FMJ Facilities Management magazine providing industry-specific intelligence to FM and property professionals
THE L&D EXPERT’S VIEW
DAVID SHARP,
CEO, INTERNATIONAL WORKPLACE
Google the phrase “what do employees value the most” and it won’t take you long to come up with a long list of answers. Financial reward is there and shouldn’t be overlooked. However, many of those benefits relate to the opportunity for individuals to develop personally and professionally in their role; the freedom to work in a way that fits with their lives; and the sense of worth that they gain from the work they do. This last point is enhanced by recognition from leaders and peers, and the camaraderie they enjoy with colleagues.
Facilities management all too often fails to attract new talent into the sector. This may not be news but it is nevertheless true. As a member of the judging panel for the Pattenmakers Young Facilities Manager Award, I am reminded every year just how many entrants arrive into the industry from unrelated administrative roles or as a result of TUPE transfers or business restructuring.
To attract new talent into the sector, we need to promote facilities management better to sell it as the exciting, collaborative and influential discipline that it is. FM does tick many of those boxes that employees value. It helps charities deliver vital services to people who need them, to make every penny count. It keeps production lines rolling and aeroplanes in the air. It allows everyday people to go about their lives and return home safely and securely every night. It’s a career where you can make a difference to your employer. So I would be looking to emphasise the impact that an FM role can make, not just for the organisation but for the people it serves.
As far as specific organisations are concerned, I think culture plays a vital part in helping to attract the right sort of people, to answer questions such as: is this the sort of place I can see myself working? And does it reflect my values?
I’m not so sure that an eye-catching work environment or innovative perks contribute much to retention. Doing meaningful work that makes a difference and is valued by managers is surely more influential. And the trend towards self-directed learning – a ‘pull’ approach that lets people acquire skills and knowledge that interest them – is likely to be much more effective than a narrower ‘push’ approach that forces them to learn what interests their employer.
What links these elements is engagement – something we see as an essential metric for measuring the effectiveness of personal and professional development. Engagement is, by definition, about actions and not states, taking place continuously over time, rather than at specified periods. In learning and development circles, the most effective approach to encourage engagement is through subtle interventions – campaigns, nudges, rewards – rather than the traditional course or training programme.
Continuous engagement is a two-way street. Showing you care about your people by valuing their work, and putting them in control of their own development, is likely to result in higher retention, improved productivity, and better service.
THE HR DIRECTOR’S VIEW
CHRIS TOWNSEND,
HR DIRECTOR, ABM
The facilities management industry has been battling against an image problem for years. There is a perception that facilities management is all oily rags and no prospects, which couldn’t be further from the truth. In response to the report findings, it is clear that the issues highlighted are cross sector. So how can the FM industry implement a reliable strategy to attract and retain leadership talent?
To attract talent, it is important businesses communicate their core values in the job spec and interview. Whether this is a substantial focus on sustainability or a passion for introducing FM to young people, if candidates feel a strong connection to the business and its priorities, it could be the differentiating factor between you and your competitors.
Amongst FM professionals, ongoing career progression is commonplace. With many senior members of ABM starting off their career as an apprentice, it demonstrates the endless possibilities available. The apprenticeship levy is a clear example of how future leaders can upskill within their role. Through utilising the levy, ABM UK has enrolled 59 mid-senior managers on leadership programmes this year through our partners, Grant Thornton, Activate Business School, TAG Advance, and Open University. The objective of these programmes is to build upon managers’ skills and confidence, enabling them to lead their teams more effectively.
General business exposure means new recruits are given an understanding of the company’s long-term goals and what their role is in achieving them. In leadership development, future leaders may make decisions that affect all areas of the business. So, for a greater understanding, job rotation can achieve this by highlighting different perspectives within the business.
The best strategy for retaining leadership talent should include creating a positive social culture, ensuring team members have a challenging workload, regular support, constructive feedback and rewards.
Firstly, one of the main issues raised in the report is the importance of positive relationships amongst colleagues. Businesses need to nurture these relationships, build a strong social culture and encourage team-building opportunities.
Monotonous work can lead to a decrease in productivity so to safeguard this, check in with your leadership team to make sure they feel appropriately challenged. Giving them challenging projects will reveal their capabilities and capacities, as well as develop their critical thinking skills.
Your aspiring leaders need to feel that there is someone they can turn to for advice, guidance and support on a professional level. Regular support is key to ensuring the retention of talent as it gives the leader the opportunity to raise concerns or ongoing challenges and address the accordingly.
In addition to support and mentoring sessions, constructive feedback lets them know how they are performing. The end goal of this would be to anticipate any performance issues and identify if workload or strategy needs to be changed to prevent them.
Finally, recognise your future leaders’ achievements by rewarding them with a new job title, increase in salary or a greater stake in the company. As the report highlights, 47 per cent of those feeling dissatisfied in their role felt undervalued by their employers. Reward them and your future leaders will appreciate the gesture, feel more motivated and committed to sharing in the vision of your organisation.
My advice to facilities firms is to implement and follow these simple but effective steps if they are not already in place. Trust me, you’ll be pleasantly surprised as to the huge impact this can have on your business.
