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MARCH 2020 21
FMJ.CO.UK
agile working becoming a trend within FM.
The facilities sector has always been renowned for low
salaries, but we believe that changing this may do more
harm than good. Rises across the board would cause
companies to become uncompetitive and hurt profits
and margins. In order to combat this, we would advise
FM companies to set in place clear review programs,
o ering clear targets and promotion plans. Increasing
growth, development and salaries in one sweep, this
could really improve employee satisfaction rates and
help facilities sta gain the confidence to grow within
their role.
Promoting from within is another great strategy for
retention. Filling a vacancy by giving someone a step
up will increase their satisfaction and give you a new
manager that knows the way your organisation is set up
already. Culture fits are just as important when hiring
new sta – ensuring that your employees believe in
your core values and match your brand will keep them
enthused.
Honesty and integrity from the very start of any
employment
could improve
many
companies at
on-boarding
stage,
increasing the
satisfaction
of employees
from day
one. Whilst
implementing
progression
plans, giving
clear and
measurable
targets are
the key to retention, just being open with sta is a
much simpler solution. During the interview stage,
it is important for organisations to give an accurate
representation of the role, before the new employee
starts.
Recently, some professionals have been looking into
joint revenue streams to combat the sector salaries.
Freelancing and consulting have become more popular,
and now some sta require more flexibility in their 9 to
5’s. Companies that get ahead of this curve and o er
more agile arrangements around this will be much
better in the long run.
We speak to a lot of facilities professionals and we
see that some organisations o er benefits and perks
but don’t o en have buy in from the top. Perks like
working from home, shorter work weeks and o -site
training are dangled in adverts and at interview stages
but go no further once employment commences.
Losing a level of trust in the early stages can easily give
employees a feeling of being undervalued, even if their
direct managers have only the best intentions for them.
Decisions at board level to stop flexible working could
really detriment the overall experience from the top
down.
In order to attract and retain talent, organisations
should really be looking to streamline their overall
value. O ering support, flexibility and trust will
really help when attracting talent, and planning for
development and progression will increase retention
chances. We would encourage employees within the
sector to challenge their employers. Are they receiving
promotion targets? What are they currently gaining from
their current situation?
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 o en 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 di erence 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
FM CLINIC
Coleen Cloherty
David Sharp
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