A New Year, a new decade and a time for change.

It’s time to reflect.  Not just on another year gone but on the next 10-year horizon.

Economic growth should be stimulated now the UK has left the EU and entered a transition period until the end of 2020.  This, in theory provides at least 11 months of stability and with the shackles off, businesses can now finally plan with some certainty after previous deadlines were not stuck to and the UK remained stuck in Brexit limbo.

Businesses have responded quickly to the UK’s new political landscape according to a recent survey by IHS Markit and the Chartered Institute of Procurement & Supply (CIPS).  It suggests for example, that the services sector stabilised in December and that order books had picked up, with optimism at its highest level for 15 months.  This concurs with other surveys purporting that Britain’s economy is on course for a strong 2020. The services sector is particularly important because it accounts for around 80 per cent of the British economy.  It also happens to account for a large proportion of our client base.

Organisations need talent to grow and push forward with resourcing plans.  We are entering a period of significant change and the interim world has to adapt.  With the ongoing Brexit twists and turns and the immediate changes to the reforms to IR35 due in April 2020 to the private sector, there are currently more questions than answers.  I believe IR35 does provide an opportunity to ensure that interim assignments are more clearly defined and scoped with pre-determined timescales and objectives.   It reminds me of the ‘true’ interim market when this was the expectation and the norm before the new breed of interim became a thing, creating a ‘grey’ interim world where  it became a convenient route to a permanent role and over use of the title culminating in the growth of the ‘interim’ interim.

Our role is to consult with businesses that all face similar challenges and all need certainty and clarity to move their own organisations forward.   After all, how can we expect businesses to plan if they don’t know what they’re planning for? Resourcing is part of this planning process and certainly makes up the bigger picture when implementing New Year and new decade strategies.  Without the people to execute the plan, nothing happens. Without the flexibility and deliverables an Interim resource provides, the business can’t change.  Without the option of bringing in someone to take advice from, how are you sure the right decision or direction is being taken?

Doing nothing is not a strategy.  Businesses will continue to resource experienced executives in times of change, transformation, restructuring, crisis etc. but the reforms to IR35 quite frankly contradict the modern world we now live in where the effects of technology are quite profound.  Many organisation are becoming more automated regardless of sector, AI is growing and digital transformation is firmly on the agenda.  Flexibility is key. The next 10 years will bring about profound change and resourcing flexible talent must form part of the strategy.

For further information on Macallam Interim Resourcing or for a confidential discussion please contact Steven Wynne, Managing Director on 01423 804900 or steven.wynne@macallaminterim.com  or visit www.macallaminterim.com

 

Creating the environment for Digital Transformation to be a success

For digital transformation to be successful, companies need to focus on six pillars beyond just thinking of digital transformation as “Tech-enabled change."

Change is only possible by building the right kind of organization and people are an imperative part of this. The six pillars of digital transformation include; experiences, people, change, innovation, leadership, and culture;

1: Experiences

Business must understand the customer journey, behaviours and expectations before investing in technology. These expectations should be the basis of any investment and the way to do this is to focus first on the customer’s experience. This is why companies like Disney, Apple, Starbucks and Nike have become iconic. They lead with experiences and they create deep connections with their customers that go beyond a product or service.

Don’t forget about the employee experience, either. Every interaction your employees have with your company is critical. Are the technology tools you’re providing helping them do their jobs? Is your culture making your workplace efficient and productive? The positivity of this experience has the potential to make or break the productivity and effectiveness of employees to your business.

2: People

People might be the most critical part of the six pillars of digital transformation. Without the right talent or without focusing on your employees, your organization will struggle. Critically leaders need to put employees first. Companies that invest in their people, commit to their development and respect their ideas build a loyalty that makes change management much easier to realize within the company.

As technology such as AI, VR, and AR gain momentum, the key is to use this technology to create meaningful experiences that reach employees, customers, and others on a deeper level – still connecting human to human.

It is also important to remember that talent is still critical, even with advancements taking some of the work. Employees should all be on the same page, to push your digital transformation efforts forward.

3: Change

Any transformation can’t happen without change. People must get behind change in order to realize it. You should go into your transformation, understanding first-hand that change is inevitable—and it might be tough. Communicate your expectations to your employees. Develop a strategy to encourage change and deal with resistance at the same time. Provide the necessary tools and environment for employees to embrace and succeed in this change. If you do this effectively, it will lead you to the next of the six pillars of digital transformation.

4: Innovation

Transformation and innovation are not the same. To transform, there must be innovation. Innovation can be defined as a sudden spark of creativity that leads to the creation of something that changes the face of your business. These sparks can be more sudden or they can be incremental. Some of these innovations are massive and completely disruptive of business models while others make a small and meaningful difference that increases customer satisfaction or differentiates an offering in the market. Regardless, the implementation of innovative thinking throughout an organization is key to transformation.

Innovation requires a space of open communication, collaboration and freedom to create. Innovation should be constant, your business always working to further its products or services. Innovation also drives the digital transformation forward by allowing for open space for problem-solving when the going gets tough.

5: Leadership

Leadership can come in many forms, but if you want the organization to change, it must come from the top. In an article for Forbes last year, it was found that the majority of tech initiatives fail when the CEO is not involved. However, the CEO should not only be involved, but he or she should lead.

Leaders should be proactive and on the lookout for things coming down the pipeline. As technology moves quickly, there is no time to wait. As a leader, you should also bring order, instead of going with the flow. As much as technology can sound like the perfect plan, take your time to carefully examine all options. Think differently than the rest and lead others within your company to do the same. Don’t just follow the digital transformation crowd – lead it.

6: Culture

The past five pillars can all be wrapped up in one package and form your culture. When asked about where companies should start on a digital transformation journey quite often the question is framed as “What technology(ies) should we invest in to speed up our digital transformation effort”. However it is important to begin with “Culture! Digital transformation cannot survive without the right business culture. By creating an open space where employee and customer experiences reign supreme, where people matter most, change is planned for and innovation takes centre stage, you will then lead your organization into a culture that simply transforms on its own.

These six pillars of digital transformation are the backbone for success.  Focusing on these pillars in addition to technology will help your company get ahead of the competition and avoid failure.

 By Duncan Carter, Director Macallam Talent Resourcing.

 

      

FM services sector is on the up

According to the latest quarterly report from the CBI Service Sector Survey, the FM services market has seen a healthy boost in levels of business. 48% of companies surveyed reported a rise in business volumes, 22% increased selling prices and 47% an overall increase in profitability.

The UK services sector remains the largest part of the economy, accounting for about three quarters of economic activity and this increase in activity is mainly as a result of the wider economic recovery and improved confidence.

The other key development in the market is the recent trend in outsourcing and shift away from single service contracts towards bundled services and total facilities management packages. Private and public sector clients are now looking  to reduce procurement costs through seeking ‘one-stop-shop’ solutions, a trend which  is expected to continue.

What does this mean for the sector and how does this translate for recruitment? With the recent return to positive growth, the FM sector is now expected to continue developing with a predicted forecast of £23.2 billion by 2018.

In response to this companies are now required to upskill their existing workforce and attract new talented recruits capable of adopting new technologies in order for businesses to maintain their competitive advantage in the workplace.

Macallam remains well positioned within the FM arena to assist with any potential recruitment needs either on permanent or interim basis.

For a private and confidential discussion, please call 01423 704154 or email enquiries@macallam.com

Business leaders need to focus on adoption of new technologies not deployment

Large companies will all agree that in order to reduce the productivity gap, investment and adoption of new technologies is key; yet even with this investment why are people still working in the old fashioned way?

As recently quoted by Sacha Romanovitch, Chief Executive for Grant Thornton UK “we define ourselves by working in boxes, like when you’re running factory shifts and you need to be physically there. We have still not broken out of the paradigm of the industrial era”.

Top talent are now bringing their own list of job requirements including increased flexibility, job mobility, and teleworking so having the technologies in place to support these is vital for companies wishing to grow their skills pool.

Technology will help attract, build and retain the next generation of business leaders. Exacerbated with the increased number of Baby Boomers retiring and Millennials entering the workforce, the latter of whom have grown up with the Internet; companies really need to embrace the latest technologies and market intelligence and failure to do this will in the long term lead to a talent management crisis.

For further information please call 01423 704154 or email enquiries@macallam.com

For full details on the article click here

Q2 of 2015 sees a slow down in M&A activity in UK FM market

According to research by Grant Thornton, Q2 of 2015 has seen a slow down in Mergers & Acquisitions activity in the UK FM market.

Q1 was possibly artificially inflated with Kiers acquisition of Mouchel which has been the largest transaction seen in the sector since the private equity-backed buyout of Keepmoat in Q3 2014.

The slow down has been driven mainly by lower activity among international buyers following uncertainty in the UK market post July budget and the concerns regarding the potential impact of the increasing minimum wage. Large contractors are already confirming that increased labour costs will wipe out significant profits from their bottom line and that share prices have already seen a significant drop.

With this underlying level of uncertainty surrounding profits outlook, M&A activity is unlikely to pick up as clients need stability. Other evidence reveals that whilst most clients appear to trust the relationships they have built up with their contractor and are prepared to give them the space to watch how things progress, they are now quicker to consider re-tendering if standards slip; so the emphasis on people performance and delivery is key.

Unfortunately as an industry sector, whilst offering a wealth of career opportunities; people tend to fall into the FM profession rather than choosing it and with the impending retirement of baby boomers, the industry will be faced with severe talent shortage at middle and senior management level. Some key players are aware of the cost to the business and the importance of preparing a talent funnel.  

In response to this Macallam have developed a fully integrated recruitment solution to assist clients in becoming an “employer of choice”.


For further information please call 01423 704154 or email enquiries@macallam.com

 

Top 5 Interview Tips

If you're counting down the days till your next job interview, these helpful hints will help you get in the right mood so you can leave a lasting impression on the interviewers.

1. Do your research 

Preparation is the key to a successful interview and to getting that appointment you desire. It is the little things that make the big difference.  Fail to plan, and you plan to fail. You are certain to be asked specific questions about the company, so make sure you've done your homework on things like their last year's profits, competitors and latest product launches. Also take a look at the latest developments in the industry so you can converse with confidence. 

2. Practice key interview questions & answers 

Although there is no set format that every job interview will follow, there are some questions that you can almost guarantee will crop up. You should prepare answers to some of the most common interview questions about your personal strengths and weaknesses, as well as being able to explain why you would be the best person for the job.

3. Look the part 

Appearances shouldn't matter, but the plain fact is that you are often judged before you've even uttered a word. Make sure your shoes are polished, your clothes fit correctly and that your accessories are subtle. Dressing one level above the job you're applying for shows a desire to succeed. 

4. Stay calm 

Good preparation is the key to staying in control. Plan your route, allowing extra time for any unexpected delays, and get everything you need to take with you ready the night before. Remember to speak clearly, smile and remember that your interviewers are just normal people, and the may be nervous too! 

5. Ask questions 

You should always have some questions for your interviewer to demonstrate your interest in the position. Prepare a minimum of five questions, some which will give you more information about the job, and some which delve deeper into the culture and goals of the company. 

If you feel you need expert assistance to prepare you for that all important interview or require a little help with creating strategies for a winning interview then why not join up to our Talentrack career consultancy programme.  

For further information click here. 

Top 10 CV Do’s & Don’ts

A Curriculum Vitae is an essential marketing tool and getting an interview can depend on how good your CV is. The way you present your CV can have an overwhelming influence over whether your CV is even read, let alone get an interview. You need to consider what to include, how much detail is needed and how to make your CV stand out from others.

Do...

1. Construct your CV with your prospective employer in mind. Look at the job advert or specification and think about what the job involves, and what the employer needs. Find out about the employer, culture, operating style and make your experience relevant.
2. Tailor your CV to the job. Your CV shouldn't be your life story but should be tailored for the job you're applying for, focusing on the aspects that are important for that role. 
3. Make it clear and tidy. Check your spelling and grammar and read it through carefully. It’s amazing how many CV’s have spelling mistakes in them.
4. Place the important information up-front. Put experience and education achievements in reverse chronological order. Include experience and interests that might be of use to the employer: IT skills, voluntary work, foreign language competency, driving skills, leisure interests that demonstrate team skills and organisation/leadership skills. 
5. Quote concrete outcomes to support your claims. For example, ‘This reduced the development time from 7 to 3 days’ or ‘This revolutionised the company’s internal structure which led to a reduction in overheads from £2.3million to £1.7m per year’. 

Don’t...

1. Include information which may be viewed negatively – failed exams, divorces, failed business ventures, reasons for leaving a job. Don’t give the interviewer any reason to not include you. 
2. Make your CV more than three pages long. You can free up space by leaving out or editing information that is less important. For example, you do not need to include referees or include a detailed account all of the jobs you have held since school. Place more emphasis and detail on the recent and most relevant ones. Add details about your most recent qualifications, which are more relevant, but summarize the rest. 
3. Dilute your important messages. Don’t bother with a list of schools you attended or a long list of hobbies. Such things like this and school grades can be summarised. Concentrate on demonstrating the skills they require, what you have achieved and what benefits your clients have gained from your work. 
4. Use jargon, acronyms, technical terms - unless essential. 
5. Lie – In this era of the “Information economy” people and employers have many ways of checking what you say is true, and may dismiss you from the process or at worst employment if they find this is untrue.

If you do not have the time to create a new CV or you feel you need expert assistance with re-writing or re-modelling your document why not join up to our Talentrack career consultancy programme.  

For further information click here. 

Macallam Launches New Division

Macallam has over a decade of experience at management levels in the FM market.

Beginning with Balfour Beatty in the late 90’s, we have assisted Directors and Senior Management teams to find talented people across most of the large and smaller contractors, both hard soft and TFM.

Through this depth of experience, we have a unique insight and network of which people can really make a difference to your business!

FM Temps provide a fast and flexible temporary resource service specifically in facilities, property, sustainability and energy management.

View our on-line brochure for more in-depth information on how this could benefit you!

T: 0843 216 8900

E: enquiries@fmtemps.co.uk

W: www.fmtemps.co.uk

 

Update; Ride For The North

   

Ride For The North 2012 Challenge

Fantastic news – I’m only £200 away from reaching my target of £1,100!!

On training.... I can report....

I’m diligently doing the training back and forth to the office each day which is about 18-20 miles. The hills are definitely getting easier around North Yorkshire (where there are a few!) so I can recommend this activity to people...makes you feel much more alert and ready for the day doing some exercise, so I am really enjoying it and the better weather helps.  I'm getting ready for the big challenge, and I will be ready!  Don’t think I am quite the "John Bishop of the recruitment world yet" as some have suggested, but its good fun and enjoying trying to do my bit.

A huge thanks to all the people who’ve sponsored & supported me so far.

If you haven’t already, please sponsor me and help towards a great cause!!!

Please sponsor me at www.virginmoneygiving.com/DuncanCarter

Many thanks,

Duncan

Th!nkFM Conference 2012

Ideas for Change
How great facilities management makes the difference
18 June 2012 - The Royal College of Physicians, London

Proposal to support Renewable Energy

With our heritage in the Engineering and Power sector, Renewable's is an key part of what we do and an important part of Britain's commitment to a low carbon economy and the need to keep the "lights on"!.

Energy secretary Chris Huhne has admitted the current rate of growth of Renewable Energy in the UK is too slow to meet EU targets for 15 per cent of energy to come from renewable sources by 2020. Compared to the rest of Europe, the UK is already lagging behind in the renewable energy stakes, with the third lowest contribution of sustainable energy (at around 3 per cent) to overall energy consumption - the worst of any major EU country.

The Renewables Obligation (RO) is the main support mechanism for renewable electricity projects in the UK. Smaller scale generation is mainly supported through the Feed-In Tariff scheme (FIT)

The Government announced on the 20 October 2011 Proposals to support renewable electricity and bring forward a surge of investment in the Energy infrastructure, The consultation proposes new support levels for large scale renewable electricity from 2013-17 (2014-17 for offshore wind) under the Renewables Obligation (RO).

The Feed in Tariff was introduced in April 2010 to encourage deployment of additional small scale (less than 5MW) low carbon electricity generation, particularly by organizations, businesses, communities and individuals who have not traditionally engaged in the electricity market. Encouraging many people to invest in small scale low carbon electricity, in return for a guaranteed payment for the electricity they generate and export. The Government announced this year a consultation process to review the FIT levels, in August 2011 tariff reductions for large-scale solar PV (over 50 kilowatts) and all stand-alone PV projects were implement, the remainder of the Renewable sector will have to wait until the end of 2011 with tariffs remaining unchanged until April 2012.

There are signs of increased investment in the UK Renewable Energy sector specifically; the value of buyout deals – where investors have bought a majority stake in existing Renewable projects – has rocketed in the first half of 2011. £585m worth of deals closed so far this year, a figure which is nearly ten times greater than in 2010 (£64.3m)

Wind Energy is now attracting the promise of major investment in the UK by the likes of Siemens, Vestas and GE Energy, with 3 major technology research Centre’s already established in the UK. This potential investment will give a much needed boost in the creation of Engineering and Manufacturing jobs within the UK.

Although on a smaller scale than Wind Energy, Wave and Tidal Power are also securing invest from the likes of ABB, Scottish and Southern Power and others coupled with grants and Private Equity Investment.

An alternative approach is in the development of fuel Cell Modules which when subject to heat can generate low cost and low carbon electricity; one exciting application for this technology is the Combined Heat & Power (CHP) boiler being currently developed for the domestic and small commercial market.

By Phil Brazier, Macallam

Do people listen? Do we recognise talent when we see it?

A man sat at a metro station in Washington DC and started to play the violin;
It was a cold January morning.
He played six Bach pieces for about 45 minutes.
During that time, since it was rush hour, it was recorded that over a thousand people went through the station, most of them on their way to work. Three minutes went by and a middle aged man noticed there was a musician playing. He slowed his pace and stopped for a few seconds and then hurried up to meet his schedule.
A minute later, the violinist received his first dollar tip: a woman threw the money down and without stopping continued to walk.
A few minutes later, a man leaned against the wall to listen to him, but then looked at his watch and started to walk again. Clearly he was late for work.

The one who paid the most attention was a 3 year old boy.
His mother tagged him along, hurried but the child stopped to look at the violinist.
Finally the mother pushed hard and the child continued to walk turning his head all the time.
This action was repeated by several other children. All the parents, without exception, forced them to move on.
In the 45 minutes the musician played, only 6 people stopped and stayed for a while.
About 20 gave him money but continued to walk at their normal pace. He collected $32.
When he finished playing and silence took over, no one noticed it. No one applauded, nor was there any recognition of any kind.

No one knew this but the violinist was Joshua Bell, one of the best musicians in the world.
He played one of the most intricate pieces ever written with a violin worth 3.5 million dollars.
Two days before his playing in the subway, Joshua Bell sold out at a theater in Boston and the seats averaged $100.
Joshua Bell playing incognito in the metro station was organized by the Washington Post as part of a social experiment about perception and priorities of people.

The outlines were: in a commonplace environment at an inappropriate hour: Do we perceive beauty? Do we stop to appreciate it? Do we recognize the talent in an unexpected context?

If we do not have a moment to stop and listen to one of the best musicians in the world playing the best music ever written, how many other things are we missing?

Food for thought...

This experiment was organised by the Washington Post to observe the reactions of the public to world acclaimed violinist Joshua Bell, who posed as a busker for an hour. Here is the footage of this performance:

By Duncan Carter, Macallam

Business Development in Facilities Management

Generally speaking, business development is high on the agenda at the moment.  Many companies are now investing to take advantage of greater outsourcing opportunities driven by financially pressed clients, or wanting to build greater share in particular markets, hence driving the need and aspiration to find and attract better BD people.

There is a scarcity of talent in this regard, and it’s well fought over, thus we’re finding that specifically conducted search, targeted at exactly the right people is more beneficial than ever!

What I am doing is concentrating on the Sales and Bid/Business Development function in the Facilities market and using our network to identify and reference the best people, which is where we have been strong for the last 10 years.

If you feel that now is an ideal opportunity to strengthen your own resource in this area please get in touch. Similarly if you’re potentially looking or interested in hearing about senior level positions that we are currently working on, give me a call - in confidence of course!

By Simon Lockwood, Macallam

Graduate Recruitment

                    

Most of the large FM companies have established and well structured graduate degree programmes, however not all facilities management businesses have adopted this approach and despite passion in this area there is still a limit in commitment to sign up to these schemes.

Colin Hall ex Managing Director at Richard Ellis stated that the talent void in the industry is something that he is personally passionate about and he has discussed with a number of clients the potential to set up a talent development programme for post graduates. The concept of this programme would be that they could move the graduates around various roles in both client and provider organisations. The level of interest is always high but the commitment to actually sign up to such a scheme has been limited to date.

Facilities Management service providers seem to be doing a lot to develop talent, a representative of Serco explained the programme which they have in place to develop graduate talent. This involves graduates being provided with a structured training programme which is tailored to their needs and will support them in gaining membership of their professional institute. By doing this it will allow graduates to gain experience in a range of different areas of the business and take responsibility at an early stage, this helping develop talent. Balfour Beatty, another leading FM service provider allows graduates to work alongside experienced engineers to learn and develop their technical skills and progress over time, tackle strategic projects and develop operational management skills. This process will also allow graduates to work towards a facilities management qualification.  David Toone, MD at G4S states that on a regional basis, they have a talent management programme through all levels of management and employees are invited or encouraged to be part of this programme.  G4S FM has a policy to promote and recruit internally as well as incorporating a clear succession planning programme. Through their Employment Development Reviews, employees and managers jointly identify short, medium and long term career paths and ensure that competency and training programmes compliment these career aspirations.  Each FM service provider has a different approach to programmes they have in place, however they all are providing something to develop talent. However, not all FM service providers have the resources to develop talent, ‘Property and Change solutions’ are in a market which expects a high level of intellectual leadership and experience therefore the opportunity for graduates is fairly limited.

Richard Greaves of Voomeroon Ltd states that the profile of FM as a career option needs to be raised.  Companies delivering FM as their core business have some fantastic graduate development programmes, but these are not designed to produce FMs, per se.  Rather, they are designed to develop individuals who show the potential to become senior managers within the business. However, Facilities Management has many of the disciplines that the well rounded manager needs. From purchasing to project management, from people to premises, from planning to performance, all of these skills are required within today's competent FM.  So a good grounding in FM will give graduates the generic skills they need to manage effectively throughout their career.  

Many FM service providers are giving graduates the opportunity to progress their careers rapidly. Serco, a leading FM service provider, places its graduates straight into one of the company’s teams under the direct supervision of a team leader who will take responsibility for overseeing their progress. In addition, a mentor will be appointed to help guide graduates during the early years of their career helping them progress. A representative from G4S states that as their company is continuing to grow, there is a lot more opportunities available for advancement.  People are at the heart of everything they do and wherever possible they commit to promoting from within. This means that many graduates have experienced rapid progression through the business.

FM service providers are beginning to recruit more graduates straight from university.  However there are still high levels of competition to gain places on the graduate schemes and therefore expectations for graduates are quite high.  Serco’s representative stated that they look to take candidates directly from university - looking for bright enthusiastic graduates with a science or engineering related degree. Similarly Balfour Beatty looks for graduates with a degree in construction or engineering of at least a 2:2 standard. In recent years, G4S FM has tended to recruit via TUPE or recruitment of existing skill sets in the external market. However, they are now actively developing both a school leaver and graduate programme to accommodate growth. This will also include gap year students.  This seems to be positive news for graduates looking for employment straight from university.

Facilities Management job roles are always changing, however with the recent state of the economy more Business Development Manager Roles are being created. A good sign for students, as it clearly displays that the large FM organisations are looking to win new work and grow. However opportunities for Business Development roles have been going on for a few months now so may be we could be expecting a boom of operational vacancies?  Colin Hall from Property and Change Solutions says that the churn in the industry is extremely high driven by the outsourcing model. Account management roles tending to be the most lucrative and highest churn.

Business operations, development and leadership roles also seem to experience high levels of churn. Within the client organisations the FM leadership roles tend to be more robust, however for the career to develop beyond FM experience in real estate and business support then operations is required.  Roles tend to fit into two categories: technical skills and management. On the technical side, they are seeing development of stand-alone roles in subject matter expertise such as Health and Safety, CSR, Information Security, Energy & Environmental, Workplace Advice, Risk Management and Project Management. On the management side, the growth has been around specialist bid management (aligned to large scale government outsourcing), increasingly complex commercial modelers, change management and customer-facing skills. The most precious resource is around those that can combine one of more of these management skills with ease.  Students considering a career in FM need to consider their skill set before jumping straight into the industry, a lot of the larger FM service providers have high expectations due to the increase in demand of applications.  Balfour Beatty have high expectations of graduates demanding that they have achieved a 2:2 and can pass pre-employment checks, therefore the main thing to consider is whether you are suitably qualified. Colin Hall also stated that Business Relationship management is far more important for an FM business than technical skills. FM is about service so customer facing and management skills are essential.  Services are rarely delivered on a silo-ed basis so being a good team player certainly helps. Commercial and financial skills are also very important. There are many opportunities in Facilities Management it being such a wide and diverse area, so the ability to strategically develop service delivery for the mutual benefit of your employer and/or a client is a very important skill. Finally, the ability to communicate verbally and formally through business cases, presentations, reports and informally over a coffee all add to an FM’s effectiveness.  FM is not a 9 - 5 job and commitment to the role is a must as you can be called upon at any time to resolve a critical issue.  If you are not passionate about what you do and what you are trying to achieve for your client’s/employer’s organisation, it will show.

By Macallam & FM World