Four C’s of colleague retention

Jasmine Hudson, Outgoing Chief People Officer at Mitie, outlines four cultural pillars that can help drive colleague retention in FM

In the fast-paced environment of FM, attracting and retaining talented colleagues will always be crucial for providing a reliable, high-quality service with minimal disruption. While in recent years our industry has undeniably evolved through the shift to hybrid working and embraced the ability of technology to create efficiencies, the need for strong teams with great people skills, who can develop long-standing customer relationships remains. By fostering an environment where colleagues feel valued, supported, motivated, and a sense of belonging, organisations can ensure their teams are not only retained but are thriving in their roles.

In FM this happens most effectively when leadership on both the FM side and customer side align on a shared vision and work in partnership at both a local and organisation-wide level to engage all colleagues in a collaborative culture. This enhances not only culture but also performance. As pioneer of corporate culture, Larry Senn once said: “Culture is not an initiative. Culture is the enabler of all initiatives.”

We’ve found the best partnerships are formed when there is a culture which embodies the four C’s: collaborative relationships, cutting edge technology, consistent quality, and care for colleagues. These ‘four C’s can set FM and customer teams up for success which every colleague can contribute to.

FOSTERING COLLABORATIVE RELATIONSHIPS FOCUSED ON A SHARED VISION

Collaboration is the central pillar in creating a positive workplace culture. When colleagues work together openly and effectively in FM and bring together multiple perspectives, they can achieve greater results. This can be done by bringing teams together to agree shared values or formally through a framework like ISO 44001, which helps with managing collaborative relationships with stakeholders, ensuring positive outcomes for all.

FM colleagues who are clear on what the shared vision is and are engaged with it are more likely to feel like an extension of a customer’s team that embody their values. Incentivising team members to be ambassadors of both organisations brings a sense of belonging and drives pride in their work. Smart FMs will take the time to foster this culture by having their ear to the ground to understand their customer’s organisation inside out and embracing its values across environmental, social and governance factors.

EQUIPPING COLLEAGUES WITH CUTTING-EDGE TECHNOLOGY

The FM industry is not one to stand still. Technology is evolving all the time. When armed with the tools and technology to enhance the way they work, as well as being provided with access to training and opportunities for growth, colleagues are more likely to bring their best selves to work. Data and reporting can provide valuable insights to colleagues that help them proactively improve services.

This is important not just for the on-site team but for those in other critical roles like IT or operational excellence. If they have access to ways of innovating, a continuous sense of pride in their work can be built.

CONSISTENTLY STRIVING TO BE THE BEST

Strong teams will consistently strive to be the best, but different people will be motivated in different ways. If people have pride in their work, it really shines through so it’s important that employers consider the different and diverse needs of individuals within their workforce. Tapping into these individual motivations will contribute to the whole and while some people might thrive when offered opportunities for growth through skills-based training and apprenticeships, others might look for the opportunity to showcase subject matter expertise or try something new. For large workforces, localised incentive schemes will ensure consistency of outcomes across the board and a sense that there is unity throughout the organisation.

SHOWING YOU CARE AS AN EMPLOYER

Saying you care and showing that you care are two different things and colleagues can spot the difference a mile off.

Showing you care starts by listening and understanding what colleagues really want. Only then can you start to act in their best interests such as ensuring that the benefits on offer, your approach to diversity or the wellbeing practices of the organisation align with the needs and wants of colleagues. There are many platforms that can be put in place like colleague surveys and listening sessions as well as in person and virtual forums that offer direct access to management and senior leadership to help ensure everyone has a way to voice their feedback that they feel comfortable with.

Establishing a feedback loop can take time and effort but it is worth it for colleagues to feel they have been heard… and the reward is engaged colleagues who will not only stay with the organisation but say great things about it and go the extra mile for customers.

CULTURE CREATES GREAT PARTNERSHIPS

A workplace that listens and that enables colleagues to thrive now, and in the future, will find it easier to attract and retain great talent and will forge stronger relationships with customer organisations. Leadership on both FM and customer side can unite to drive cultural excellence and build one united team. Taking Senn’s ethos one step further, culture is not only the “enabler of initiatives”, but also the enabler of true partnership.