The facilities management sector is often focused on cost and delivering service with efficiencies. In addition, a high level of TUPE activity has led to many employees lacking job security or career stability.
To enable us to grow and achieve our objectives we have to ensure we stay focused on people not just on costs. However, as a sector, facilities management faces a number of challenges. Firstly, many students are not aware of the career opportunities available within this area of engineering, particularly in specialisms such as air conditioning and refrigeration. More needs to be done to educate potential new entrants and their key influencers on the fulfilling and dynamic careers facilities management engineering presents.
Secondly, we have an ageing workforce with those holding years of skills and experience retiring. We need to look at how we can ensure this knowledge and experience is not lost.
These challenges demonstrate some of the reasons we decided to establish an industry-leading training, learning and development facility – The Arcus Academy. It was clear nowhere was offering the full training experience engineers required so we set up a purpose-built training and development centre. The Arcus Academy offers practical learning for our engineers so they can develop the specific skills required to better serve our client base. And it will support the future lifeblood of the industry through its work with local colleges.
In addition, to ensure employees remain engaged and committed in our turbulent sector we have developed a Value Me programme to establish pride and engagement. The initiative focuses on four key elements: ‘recognise me’, ‘involve me’, ‘develop me’ and ‘support me’. Rather than just rely on what experts say drives engagement we turned to our 849 colleagues and asked them directly what is important for them.
We’ve also ensured that development and engagement are high on the board’s agenda. Our HR team has been purposely split into two, both sides led by board directors. One side covers operational aspects such as recruitment and legislative requirements, and the other covers learning, development and engagement.
The results speak for themselves. The percentage of responses for our employee engagement surveys has increased from 56% in 2013 to 74% in 2016. We have stabilised our staff retention, and in some cases we have been reappointed by clients without retendering. This is certainly not the norm in facilities management procurement processes.
We have ambitious plans for the future and our staff are at the heart of these. We’re committed to maintaining our focus on their engagement, filling the talent pipeline, and ensuring people see the value in a fulfilling career with us. With clients driven by cost it is essential we break the facilities management mould to set the benchmark for both employee engagement and the service these staff then deliver, to ensure we continue to prosper.
Michael Ridgett is learning and engagement director at Arcus Solutions
