FACILITIES MANAGEMENT JOURNAL JOBS
FM CAREERS - TRAINING
Developing and growing talent is a subject
that is very close to Atalian Servest’s heart.
As a company that has grown from its
humble beginnings in rural Su olk to becoming
part of a global firm that employs more than 27,000
employees in the UK and over 125,000 around the
world, we believe in spending time talking about
talent management; debating how we can find,
nurture and retain the individuals that will drive
the business forward now and in the future. For
us, it is not about ticking boxes or ‘processes for
processes sake’; it is about identifying the
people who will make a positive
di erence to the entire
business - and you can only
do that by looking at
who is out there and
having conversations
with those who are
already working for
your company.
Businesses have
a responsibility
to o‡ er people a
progression path.
You should, therefore,
seek to promote from
within whenever possible.
What’s more, if you want to
attract and retain talent, you need
to give your employees something to be
enthusiastic about - especially colleagues who are
keen to progress and develop their skills base. By
focusing on internal learning and development, you
will equip your sta‡ with the tools that help them
fulfil their full potential. If you only ever recruit from
within, however, you will inadvertently hamstring
your organisation in the war for talent. People that
come from outside an organisation o en bring with
them di‡ erent ideas or insights that may prove
valuable.
FUTURE LEADERS
Managerial success is o en quantified by the
quality of the people coming up from underneath
the managers in question. The managers at Atalian
Servest, and the supervisors across the divisions,
actively question how they can give their sta‡ more
access to development. A lot of people at the top
of our organisation have grown up through the
business – both our CEO and COO for the UK, for
example, were promoted internally a er being
part of our Leadership Development Programme.
Nurturing internal talent has become embedded
into our culture.
In short, these individuals make a di‡ erence
to the business and we have seen a real return.
This can only be because we have invested in and
supported them along their journey. As such, they
are passionate about giving back to the business.
APPRENTICESHIPS
Apprenticeships are incredibly
important to us. Our levy pot
is around £1.5million a
year. The impact this has
had on our business
is indisputable;
it has meant we
have been able to
develop and grow
talent and o‡ er
our people clear
lines of progression.
We currently
have over 500
colleagues studying
for apprenticeships - and
this doesn’t just mean school
leavers.
HIDDEN TALENT
Applicants to our Hidden Talent programme can
be any age and with almost any background and
any career ambition. When someone joins the
programme they are given first class training and
guidance throughout, while gaining real world
experience in their chosen field. We believe it is a
great opportunity for those coming out of education
and looking to get their foot in the door of our
industry. But it is also designed for those looking
for a change in career. With Hidden Talent it is
possible to study while working all the way up to a
fully funded MBA. There are over 60 apprenticeships
available at Atalian Servest, with qualifications in
leadership and business administration to FM and
hospitality.
We also o‡ er functional skills training which is
English and Maths training. We o en TUPE over
sta‡ who do not have English as a first language
or, in some cases, do not speak English at all and
giving them the opportunity to improve these skills
benefits us, our clients and of course the individuals.
DIGITIAL FUTURE
There has been a lot of talk around upskilling in the
sector – with technology promising to transform
the FM profession. This comes down to making
sure sta‡ are multiskilled and hold many attributes
under their belts, but it can also be specific to what
service line you are o‡ ering. Security licenses,
for instance, are changing and now include cyber
security. Having a UK security arm that turns over
£52 million, this is something we have needed to
adapt to and make sure we implement throughout
the division.
We have been working closely with our Chief
Digital O‡ icer, Lewis Richards, to find Digital
Champions and kick start our own programme
for how we roll out digital upskilling. We have
pinpointed people from all corners of the business
who are enthusiastic about technology as well as
those who have digital transformation as part of
their roles.
When your o‡ ering is built around people, it is
crucial that you support individuals in all stages of
their career development. This ensures that you
have the skills necessary to run the business as and
when workforce dynamics change. At every level of
an organisation, you need to have people ready to
step into other people’s shoes but also people who
can adapt and learn quickly or who bring specific
skills from elsewhere. Do nothing and your business
will come to a grinding halt.
NO TRAIN NO GAIN
The facilities management sector represents a diverse range
of talents, from those on the career management path to
front line operatives, many of whom don’t have English as a
fi rst language. Kelly Howell, HR Director for Atalian Servest
describes how the fi rm aims to upskill all of its staff
In short, these individuals
make a diff erence to the business
and we have seen a real return. This
can only be because we have
invested in and supported them
along their journey.”
LATEST JOBS ON FMJ
REGIONAL FACILITIES MANAGER
Salary: £55000.00 - £60000.00 per annum
Location: Norwich
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SENIOR FACILITIES MANAGER
Salary: £70000.00 per annum
Location: London
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DIRECTOR OF CAMPUS SERVICES
Salary: £71,910 - £84,150
Location: Liverpool
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FACILITIES COORDINATOR
Salary: £27000 - £30000 per annum
Location: London
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