The document outlines an event focused on developing skills and knowledge in facilities management (FM) and introduces speakers discussing innovations in collaborative workspaces, particularly through Herman Miller's research. This research identifies various modes of work, emphasizing the need for tailored office environments that enhance collaboration and individual productivity. It aims to empower organizations to better understand and support employee work behaviors and needs, ultimately leading to improved effectiveness and design in workplace settings.

1. “Developing
your Skills &
Knowledge in
FM”
Mark Whittaker
BIFM North

2. 2 | 2015 KLE2 – “Developing your Skills & Knowledge in FM”
Welcome & Thanks

3. 3 | 2015 KLE2 – “Developing your Skills & Knowledge in FM”
Twitter
Today’s event: #bifmkle
@bifm_north & @bifm_pmsig
@markcatchlove
@HMInsightGroup
@bifm_uk
@Look_Sharp
@IntWorkplace
@Whitbags

4. 4 | 2015 KLE2 – “Developing your Skills & Knowledge in FM”
Why this subject?

5. 5 | 2015 KLE2 – “Developing your Skills & Knowledge in FM”
Why this subject?

6. 6 | 2015 KLE2 – “Developing your Skills & Knowledge in FM”
The BIFM North Summer Ball
> Thursday 9th July:
> Hilton Deansgate
> See BIFM website &
twitter feed for details

7. 7 | 2015 KLE2 – “Developing your Skills & Knowledge in FM”

8. 8 | 2015 KLE2 – “Developing your Skills & Knowledge in FM”

9. 9 | 2015 KLE2 – “Developing your Skills & Knowledge in FM”
Can you help?

10. 10 | 2015 KLE2 – “Developing your Skills & Knowledge in FM”
Contact Details – BIFM North
Mark Whittaker
Deputy Chair, North Region (NW)
E: mark.a.whittaker@intergral.co.uk
M: 07764840694
T: @Whitbags
Sue Gott
Chair, North Region
E: sue.gott@hallmark.com
M: 07764 809783
T: @Mrsgotty
Mick Anderson
Deputy Chair, North Region (NE)
E: michael.anderson@esh.uk.com
M: : 07713 122 164
T: @mandersfm

11. Today’s Event

12. 12 | 2015 KLE2 – “Developing your Skills & Knowledge in FM”
Introduction to today’s speakers

13. 1Modes of Work
Living Office
The Origins of Herman Miller’s
Modes of Work
The story behind Herman Miller’s Modes of Work begins
like most stories within our organization: as the nature
of work changes, we seek greater understanding of how
those changes affect people and their environments.
Over the past 20 years, improvements in communication,
transportation, and information technology allowed businesses
to expand to international markets. Opportunities and risks
materialized in unpredictable ways and companies scrambled
to keep their competitive footing. Creative, non-linear work
began to take on new importance as quantitative process-
based work increasingly became automated. While individual
work continued to be prevalent, groups could more reliably
and swiftly solve the complex problems presented by this new
global landscape of work. Companies accommodated group
work by reallocating space rather than incurring the cost of
adding new space.

14. 2Modes of Work
Living Office
As networked technology became increasingly prevalent and
anyone could instantaneously connect with any other person,
idea, or device, group work went by a variety of names, including
“together work” and “collaboration.” To better understand these
changes, our researchers partnered with Cheskin Research on a
report in 1998, Collaboration: Applied Exploration Report.1
And in 2006, we partnered with a leading A+D firm on the study
When Groups Work, which explored the relationship between
the built environment and group work.2
More recently we embarked on in-depth research of “group/
collaborative/community work” with the intent of creating
solutions supportive of that kind of work. Could Herman Miller
do for collaboration what our contributions to ergonomics have
done for the performance of individual work? Could we
take the design lead in provisioning workplaces that enhance
the experience and results of people working together?
And, in the process of learning more about collaboration,
what could we learn about other behaviors in the workplace
so that we could better support them, as well?
Our approach was to review what others had already learned
and then build on it with our own primary research. We
commissioned an environmental psychologist and workplace
strategist to conduct a literature review of the research into
the psychology of collaboration spaces.3
That review highlighted
the impact of psychological factors on collaboration and the
implications for workspaces, namely that teams with a
mix of personality types create the most effective collaborations
and require specific support from design, layout, furniture,
and technology. In addition to the literature review, we drew
on the U.S. Office of Naval Research’s cognitive model
of team collaboration.4
Our systematic look at the popular press furthered our
thinking. For example, one study of interactions between
scientists showed that most of their important breakthroughs
happened at one physical location, demonstrating a potent
connection between physical space and different parts of the
collaborative process.5
In 2011, we launched a primary research study to learn more
about the role of workplaces in collaboration and to
gather hard data about when, where, and how often people
were collaborating.6
In the U.S., U.K., India, and Australia at 14 companies (that had
identified themselves as highly collaborative), we observed
2,900 collaborative events as they happened and kept
detailed logs over the course of over 700 hours of research.
Researchers then dissected the collaboration process, looking
for associations between the behaviors and the environments
in which they occurred. We learned that 70 percent of
collaboration happens at the desk. Our research also showed
a disconnect between the essence of people’s needs and
the organization’s perception of those needs. In spite of their
organizations’ best efforts, people avoid 66 percent of so-called
meeting spaces because they don’t meet their needs.
In 2012, we conducted another proprietary research project
with the aim of empowering facility managers, architects,
and other decision makers in the office design process to make
better choices about their spaces.7
The study took a magnifying
glass to the act of a collaborative event as the worker
experiences it to understand both how it begins and ends,
and the unique needs of people (from physical environments
to furniture to tools) across distinct stages of the process.
Using a working definition of collaboration as “involving two
or more individuals working towards a common goal and
creating a new product (e.g., an idea, solution, or insight)
beyond what they could have achieved individually,” the team
established the objective of learning three major things:
1. The purpose—Why collaborate?
2. The activities—What are people doing?
3. The behaviors—How are they doing it?
To gather and make sense of the data, the researchers
used the U.S. Office of Naval Research’s model. The model
includes four distinct cognitive stages of collaboration—
knowledge construct, team problem solving, team consensus,
and outcome evaluation and revision—and the steps in those
stages.8
We built on that model by adding two new stages:
Project alignment and kick-off, and final reporting.
In this qualitative research, we took a multi-method approach
with exemplar organizations (a digital interactive agency,
a consulting firm, a manufacturing company, and a technology
company). A total of 70 employees from these companies
self-reported moments of collaboration using personal
technology to capture more than 750 images of collaborative
acts. The research also included scouting trips (observations)

15. 3Modes of Work
Herman Miller
Modes of Work
©Daniel Carlsten
Chat
Herman Miller
Modes of Work
©Daniel Carlsten
Divide and Conquer
Herman Miller
Modes of Work
©Daniel Carlsten
Process and Respond
Herman Miller
Modes of Work
©Daniel Carlsten
Huddle
Herman Miller
Modes of Work
©Daniel Carlsten
Converse
Herman Miller
Modes of Work
©Daniel Carlsten
Co-Create
Chat Divide &
Conquer
Herman Miller
Modes of Work
©Daniel Carlsten
Show and Tell
Show & Tell
Herman Miller
Modes of Work
©Daniel Carlsten
Contemplate
Contemplate
Converse
Huddle
Process &
Respond
Co-CreateHerman Miller
Modes of Work
©Daniel Carlsten
Warm Up Cool Down
Warm Up,
Cool Down
Herman Miller
Modes of Work
©Daniel Carlsten
Create
Create
Living Office
to those companies, ethnographic interviews, stakeholder
interviews, journals that documented each participant’s day
at work, and secondary research.
After the data collection phase was completed, researchers
clustered the end users’ images based on why and for what
purpose they needed to collaborate. The related data was used
to understand the behaviors and activities that drove each of
those collaborative events. Interestingly, although the research
was on collaboration, participants did not exclude individual
ways of working. For example, some participants sent
photos that included no people other than the participant.
When we asked why they included such photos, they said
that they needed time to process, contemplate, and do
individual creative work alone in order to fully contribute to
collaborative efforts.
Initially, the collected data was grouped into 35 different
types of events. Using an organized analytical process,
we synthesized the events into a list of 10 behavior types—
the Modes of Work. The first seven Modes of Work are done
together and consist of collaborative activities between
two or more people. The last three Modes of Work are done
alone and consist of focused, individual activities.
The power of this research lies in its self-documentation
methodology, which we intentionally chose because it allowed
researchers to observe a social phenomenon—how people
behave while collaborating—through the participants’ eyes.
The participants themselves identified the behaviors behind the
Modes of Work. Without that input, we likely would have
classified some behaviors differently. In some cases, we
even used the exact language they used for a behavior when
we named a mode, e.g., Divide & Conquer.
MODES OF WORK
Together
Alone

16. 4Modes of Work
Together
man Miller
es of Work
niel Carlsten
Chat is an incidental and impromptu interaction with a
colleague. It offers a chance to catch up, ask a quick question,
or seek out an opinion. Chat often begins with a social focus
that then sparks an idea or touches on an issue.
Herman Miller
Modes of Work
©Daniel Carlsten
Converse
Converse is a purposeful interaction between two to three
colleagues who address a defined topic. The activity varies in
formality and privacy in accordance with the subject matter
being addressed and the familiarity of the participants. One or
more of the parties may participate through a digital device.
Herman Miller
Modes of Work
©Daniel Carlsten
Co-Create
Co-Create is the generation of new ideas and content among
groups. The activity may range in scale and formality from a
quick problem-solving exercise at a white board to a multi-day
retreat with an elaborate agenda. A variety of digital and
physical tools assist people in sharing and generating ideas.
Active engagement, conversation, content sharing, and creation
are the key behaviors.Herman Miller
Modes of Work
©Daniel Carlsten
Divide and Conquer
Divide & Conquer happens when a team with a common
goal finds it valuable to work on individual components of a
project while maintaining close proximity to one another.
Working in parallel helps to resolve issues quickly and enables
spontaneous collaboration as the need arises. Developments
and content are shared among the group as the goal is reached.
Living Office

17. 5Modes of Work
Together
Miller
f Work
Carlsten
Huddle occurs when a team needs to address an urgent issue,
or discuss and receive instructions for a plan of action.
The goal is shared resolution and accountability, with only a
brief disruption to the flow of work.
Herman Miller
Modes of Work
©Daniel Carlsten
Warm Up Cool Down
Warm Up, Cool Down occurs in the time leading up to and
immediately following more formally scheduled engagements.
The “warm up” may consist of last-minute adjustments to
a presentation, or productive conversation with colleagues.
The “cool down” offers an opportunity to discuss the content
of the meeting, set next steps, and ensure alignment.
Herman Miller
Modes of Work
©Daniel Carlsten
Show and Tell
Show & Tell is a planned gathering at which information
is shared among teams, with clients and colleagues, or more
broadly to the organization. The key focus is always the
presenter or information being presented. These gatherings
range from informal status updates and project reviews,
to regimented and rehearsed speeches. The level of audience
participation varies accordingly.
Living Office

18. 6Modes of Work
Alone
Herman Miller
Modes of Work
©Daniel Carlsten
Process and Respond
Process & Respond is the work generated by work. It occurs
in response to (and generates) the feedback loop of emails,
phone calls, texts, and messages that drive work forward.
An individual may choose to set aside a specified time to do
this work, or fill in the gaps of their day with it. It generally does
not require extreme attention or deep thinking.
Herman Miller
Modes of Work
©Daniel Carlsten
Create
Create occurs when a person engages with the specific content
associated with their role, solves problems, and develops
deliverables. This activity is not limited to traditionally creative
fields, but rather reflects the mix of concentrative, individual
tasks that help move all work forward.
Herman Miller
Modes of Work
©Daniel Carlsten
Contemplate
Contemplate is an opportunity for an individual to pause
and consider the best way forward in their work, or ignore it
momentarily and provide respite. The activity consists of
whatever calms, inspires, and recharges the individual: enjoying
a view of nature, reading a book or magazine, or sketching
in a notepad. It also provides an opportunity to digest complex
information with the necessary degree of focus.
Living Office

19. 7Modes of Work
The Modes of Work research is being used in two major ways.
First, we’re using it to help organizations understand the whole
spectrum of needs people have as they move through their
workday, transitioning between Modes of Work. Understanding
and supporting those needs and transitions will improve
individual and organizational effectiveness, as evidenced by
the exemplar organizations studied.
Second, once they understand the Modes of Work, companies
are using them to purposefully consider the behaviors they
feel will help them meet their business objectives and to design
spaces that support those behaviors. We believe space
provides cues that encourage and signal the importance of
desired behaviors.
The Modes of Work help form the foundation of Living Office.
They drove the development of our Settings (e.g., Haven,
Forum, Landing). Each Setting meets behavioral, cognitive,
and physical criteria based on our understanding of work
modes. Strategic Placemaking, in which Settings are purpose­
fully arranged within a Landscape (or floor plate) in such
a way that they bring an organization’s unique strategy to life,
is essential to creating a Living Office.
Because of our understanding of the Modes of Work, we can
help organizations consider how to better provision for their
people, their work, and ultimately their business.
1. Herman Miller, Inc., (with Cheskin Research) internal document, “Collaboration:
Applied Exploration Report,” 1998, as cited in “Making Room for Collaboration,”
http://www.hermanmiller.com/research/research-summaries/making-room-
for-collaboration.html.
2. Herman Miller, Inc., and Gensler, “When Groups Work: A Joint Research Effort
Exploring the Relationship Between Space and Group,” 2007.
3. Nigel Oseland, PhD CPsychol, “The Psychology of Collaboration Space,” on behalf
of Herman Miller, June 2012. More than 50 sources were reviewed.
4. Norman Warner, Michael Letsky, Michael Cowen, “Cognitive Model of Team
Collaboration: Macro-Cognitive Focus,” 2005, p. 3; pdf:
http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA476887.
5. Steve Johnson, Where Good Ideas Come From, Penguin Group, 2010, citing Kevin
Dunbar’s research, “How Scientists Build Models.”
6. Herman Miller, “Ws of Work: A Global Exploration on Collaboration,”
September 2011.
http://www.hermanmiller.com/research/research-summaries/what-it-takes-
to-collaborate.html.
7. Herman Miller internal document, “The Anatomy of Collaboration,” 2012.
8. Norman Warner, Michael Letsky, Michael Cowen, “Cognitive Model of Team
Collaboration: Macro-Cognitive Focus,” 2005, p. 3; pdf:
http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA476887.
© 2013 Herman Miller, Inc. Zeeland, Michigan
® Y and Herman Miller are among the registered trademarks of Herman Miller, Inc.
Living Office

20. Professional
Standards &
Education Update
March 2015
Karen Waterlow

21. North Region - June 2010
• People – Cultural and capability alignment to business direction
• Governance/finance/risk – Governance review. Review planning cycle, controls and risk management protocols
• Processes - Reintroduce PMO principles and practice, embed new systems for improved efficiencies,
effectiveness, customer experience and business intelligence
• Place – Develop a workplace strategy leveraging existing stakeholder expertise
• Develop a multi-layered, diverse
content library that can be easily
accessed worldwide.
• Facilitate information exchange
between organisations, practitioners,
opinion formers and subject matter
experts
• Nurture a broad range of communities
that reflect the diverse nature of the
profession and across the industry
• Position BIFM as the thought
leader on topics that impact the
FM profession and the built
environment.
• Develop propositions that are
aligned to each of our target
markets.
• Establish Professional Standards
as the industry recognised
benchmark (career pathway)
• Position BIFM as the thought
leader on topics that impact
the FM profession and the built
environment.
• Engage and influence policy
makers and opinion formers.
• Move FM up the leadership
agenda and influence
business leaders.
Passionate
Proud
Professional
Progressive
Strategic Context
The professional body responsible for
promoting excellence in facilities management
for the benefit of practitioners, the economy
and society
Mission
To be the internationally recognised authoritative
voice of facilities management and the
development partner of choice for professionals
and their organisations
Values Vision
1. To be the recognised
authoritative voice of the
profession
2. To be the 1st choice
development partner for
individuals and organisations
3.Become the First choice for
information, insight and communities
relevant to the profession
4.To ensure the organisation has the appropriate capabilities to fulfil its purpose and aspirations
Strategic Aims

22. North Region - June 2010
The Vision

23. North Region - June 2010
Skills Shortages
• A quarter of employers had entry level vacancies
unfilled (McKinsey)
• A third of businesses losing out on business because
they can’t find recruits with the right skills (McKinsey)
• OECD adult skills survey – most countries having
improving literacy and numeracy rates – not the UK–
the generation that grew up with Twiggy did better than
the generation that grew up with Twitter.
• Workplace Futures – poll of FM professionals
highlights skills shortages, recruitment and retention
issues.

24. BIFM Qualifications

25. • Vocationally related qualifications in facilities
management – developed alongside
employers – support career progression
• Access to young people- part of an
Apprenticeship in Facilities Management
• BIFM – Regulated by Ofqual
• BIFM’s qualifications are regulated –
accredited on the national framework –
internationally recognised
www.bifm.org.uk/qualifications

26. Benefits of being a regulated AO
• Gives confidence to learners & employers that our
qualifications are delivered by an organisation whose
integrity, resources and competence have been
independently checked.
• Informs users of our qualifications that they are
monitored and are of the standard and level they claim
to be.
• Gives assurance that our qualifications are suitable for
the FM industry
• Our qualifications are transferable throughout Europe
• Enhanced international standing
• Accrediting and endorsing in-house FM training

27. Benefits to the Employer and Learner
• You can be sure that your certificate for a
regulated qualification shows you have the
level of knowledge and understanding the
qualification claims
• The qualification will be easily recognised, not
just in the UK, but also Europe and worldwide
• As an employer you know that someone who
has a regulated qualification has reached a
specific standard
• Enhanced currency to individuals – recognised
by the profession and portable

28. BIFM level Who is it for?
Equivalent level
qualifications
Level 7
Strategic head of
facilities / estates
Masters degree
Level 6
Senior, strategic
facilities managers
Bachelors degree
Level 5
Specialist facilities
managers
Foundation degree
Level 4
Operational facilities
managers
Certificate of higher
education
Level 3
First line and
supervisory managers
A levels
Level 2 New entrants GCSE A*-C
BIFM Qualifications

29. Quick guide
• 3 sizes – Award, Certificate, Diploma
• All qualifications are stand alone
• Certain qualifications form pathways in Apprenticeships
in FM
• Levels – represent challenge of qualification
• Built from mandatory and optional units
• Start at any level to suit you
• Customisable to suit you or business needs
• Assessments are practicable and work based
• Network of recognised learning centres, including
employers
• Learn through, face-to-face, evening classes, distance
learning, on-line learning, blended learning

30. How to study
> Delivered through BIFM Recognised Centres:
> Employers
> Universities
> FE Colleges
> Private training companies
> Delivery options include (for example):
> Face to face
> Distance learning
> On-line learning
> Blended learning
> Style of assessment (for example):
> Work based written assignments
> Professional interviews
> Short answer papers
> Presentation

31. Grades of membership
Member Grade Who is it for?
Affiliate
(New member grade)
For individuals with limited FM experience, or those
who are interested in FM but do not work within FM.
Associate (ABIFM) For individuals with an FM related qualification at
level 2 or 3 or above and at least one year’s FM
experience or those with two years’ FM experience.
Member (MBIFM) For individuals with an FM related qualification at
level 4 or 5 and have 3 years’ general management
+ 2 years’ FM experience or 5 years’ FM
experience + 3 years’ managerial experience
Certified (CBIFM) For individuals with a degree level qualification (or
higher) in FM or is FM-related and recognised by a
Chartered body and are of middle management level
with at least 3 years’ FM experience (including two
years’ management experience)
Fellow (FBIFM) For individuals who hold Certified member status and
who have at least five years’ senior facilities
management experience.

32. How do BIFM support its members?
•Providing members with learning, support and
advice services to improve, extend and maximise
their career opportunities within the FM industry.
Professional
Development
•Members can share best practice and gain
experience from different disciplines across the
facilities management profession.
Networking
•We keep members up-to-date with the latest
thinking in facilities management. This
enables members to achieve their full potential
and deliver the best of their ability.
Information and
Knowledge
•Our clear membership grading structure provides
pathways for anyone involved in FM at any stage
of their career, which are recognised throughout
the industry.
Recognition and
Industry
Awareness

33. Developing your skills & knowledge in FM
David Sharp
Managing Director, International Workplace
Competence:
what it is, and
how to lose it
#BIFMKLE @Look_Sharp

34. Learning outcomes
• Take responsibility for your own learning & career
development
• Understand competence and how to cultivate it
• Understand your own personal learning style
• Appreciate the social nature of learning
• See what some market leading companies are doing
in L&D
#BIFMKLE@Look_Sharp

35. Your learning
portfolio

36. Are you
competent?

38. Knowledge
Experience
Practical ability
Training

39. When do you learn?
20:10

43. What’s your
learning style?

44. The problem?
“Everybody is a genius.
But if you judge a fish
by its ability to climb a
tree, it will live its whole
life believing that it’s
stupid.”
- Albert Einstein

45. Learning style models
VAK model
Visual
Auditory
Kinesthetic

46. How do people learn in FM?
My learning style is predominately …
Visual Auditory Kinesthetic
Source: International Learning Styles Test, Jan 2014; 243 responses
47.11%
26.94% 25.95%

47. How do people learn in FM?
My employer takes my learning style into account …
Agree Not sure Disagree
Source: International Workplace Learning Styles Test, Jan 2014; 243
responses
26.41%
37.23% 36.36%

48. How do people learn in FM?
I think I’d learn more at work if I could learn in a different way …
Agree Not sure Disagree
Source: International Workplace Learning Styles Test, Jan 2014; 243
responses
28.57%
45.45%
25.97%

49. How do you learn?
Let’s find out …
?
Visual (red) Auditory (yellow) Kinesthetic (blue)
? ?

50. Social learninghttps://www.youtube.com/watch?v=-vyZl7hH7Eo

52. Thank you
David Sharp
Managing Director
E: david.sharp@internationalworkplace.com
T +44 (0)7787 523138
Skype: david.sharp.intworkplace
#BIFMKLE @Look_Sharp