Developing FM
Facing up to the challenge of recruitment and retention PDF Print E-mail
Written by Michael Hewlett, Senior Practice Manager, The Management Recruitment Group, 2008   

In today's markets, the issue of finding and keeping good people is a core challenge for FM. It is no longer enough to place an advert in Situations Vacant and hope for the best. Michael Hewlett offers some advice.

  • How can the recruitment process be made easier?
  • What can you do to keep hold of your staff?

The current lack of qualified and high-quality professionals is affecting salaries and service levels in equal measure for those of us operating in the FM recruitment sector.

The talent shortage is as acute in the sector as it appears to be in the current England cricket team. We have never seen such demand, as the profession is increasingly recognised as an essential and integral part of any 21st century business. Unfortunately, unlike with sport, the industry still faces a massive profile problem.

How many of us have heard a teacher offer the sage wisdom: "Have you considered FM as a career choice?" It is almost totally ignored by those working in the media; and it is not often you'll see someone pop up in front of Simon Cowell and declare, "I've always wanted to be a facilities manager."

The recognition and status of the FM market has not grown in parallel with its ever increasing relevance and necessity within today's economy - and there is a considerable lack of quality candidates to fill the increasing number of vacancies in this arena.

So what can we do to recruit facilities managers and how do we make sure we keep them?

Think outside the box


It seems there are increased expectations from clients, with many looking for MScs or MBAs and other FM-related qualifications.

A lack of knowledge in the industry has resulted in employers making the British Institute of Facilities Management (BIFM) membership a pre-requisite for their roles, mistakenly thinking that membership means that a candidate has reached an acceptable level of accreditation by that body.

In reality, although the BIFM is doing some excellent work to develop its qualifications, gaining membership with the Institute is not currently dependent on a person passing their qualifications.

Employers mistakenly believe that BIFM is the equivalent of something like RICS, where a particular level of competency must be demonstrated before gaining this accreditation. This kind of confusion is unhelpful for the industry and should be addressed as a matter of urgency.

Employers sometimes also have unrealistic expectations of the candidates available in the marketplace and are unnecessarily restrictive in their recruitment criteria. For instance, when recruiting a head of FM in a legal firm, employers may insist that candidates have previous experience in a similar firm.

However, considering other sectors will give them access to a lot more candidates and might even bring some fresh ideas and innovations from other industries.

Being flexible in approach will not only give access to more choice of candidates but could also lead to a very valuable cross-fertilisation of ideas that could give clients a competitive advantage.

The FM market was estimated to be worth £115bn in 2007. This is a conservative estimate and is coupled with aggressive growth plans for the future.

The shiny buildings and facilities such as gyms and restaurants, together with flexible working, are all parts of the package that help companies to hook fresh talent of all types for their core business.

The work environment is a key deciding factor for people looking to move jobs and obviously all of these benefits need to be managed. This is of course within the remit of the corporate real estate and FM teams.

Employers in the UK are also competing with the ever expanding and increasingly attractive overseas market. As the FM sectors in Australia, Canada, Singapore, Hong Kong, the Middle East and South Africa grow, there is a demand for experienced, English-speaking FM professionals.

So companies are not only fighting for talent in the domestic market but in a global setting. Standard methodologies, such as advertisements in the trade press, are no longer the sole solution, although they can play a part in the overall strategy in raising the profile of a company.

Solutions


So, what's the answer? How can you make the recruitment process easier? Consider these suggestions:
  • Be more proactive and get hold of candidates that are not necessarily actively 'looking'.
  • Utilise the 'grey market' - as the population ages, so does the candidate pool. Age discrimination legislation has gone some way to help in utilising this market, but in reality many employers have set ideals that should be challenged, enabling them to access this very valuable resource in the industry.
  • Look at an interim solution; use a career interim FM consultant.
  • Network and aim for key competitors to get like-for-like candidates.
  • HR teams need to be recruiters, not just administrators.
  • Think laterally and don't just go for the obvious fit - what skills are transferable from other sectors and backgrounds?
  • Look at social and business networking sites e.g. Facebook, MySpace, LinkedIn.
  • Make yourself the most attractive client in the marketplace.
  • Salaries should be regularly benchmarked against the industry and competitors.
  • Benefits should be flexible e.g. the option to trade in a company car for extra holiday.
  • Encourage work/life balance.
  • Consider flexible working options; allow job shares or home-working.
  • Review and improve the working environment and conditions.
  • Think about improving your company image; understand what is important to candidates e.g. your environmental policy or your Corporate Social Responsibility programme.

The interview


This is such an important part of the recruitment process, but unfortunately many people do not give enough attention to it.

The interview is the first time that candidates come into contact with your company so you need to make sure that the process is clear, concise and transparent.

What can you do to improve this part of the recruitment process?
  • Ensure there is flexibility in the time you see people and flexibility in the process.
  • Have the key decision-makers and stakeholders at the interview to minimise the number of meetings required.
  • Provide the opportunity to meet potential colleagues.
  • Consider meeting over lunch, after work or in a social environment.
  • Look at psychometric and profile tests - culture fit is crucial.
  • Importantly, sell the company, the opportunity, the future and the potential - it's a buyer's market!

The offer stage


You need to ensure that the offer is properly communicated - and make sure you keep in contact with your potential candidate.

  • They need to know where they stand, and so do you.
  • Best to talk this through face-to-face rather than post a letter.
  • Candidates are likely to be speaking to your competitors so be aware of other interviews, offers and notice periods.
  • Be aware of any potential counter-offer from a current employer.
  • Keep in touch during the notice period - things can change.

Onboarding


Once the offer is made, it is vital that thought and preparation is put into the 'onboarding' or induction process.

A poor induction process can irrevocably damage a new employee's opinion of their employer. You need to take charge or things won't happen:
  • An induction is often overlooked - but it is crucial to get it right in order to prevent early resignation.
  • Be prepared for a new starter, and ensure that what was promised is ready and waiting e.g. office, car, mobile, clear desk, computer logins, security, car park pass, business cards.
  • Inform colleagues of any new arrivals and discuss organogram - where do they fit in?
  • Ensure there is a full health and safety induction, and issue a map of the building and a phone directory.

Retention


A survey by O2, the mobile communications company, revealed that praise is important to employees of British companies.

If companies were better at acknowledging when staff put extra effort in, 84 per cent of workers would be more loyal to their employers and 71% per cent would be more willing to go the extra mile when required, the survey found.

The first two years are everything, in terms of retaining the talent that you successfully recruited. Employees with less than two years' service are twice as likely to leave their organisations as those with more than two years' tenure.

A study of employee attrition rates by Sirota Survey Intelligence showed that staff with less than two years' service quit at an average rate of about 20 per cent a year.

What can you do to keep hold of your staff?
  • Arrange an early review meeting to ensure they are settling in and that both parties are meeting one another's expectation.
  • Arrange regular reviews and appraisals - consider 360° appraisals where feedback is given from all levels within the organisation. This is a valuable tool for highlighting any problems before they escalate to something worth resigning over.
  • Talk regularly and be open and approachable.
  • Publicise structured career progression.
  • Offer continuous professional and personal development. If people don't feel that they are progressing in their career with you, they will find a new company where they feel they can.
  • Ensure succession planning both up and down the reporting chain.
  • Communicate effectively what is happening in the business - on both internal and external issues.
  • Hold regular team building and social events.
  • Don't let FM become an afterthought. Facilities directors should be involved in key business decisions to enable them to effectively support the core business.
  • Be aware of travel burdens/long hours when covering multi-sites.
  • Listen to, and act on, any problems raised.

It is not always enough to rely on the skillset of a busy and overworked HR department to achieve the right solution.

A recruitment solution usually comes about as a result of a team of experts working together from inside and outside the recruiting organisation.

Finally, whilst there is still some ground to be covered, FM is becoming a widely recognised and accepted field with a growing number of jobs available.

Recruitment is a time-consuming, difficult and increasingly competitive process, so retention is key. The more successful your 'onboarding' and career development strategies, the less you will need to recruit.

In conclusion, your retention and recruitment strategies must be constantly reviewed, assessed and refined if you are to be successful in securing the best talent in an increasingly challenging marketplace.

Michael Hewlett is Senior Practice Manager with The Management Recruitment Group, has been working in FM recruitment for the past 10 years. Please visit www.mrgpeople.co.uk
 
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