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 di erence 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 e ective 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 e ectiveness 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 e ective 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 di erentiating factor between you and your
competitors.
Amongst FM professionals, ongoing career progression is
commonplace. With many senior members of ABM starting o their
career as an apprentice, it demonstrates the endless possibilities
22 MARCH 2020
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 e ectively.
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 a ect all areas of the business. So, for a greater
understanding, job rotation can achieve this by highlighting di erent
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 e ective 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.
Do you have a question that you’d like
answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
FM CLINIC
Chris Townsend
ADVICE & OPINION
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.”
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