Huw Hilditch-Roberts argues that now, more than ever, is the time for FMs to be thinking about investing in professional development.

One could hardly accuse facilities managers of shying away from qualifications.  Indeed many are recognised for their particular area of technical expertise; but when it comes to management qualifications, far fewer have sought the opportunity to become officially accredited. This discrepancy between skill sets, where the perceived importance of recognising sector knowledge outweighs formal managerial qualifications, happens in many industries. Graduates emerge from university and, as their individual experience grows, so too does their role and responsibilities. They take on a position in management and are expected to inspire and motivate individuals in their team, not to mention managing budgets or implementing business plans designed to drive the organisation's strategic goals.

 Arriving by accident

As a typical facilities manager progresses their career, many find themselves taking on this role with little in the way of professional development to help build the skills needed to be a good manager. People in this position are sometimes known as an 'accidental managers' - a phrase which describes individuals who have reached the level where they are leading a team as a result of meeting targets, rather than proving they have the skills to manage effectively. There are, as with any discipline, elements of management that can, and should, be learned on the job. But for managers to feel confident and be successful in the long-term, experience should go hand-in-hand with continuous professional development. It should not come by accident.

Against this context is the belief that giving managers the opportunity to undertake management qualifications will not only expose them to best practice management techniques, but also give them confidence in their abilities which, on completing a qualification, can be officially recognised and accredited.

With this in mind, research by the Chartered Management Institute explored a wide range of benefits for the individual in taking a nationally recognised management qualification. Greater financial rewards came out as a significant incentive, with over half of managers agreeing that they offered the potential for higher earnings. This has been followed by analysis of Labour Force survey data over six consecutive quarters - the result of which shows that individuals stand to boost their earnings by achieving 'professional status'. In today's money terms, an individual's lifetime economic benefit from holding professional qualifications and membership of a professional body has been calculated at £152,000. In addition, individuals with professional recognition enjoy a 37 per cent earnings premium over their colleagues. Going further, it has often been suggested that qualifications also impact on employability and now the proof exists. According to the data, those with a professional qualification have a 9 per cent increase in the probability of being employed. Put this in the context of a tightening UK labour market, not to mention the competition brought about by globalisation, and it quickly becomes clear that professionalism pays.

 Opening doors

It also seems that individuals believe that achieving qualified management status will make them more 'portable'. In fact, 95 per cent believe 'portability' is the new 'career passport' meaning that if you want to stand out from the crowd, the onus must be on you to 'get qualified'. Yet, being qualified is about more than holding a certificate. Increasingly the emphasis is on the importance of having broad-based management knowledge which is applicable in a variety of contexts.

That's why, as managers move roles within their organisation or decide to move to another organisation, professional management qualifications offer them skills that can be transferred to different jobs and challenges. Having these qualifications is evidence to employers that individuals are adaptable and capable of taking on broad new roles.

And, in an environment which suggests professional qualifications are increasingly becoming the fundamental way employers choose between candidates, it makes sense to invest time and effort into demonstrating your worth. After ail, those managers with a professional qualification are more likely to be noticed – and retained - by employers because they can easily demonstrate a positive impact on business performance.

It is precisely this practical element which seems to attract so much attention. Employers are by no means arguing that 'any qualification will do'. On the contrary, they are looking for practical application on one hand and proven capability on the other. So take a moment to think about your achievements.  Can you honestly say that improvements in the workplace are down to your ideas or your initiative? If you can, can you prove it?

Being able to offer proof matters because there is a growing body of evidence to suggest that management skills impact on organisational performance. And it is this point that should make employers stand up and take note. The type of skills provided by the CMI and other professional bodies are the high-level kind without which our economy cannot compete and survive. Indeed, the importance of high-level skills has been highlighted by Lord Leitch and many others, but it is not about perpetuating an elite. Professional development is open to everyone. By being 'open access', they ensure individuals can build transferable skills no matter what their previous level of formal qualification has been.

Two-way street

But giving staff the opportunity to develop skills is only part of the answer. Organisations should recognise that in a competitive labour market, they need to make themselves attractive to the best talent if they want to recruit and retain facilities managers who can drive and support the business.

In wider research, the Institute found that development opportunities, including qualifications, are a very valuable addition to the remuneration packages on offer. In fact, over a third of individuals said that they actually joined their current organisation because of the development that was available to them.

Perhaps this is why organisations are now saying that qualifications play such an important role for them, both externally as well as internally. Not only do they attract new recruits; they enhance an organisation's professional reputation to customers and stakeholders.

Of course, there are still a number of barriers that facilities managers and their employers will have to overcome if qualifications are going to live up to expectations. In the Institute's research, the majority of respondents thought the success of management qualifications would depend upon the overall qualifications system becoming clearer and, as a result, more accessible. It seems that the system is too confusing, with 65 per cent saying that there are too many different types of qualification and 51 per cent claiming that the levels are too confusing. However, one of the most widely felt drawbacks is the impact of study on a manager's time. So in addition to being confused over the various types of qualification available, the majority of respondents in the Institute's research said that doing qualifications diverts energy from family commitments and other interests.

There is also the issue of financing a qualification - often an expensive project. In the Institute's research, many said they would use their own personal savings for funding qualifications. Others suggested they would seek match-funding or part-funding from their employer. Clearly, organisations have a key role to play in helping managers up-skill through qualifications. Not only can they assist when it comes to funding, but employers can provide additional support for managers taking on management qualification.

If the key barriers are the complexity of deciding which course to take and the sacrifice of giving up personal time, employers can step in to offer support. Why not, for example, ask for study leave to ease the pressure that comes from trying to balance a qualification with full-time employment and personal commitments?

The good news is that there is a hunger to challenge the status quo. Clearly, there is also an understanding that now, more than ever, is the time to invest wisely because if organisations think that developing competence is expensive, they should take a moment to consider the cost of incompetence.

Huw Hilditch-Roberts is Deputy Director of Membership at the Chartered Management Institute.

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