, disconnected silos and relying on outdated methods of communication is not just inefficient - it’s unsustainable.
The global supply chain is no longer a linear process. Whereas before it was simply about moving freight from point A to B, now there is now a multitude of options for transporting that freight, each with its own unique set of capabilities and constraints.
So, what do shippers really want from their logistics service providers? Two things: accurate information at their fingertips and the ability to conduct business and transact - without having to pick up a phone or wait for email replies. Digital customer-facing freight execution platforms are the answer, collecting the most relevant and up-to-date data from carriers on one side, and providing shippers with a simplified and accelerated process on the other.
Digital freight execution platforms also provide shippers with a unified view of their shipping options, giving them the data they need at a glance to make an informed decision for any particular shipment.
Plus, as we continue to navigate uncertain waters, shippers are increasingly seeking solutions to increase resilience. After all, if there’s anything the last few years have taught us, it’s to expect the unexpected. The organizations that were able to pivot fastest came out on top. The availability of accurate data and solutions to action that data are key building blocks to resiliency in the face of new and unexpected challenges. Supply chain optimization, especially today, hinges on accessible, up-to-the-minute data, shared and acted on to keep freight moving as successfully as possible.
Digital Freight Execution Puts Power in Shippers’ Hands
Increasingly, freight forwarders and logistics providers are giving their shipper customers access to online freight execution platforms for just this purpose.
Largely unheard of just a few short years ago, online freight execution tools for shippers have quickly emerged to become a must-have for established forwarders to compete with startup digital forwarders. Logistics providers can no longer afford to go without offering this critical customer tool which enables shippers to access crucial freight data online, including timely visibility of their freight on the move. Their shipper customers have come to expect it, and it’s what’s needed to compete in today’s market.
Traditional methods of communication between shippers and freight forwarders can be slow and inefficient. Email and phone tag are not conducive to fast decision-making, and sales representatives may not always have the most accurate information about fleets, equipment, and routes. Digital freight execution platforms enable shippers and carriers to communicate in real-time, facilitating fast decision-making while eliminating the potential for miscommunication.
As digital conveniences proliferate our day-to-day lives (think of ordering food online, tracking your latest purchase, viewing your favorite shows on-demand, and so much more), it only makes sense that we should expect similar experiences in our work lives. That means that the traditional way of working in the freight industry, fraught with manual processes, phone calls, and emails, simply doesn’t cut it in today’s digital-first world.
What’s more, with timely freight data, shippers are better equipped to quickly address exceptions by changing transportation plans. Supply chain disconnections are costly. Responding to exceptions is critical to a smooth-running supply chain where shipments arrive at their final destination as planned.
“An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage,” Jack Welch
One of the outstanding things about a digital freight platform is the ability to integrate various functional modules to enable shipment data to be used and shared. These may include tracking and visibility, warehouse inventory, ocean shipments, freight rates, and even finance information, enabling a shipper to pay invoices online. Customer-facing online portals are an important and effective way to facilitate a shippers’ access to key shipment information, improving visibility and productivity on all fronts.
Partnering for Sustainable Success
Partner programs are another important aspect of connected digital freight platforms. This openness to integrate with a broad range of shipping industry businesses, such as technology or service providers, offers shippers the ability to access their partners through their forwarders’ customer-facing freight execution portal. This enables the shipper to have a comprehensive and complete flow of key freight data based on their unique needs and partners.
For example, if a shipper is using a real-time transportation visibility (RTTV) system provider, they can work with their forwarder to integrate the RTTV solution with the forwarder’s digital platform. This is only possible when the forwarder has a partner program enabling integrations.
All parties involved with a shipment can boost productivity and enhance value for the customer when they’re digitally integrated with freight transaction operational areas and partner providers. Technology companies who try to wall off access to the data they manage for their customers and their functionality have it backwards: they might create an appearance of their own business interests being protected in the short term, but long term, they’re either going to hurt their customers, or, more likely, their own product development roadmap.
Recent supply chain challenges have pushed BCO shippers and their logistics partners to take a much closer look at cargo flows. Accessible, convenient, and transparent freight data is now the expectation and necessary to control costs and keep cargo in view for optimal supply chain management.
Digital freight execution is the wave of the future, and it's already making a big impact in the shipping industry. Streamlining data flows by building out connectivity helps to bring greater logistics harmony that allows shippers to optimize their overall freight ecosystem.
America’s posture in world trade, and the underlying supply chains, are more than robust. According to the U.S. Census Bureau and the U.S. Bureau of Economic Analysis, the United States balance of trade in goods and services deficit dropped to $70.6 billion in July. Exports hit the highest level in real dollars since tracking began over 70 years ago. During the recovery from Covid,, with reshoring and shifting market demands, are holding imports flat..
This success is happening despite the global disruption caused by Ukraine. Expect our labor shortages to continue. Expect wage pressure to continue. Expect inflationary pressures across the supply chain to continue.