By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service
At our recent Future of Field Service Meet-Up in Nashville, a question was raised about how service leaders balance the mandate to increase automation with the employees’ desire to maintain autonomy. I think this is a point that deserves more reflection, because both technological innovation and employee satisfaction are imperative.
The example used during the discussion was automated scheduling. An AI-based scheduling optimization tool takes many factors into real-time consideration to produce an outcome aligned to the company’s set objectives (often efficiency). When a company first introduces such a tool, it usually takes the place of a manual process where technicians have had anywhere from some to full control over their own schedules.
The answer can’t be to avoid leveraging technology that can save organizations significant time and money, as well as positively impacting customer satisfaction. On the other hand, talent challenges are real and companies prioritizing employee engagement and satisfaction see how doing so pays off in performance. Ignoring the employees’ frustration around losing autonomy also isn’t wise, so what’s a leader to do? Here are four suggestions.
Be Transparent with Your Service Automation Strategy
First and foremost, as you define your plans to incorporate AI and increase automation in field service, you need to be up front and honest with your employees. It’s important to keep in mind that there’s often an element of fear to frontline employees’ resistance, because they are afraid AI is here to take away their livelihood.
Now maybe you’d agree with many (most) of the service leaders I talk to that AI will not replace field technicians. If that’s the case, be sure you tell them! Moreover, give as many specifics as you can – why, then, automation is important. What you have in mind, how it will change their day-to-day but also what you will ensure remains the same. Information is power, in this case to put them at ease.
But perhaps you aren’t sure what the ultimate impact of AI will be on the role of the field technician in your organization, and that’s fair too. In this instance, I suggest sharing what you do know and being honest about what you don’t know. Being doom and gloom isn’t the goal, but neither is painting an unrealistic rosy picture. If it’s applicable, explain that as things evolve the company is committed to upskilling and reskilling technicians as needed. Some technicians may not appreciate that offer, but many will – and looking at the change you’re introducing through the lens of being surer of their future will be helpful.
Put Your Frontline Workers in the Drivers’ Seat
Most service organizations have a lot of opportunity to automate – meaning, very little already is. This might mean that you could consider starting with what your employees do want to automate, building comfort and acceptance with change before you move on to further phases that they find less appealing.
Giving employees a voice in the service automation strategy could have a couple of benefits. While it isn’t autonomy per se, it does give them a sense of control over what’s happening. Ask what they’d like to automate if they could, and if the suggestions make sense, see if you can start there. You’ll be alleviating friction points in their work days while building acceptance around the role automation has in your service operations.
Take Time to Understand Their Objections
If you have an initiative underway where it isn’t feasible to put your employees in the drivers’ seat, take the time to truly understand their objections. We talk a lot about “communicating the why,” and that’s an important step. But even before that step, it’s important understand their why – and far fewer leaders take the time to do this. Uncovering the root cause of why they are frustrated about the change you’re proposing gives you what you need to work toward adoption versus relying on being able to force compliance.
Take the automated scheduling example – what is it about the autonomy of creating their own schedule that they’re so upset about losing? Perhaps it’s something logistical – a quick stop to drop the kids off at school or a favorite coffee shop they like to stop at. Or it could be emotional – being “controlled” makes them feel like they aren’t respected or trusted. The root cause may or may not be something you’re willing to address, but again – information is power.
If we desire empowered employees, we must understand that the mentality of catching them doing something they shouldn’t be doing or the idea of wringing every last ounce of productivity out of them isn’t aligned to that goal. Instead, we should care enough to as leaders to understand what it is they are feeling or needing and then make an informed decision about whether that’s possible to provide. When this type of care is applied, along with honest communication, you’re creating a culture where employees feel heard and valued which often is enough in and of itself to overcome concerns and increase acceptance.
Share the Gains of Field Service Efficiency to Increase Buy-In
Most of the service leaders I talk to are looking at service as a competitive differentiator or growth opportunity and, as such, want frontline employees who are highly engaged, feel a sense of ownership in their work, and are committed to delivering customer outcomes. If that’s what you’re looking for, something like an automated scheduling tool is being applied because it’s a more sophisticated way of planning and executing work – not because you don’t trust your employees to spend time wisely or do right by the company.
If this type of employee/leader/company relationship is what you’re after, you may want to consider how you can share the benefits of automation with your employees. I’ve heard more and more examples of this recently – leaders and organizations understanding that the benefits of adopting more AI and further automation are real, but so is the need to treat employees well if you’re after highly engaged, effective talent.
These companies, who have realized benefits from automation, are looking at how to offer greater flexibility or even share some of the efficiency gains with employees. For instance, if the technology introduced is saving a technician five hours per week, three of those hours can be put back into work for a company efficiency gain and two can be theirs. While there’s no universal formula for what this looks like for each business, considering the concept is not only worthwhile but (I believe) important.