What makes Resicom different?

Every company has a distinct culture- the history, the creativity, the ingenuity behind what keeps the company growing and moving forward. We call these legendary stories.

Thanks, in part to Resicom, my brother and I have been able to buy a beautiful home.  The company is about consistency.  Consistency with what we offer clients, but also consistency with employees.  Resicom believes in offering a level of stability to technicians that normally aren’t used to having consistent incomes that can be counted upon.  Resicom doesn’t hire technicians just in the busy season, only to lay them off in the slower months.  I don’t know many other companies in the trades industry that offer salary positions to employees.  But because of this stability offered, I’ve been able to purchase a home, enjoy vacations, and experience a quality of life that I have worked hard to achieve.   I would like to think that I have grown up with Resicom, and I look forward to many more prosperous years.

It should be normal for companies to help its employees fulfill their need to give back to the community.

Let’s face it.  We call it work because it’s time spent away from family, friends and personal interests.  But what if you can find a job for which you have passion, interest and inspiration?  Suddenly, achieving a work/life balance becomes more feasible.  Now factor in the company’s responsibilities to help you find fulfillment in addition to your daily responsibilities.  Companies which provide their employees outlets for community involvement, social interaction and volunteer opportunities report a greater morale among their workforce.  Companies are recognizing that promoting these endeavors is more than a self-serving PR boost.   Such activities encourage employees to engage in interaction that perhaps they wouldn’t have considered finding on their own, but once involved find incredibly rewarding.  Skills are often developed and hidden talents even rise to the surface that perhaps aren’t utilized during the flow of a normal workday.  People who have never had the opportunity to participate in a leadership role may find they are in fact quite savvy at organizing a volunteer activity for the department. People who are shy often emerge from their comfort zone when interacting with co-workers in a non-work environment. 

Companies need to think beyond the structured team building activities of picnics or retreats.  Though enjoyable and a tried and true component of employee interaction, it doesn’t necessarily provide the same sense of satisfaction that comes from participating in altruistic activities.  When employees work side by side at volunteer efforts, a relaxed and easy camaraderie emerges.   A company recently hosted a picnic.  But this picnic had a twist.  The guests of honor weren’t the employees, but underprivileged children right before back to school.  Employees played games with the children, prepared their food, and sent each smiling face home with a backpacks filled with supplies for the new school year.  The response amongst employees?  ”One of the best company picnics I’ve ever attended.”   

What makes Resicom different?

Every company has a distinct culture- the history, the creativity, the ingenuity behind what keeps the company growing and moving forward. We call these legendary stories.

Resicom has had countless family-oriented gatherings outside work with some of the best food you have ever eaten.   I think the people of Resicom truly enjoy each other’s company.   These gatherings don’t have the feel that it’s an obligation;  more work really disguised as a picnic.  One fun occasion that comes to mind is when the owner of the company invited everyone down to his farm for a family friendly weekend.  We had organized games, campfires, scavenger hunt, canoeing and ATV races.  These activities helped us really get to know one another outside of work.  The teams that worked together and found out each others strengths and weaknesses seemed to do better- not just that weekend during competitive games, but also back in the office on Monday.   Of course, I’ll never forget that weekend as the one where my brother flew off the back of the ATV and was sore for a week!

DePaul University’s Colemam Entrepeneur Center is hosting a business symposium entitled “Breakthroughs”.  Held at the Metropolitan Club in Chicago, October 28, invited speakers have been asked to present a 20-minute experience share.

Resicom CEO, John Fairclough will join a group of 18 accomplished business owners and industry leaders.  All speakers will share personal stories of a time when they had their back to the wall, and how their response to the situation propelled either a personal or professional breakthrough/ achievement.

Fairclough recently published a similar account entitled “The Moment I Thought We Might Not Make It” as part of a collection of entrepreneur stories for Sometimes You Have to Look Over the Edge and Not Blink featured on About.com.   Fairclough is the founder and president of Resicom, a national facility maintenance provider that believes in the bold pursuit of what normal should be.

What makes Resicom different?

Every company has a distinct culture- the history, the creativity, the ingenuity behind what keeps the company growing and moving forward. We call these legendary stories.

We asked our employees to share in their own words what makes Resicom unique.

“Resicom harnesses cutting edge technology to its fullest potential. Resicom doesn’t shy away from incorporating technology in a variety of useful ways. The entire office is completely Mac Based. IPhones are issued to both office staff and field technicians so that video and photos can be sent to clients to verify project status or completion. This has also enabled Resicom’s Kansas City branch to go completely green. By running the entire satellite office via iPhone’s email, documents do not need to be printed and are instead updated via web based project management software. The iPad can be used to receive real time project signatures for technician sign-off sheets onsite. Video clips are created and uploaded on the web to train technicians and clarify procedures on upcoming, onsite projects. It’s cool to show clients our cutting-edge project management tools and how we create project scopes and action plans that look nothing like anyone else in the industry’s.”

What makes Resicom different?

Every company has a distinct culture- the history, the creativity, the ingenuity behind what keeps the company growing and moving forward. We call these legendary stories.

We asked our employees to share in their own words what makes Resicom unique.

“Resicom is a pretty big operation but at its heart, it still has a small company feel. I feel I can still meet and interact with the CEO. I’m able to go to him with feedback of what’s happening in our company. Not only does he appreciate it, he invites it. Resicom is small enough to be able to go to the CEO with feedback. He set up mentoring meetings and in these he would come up with solutions for me. Being as busy as he is, that really means a lot to know that he takes the time to do something like that when he doesn’t have to.”

What makes Resicom different?

Every company has a distinct culture- the history, the creativity, the ingenuity behind what keeps the company growing and moving forward. We call these legendary stories.

We asked our employees to share in their own words what makes Resicom unique.

“It is refreshing to work for a company dedicated to bringing its staff together to create an environment where employees are given the proper tools to reach their maximum potential. The constant emphasis on learning and developing as an individual and as a team is one of Resicom’s strongest assets.

It’s one thing to say you are committed to growing people’s careers and development. But there needs to be something concrete in that statement. The Emerging Leaders Program was created to tap potential future leaders within the company. This group was given direct access to the CEO of the company, John Fairclough. Members of the group are able to learn from his insight and experience. John shared his thoughts and knowledge on company history along with his outlook and vision for Resicom’s future. John empowered the emerging leaders to take on company initiatives and projects. This provided the proper tools and structure for the group members to see themselves as true entrepreneurs within Resicom, building the business. John challenges the emerging leaders to think and act as not just employees but entrepreneurs within their own roles in Resicom.”

What makes Resicom different?

Every company has a distinct culture- the history, the creativity, the ingenuity behind what keeps the company growing and moving forward. We call these legendary stories.

We asked our employees to share in their own words what makes Resicom unique.

“The Director of Operations and I had a rather heated discussion regarding a pending project. Sometimes sales and operations don’t necessarily agree on how projects should be completed, (classic Yin/Yang). Resicom always encourages clear and courageous communication- that it is the only way to build trust. We were both comfortable enough with one another and this expectation to voice our somewhat rigid opinions. Even though we were both passionate about our position, we knew we could speak openly and honestly. Two weeks later when we were in the same city, we were at Cog Hill bonding over a few buckets of golf balls; and the client awarded the project the very next day.”

What makes Resicom different?

Every company has a distinct culture- the history, the creativity, the ingenuity behind what keeps the company growing and moving forward. We call these legendary stories.

We asked our employees to share in their own words what makes Resicom unique.

“Resicom is a environment where a group of type A personalities can thrive and flourish, without imparting physical harm to one another! Resicom’s CEO has surrounded himself with a wide variety of Type A personalities. The good news is, we are all driven to succeed, and have a degree of competitiveness amongst ourselves. Traditionally, Type A’s don’t function well as a team. Individuals don’t recognize that the same traits they possess, are what make other Type A’s tick. These traits that we pride ourselves upon are sometimes seem as a negative in others. The goal at Resicom has been to to channel this Type A energy into something useful, which is what we at Resicom do best. We strive to communicate with one another in a clear and courageous way. Within 10 years, these type A’s will exceed a multi-million dollar organization, personality traits and all.”

Resicom is committed to getting better at the things that matter to us.  We call it the bold pursuit of what normal should be.   It should be normal that a company can create opportunities for the employees that help build our business.

Open Position :: Dispatcher

The Dispatcher role in Operations is responsible for logistics coordination of all in-house resources including manpower, fleet, warehouse and stock.  This role reports directly to the Director of Operations.

Ideal candidate skill set

• Solid understanding of work scope within trades industry
• General knowledge base of various trades disciplines
• Familiarity with state labor laws
• Communicates well within different levels of organization
• Excels at relationship management and conflict resolution
• Ability to produce multi-media technician training resources
• Ability to coach technicians and promote development
• Demonstrates company culture, policy and procedure
• Thrives within and produces exemplary results in high pressure situations

Dispatcher is responsible for holding technician team accountable and tracking performance.  Dispatcher KPIs include revenue per technician, capital management and  project expediting.

Interested candidates should send resume and cover letter to likemindedpeople@resicomonline.com.  No phone calls please.

How does changing a 9-volt battery save a facility hundreds of dollars later?

A national retailer needed a systematic inspection of their facilities.  During these visits, it was determined including a procedure to check the battery in the exit door alarm system could prevent a more costly on-demand work ticket when the battery failed.

Scope of the Work

1.  Technicians should carry a supply of 9-volt batteries when conducting preventative maintenance at each location. 

2.  Attach piece of masking tape labeled with date onto battery.

3.  Open battery case for exit alarm system and inspect battery.  Batteries older than a set timeframe should be exchanged. 

Challenges 

1.  Typically a project meets obstacles during preparation or in delivery.  However, in this instance, the challenge of how to cut costs was the issue. This project became a solution to a client need.       

Solutions

1. The solution relied on company differentiators to make the project a success.  
2. Accountability – The client set the standard for at what interval the battery should be changed.  
3. Structure – The procedure was incorporated into the existing Preventative Maintenance Plan so the battery swap was not overlooked.  Checklist documentation ensures that details of systematic inspections are not forgotten.  
4. Communication – A simple piece of tape with the date communicates when to replace saving the client hundreds per location

Summary

By simply checking the shelf life of a battery, the client was protected against a more costly on-demand repair.  When the 9-volt battery fails, the system emits an alarm that must be turned off by an electrician.  This on-demand service cost approximately $200.  Being proactive during PM’s and having a checklist of items to inspect saves the client aggravation and expense.

It should be normal for people to communicate clearly and courageously, and save some of their finite resources.

If you ask anyone in the facility management “What is the most important key to success?” – The resounding answer will be Communication.  This one word is the key ingredient in all successful partnerships.

It is an indisputable fact – poor communication costs time, money, and occasionally even sanity. But how does the concept of good communication become tangible?  The answer is documentation that is relevant and clear.

Action Plans  Accessible information for project execution

Project Scopes can be incredibly detailed- but not all information is relevant to different parties involved.  For example, on-site facility managers need to know where technicians will be working and when.  Resicom has created one-page, color-coded action plans that can be easily posted within the facility.  This keeps everyone on the same page – literally.

Smart Sheets  Real time updates available online

Updates required hourly, daily or at pre-determined intervals can be easily accessed through web-based smart sheets.

Before and After Photos  Picture worth a thousand words

Technicians equipped with iPhones are able to send detailed before and after photos and video of project completion.  Supplemental information can be directly displayed on photos using geo-tagging and Jing programs

“Sometimes You Have to Look Over the Edge and Not Blink”

Resicom CEO, John Fairclough’s featured article on About.com recalls the moment he 

thought the company might not survive.  Many businesses, with Resicom being no exception, 

felt the strain of the economic downturn.  In May of 2009, two critical clients for the national 

facility maintenance company cut spend by 80% and 90% respectively.  The effect could have 

been catastrophic to Resicom forcing the company to close its doors. 

What could have been a devastating blow instead became Resicom’s finest hour.  From self- 

awareness came a structured recovery plan that addressed all areas of the company. 

Transparency within all levels of the company was key, and with full visibility, employees 

became part of the solution.

To view the entire story visit Business Cliffhangers on About.com.

It should be normal for people to know where they stand in the company and know how they are performing.

At employee reviews, one of the biggest sources of tension is when an employee feels misunderstood and that efforts and results have not been acknowledged.  When someone is blindsided in terms of performance, it is more likely that they will defend themselves aggressively. By communicating well and establishing a process on which people can depend diminishes misunderstanding.

Establishing a scorecard helps provide clarity when an employee begins a new position.  Each position within a company needs a scorecard.  It is a tangible that provides parameters for how an employee is expected to perform. A scorecard removes subjective conversations and discussions such as “I feel like you are not doing a great job”. Basically it helps manage without emotion.

Every other month employees meet with their coach (one’s supervisor).  A fixed agenda included scorecard review (the objective side of management) and the core value evaluation (where the coach provides feedback related to our core values). The coach’s role is to give feedback and find out how to remove obstacles that are hindering performance.

On the opposite months, employees meet with a mentor (an upper management person to whom the employee does not directly report, preferably someone from a different area of the company – for example, head of sales mentors operation project managers). This meeting agenda is set by the mentee and the conversation can cover current challenges, career development or other pertinent topics.

By executing the above items well, the employee is informed and engaged regarding their performance. This diffuses any misunderstandings about performance and “blind-sided” reviews.  When a situation arises where a person is under performing or a policy is violated, we execute the following “Performance Improvement Plan” strategy:

o      Outline improvements needed and what a successful improvement will look like

o      Set clear expectation for amount of time given to make the improvement

o      It is clearly outlined what consequences will be if not met

o      It is clearly outlined what benefits will be experienced if they are met

o      PIP delivered by head of HR and manager

o      Follow up – manager and HR touch base with the person independently at pre-determined intervals.

If someone is released, the discussion is not about them not performing well – they are well aware