Align Employee Training With the Preventive Maintenance Lifecycle
Facilities team members know as well as anybody that preventative maintenance isn’t a one-time initiative; instead, it’s a dynamic life cycle. It’s important for preventative maintenance plans to reflect that, accommodating the natural evolution of facilities, technologies and equipment. One area where that dynamic focus can be most prominent is in employee training.
Drawing on his experience in workforce training and technical upskilling, commercial HVAC facilities maintenance market director Dan Clapper explains how thoughtful, continuous training empowers teams to respond more effectively to equipment challenges, strengthens collaboration among technicians of all experience levels and ultimately reduces operational costs.
Why should facilities teams think about preventative maintenance as a “life cycle,” and what are the phases of that life cycle?
Most PM programs die the day they are written. They start with good intentions but sit in a binder or on a shelf while the real world changes around them. Facilities and people change, equipment ages, new techs join… so a one-and-done plan won’t hold up. It is best to see PM as a lifecycle. There are four simple phases:
- Assess & Plan: Gather your data, both on equipment and people. What’s breaking, why, and who’s ready to fix it?
- Implement & Execute: Don’t just tell people what to do. Make sure they understand why it matters.
- Monitor & Optimize: Track what’s really happening, from failures to task times to skill gaps.
- Continuous Improvement: Loop back, get your technicians’ input and evolve the plan.
When thinking about preventative maintenance, organizations overlook the importance of training. Why do you think that is?
Because everyone is busy putting out fires. Training feels optional when we are short-staffed or chasing work orders. I always say that is exactly when training is needed most. If I can reduce mean time to repair or first-time fix rates through training, now my team can be more efficient and agile when the work orders pile up.
Why is team training so integral to preventative maintenance?
What I love most about team training is what happens between the lessons. When you bring new techs, senior techs, and supervisors together, you start to see real collaboration. The experienced folks share field stories and hard-earned wisdom, while the newer team members introduce new tools, technologies, and ways of thinking. That blend of old-school know-how and fresh perspective is where real growth happens.
What are some of the most common obstacles or errors within preventative maintenance life cycles – and how does adequate team training help to overcome them?
The biggest one I see is what I call the “game of telephone.” Everyone’s just doing things the way the last person showed them. Over time, shortcuts and habits creep in. Training resets that and gives people a common standard and the reasoning behind it. It also helps close gaps between techs. Maybe one person takes an hour to replace a motor, and another takes six. Once you see that data, you can train for it.
What is the typical cost impact of unplanned downtime within an organization, and how can proper training help reduce that downtime?
Downtime is expensive, no matter what industry you’re in. Lost production, overtime and third-party calls all add up fast. Proper training keeps that from happening because it improves first-time-fix rates and reduces mean time to repair. When techs understand both the system and the process, they can diagnose and fix problems before they spiral.
What are the “must-have elements” of a high-performing preventive maintenance training program?
Start with good data. What are your biggest failure points? What are your team’s skill gaps? Then, keep training short and consistent. Even 15-minute sessions can go a long way. Make sure you blend in the why, and not just the how.
In what ways can investing in training lead to faster repairs, fewer breakdowns, and safer operations?
I’d like to take the alternative question behind that. Most techs complain that training slows them down. Many times, it is because it is generic or not relevant. When you can provide the right type of training that actually helps them build confidence and competence, the results will speak for themselves. Techs will want to do the right thing.
How can organizations measure the success of their preventative maintenance programs? What metrics or KPIs should they track?
Look at both the people metrics and the performance metrics. On the people side: confidence levels, task times and how fast new hires ramp up. On the business side: MTTR, first-time-fix rate, planned vs. reactive work ratio, and downtime cost. When those move in the right direction together, you know the training is working.
What are some concrete next steps or recommended actions for upskilling maintenance technicians?
Start small and focused. Pick one asset type, maybe pumps or VRF systems, and build a short training sprint around it. Do a quick assessment first, launch a few microlearning sessions, then observe and coach on real work orders. Once that loop is working, expand it to the next system. The goal is to build momentum.
How can organizations ensure that maintenance protocols remain effective and up to date as assets age or conditions change?
I encourage teams to involve both technicians and leaders in that process. Techs see problems first and know which procedures are outdated or unrealistic. Combine that feedback with data from your CMMS or sensors, and you’ll keep your protocols current, relevant and practical.
Dan Clapper is the commercial HVAC and facilities maintenance market director for Interplay Learning, the leading provider of online and VR training for the essential skilled trades. He has more than 25 years of experience in HVAC service and installation, wholesale sales and distribution, and manufacturer training.