Training and Development Program for Middle Management in Facility Management (FM) Industry: Competencies for Sustainable Growth
Yohanes Jeffry Johary
Managing Director of OCS Indonesia | Brands Builder | Strategic Transformation Enthusiat | Biopsychosocial Expert | Co-Chair AmCham and BritCham Indonesia | EGN Group Chair | The UKABC Member | IFMA Member
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Abstract
Middle management in the facility management (FM) industry plays a crucial role in bridging corporate strategy with operational execution. At OCS Indonesia, key account, operation, and area managers require targeted training to enhance leadership capabilities, ethical decision-making, and stakeholder engagement, on top of technical skills of both soft and hard services. This paper presents a structured training and development program designed to align with OCS Indonesia’s value proposition: Our Culture, Our TRUE (Trust, Respect, Unity, Empowerment) Values, Our Purpose – on top of Quality, Compliance, Productivity, and Efficiency.
This study applies a competency-based Training Need Analysis (TNA) to identify gaps in leadership, compliance knowledge, and community engagement. The training integrates on-job and off-job methodologies, leveraging Kolb’s experiential learning model, Bandura’s social learning theory, and Kirkpatrick’s four-level training evaluation model.
Key interventions include:
A structured assessment framework, incorporating Kirkpatrick’s evaluation model, ensures training effectiveness is measured based on:
This structured approach ensures middle managers are equipped to drive operational success while fostering ethical leadership and community engagement.
Introduction
The Role of Middle Management in Facility Management
Middle managers in facility management serve as the critical link between executive strategy and frontline service delivery. They are responsible for maintaining service quality, ensuring regulatory compliance, and leading workforce productivity. As the FM industry evolves with digitalization, sustainability mandates, and heightened customer expectations, the role of middle managers has expanded significantly (Kottler, 1996).
OCS Indonesia operates across multiple sectors, including but not limited to:
Despite their critical role, a study by Salas et al. (2012) found that 60% of FM middle managers lack structured leadership training, leading to operational inefficiencies, compliance risks, and workforce disengagement.
Strategic Training Objectives at OCS Indonesia
To address these challenges, OCS Indonesia has identified three key training objectives:
This structured training initiative aims to develop managerial excellence while reinforcing OCS Indonesia’s value propositions and sustainability commitments.
Training Need Analysis (TNA) for Middle Management
Introduction to Training Needs Analysis in Facility Management
Training Needs Analysis (TNA) is a systematic process of identifying gaps between employees’ current competencies and the skills required to perform effectively in their roles. A competency-based TNA ensures that training programs address real skill gaps rather than assumed knowledge deficiencies. In the facility management (FM) industry, a structured TNA ensures that training investments yield measurable improvements in managerial effectiveness, service quality, and business growth (Goldstein & Ford, 2002).
Middle managers, particularly key account managers (KAMs), operational managers (OMs), and area managers (AMs) play a pivotal role in executing corporate strategies, ensuring service execution, customer relations, regulatory compliance, and leading diverse team across multiple customer sites. Despite their strategic importance, competency assessments have revealed significant skill gaps that hinder their ability to adapt to evolving customer and industry demands.
The primary goal of conducting a TNA in OCS Indonesia is to:
By implementing a targeted TNA, OCS Indonesia aims to create a workforce that is not only technically proficient but also agile, ethical, and capable of driving sustainable business with flexible solution and purpose in a rapidly changing FM landscape.
Industry Trends Shaping Training Needs in Facility Management
Several global trends are influencing FM leadership development:
These trends emphasize the need for dynamic, competency-driven training that prepares middle managers for technological advancements and regulatory shifts in FM leadership.
Identifying Core Competencies for Middle Managers in Facility Management
Middle managers in FM operate in complex environments that require them to balance operational efficiency, customer relationship, workforce and community engagement, and regulatory compliance (Kotter, 1996). Given the increasing emphasis on digitalization, ESG (Environmental, Social, and Governance) compliance, community engagement, and strategic service delivery, the competency expectations for FM middle managers are evolving.
The following core competencies are essential for middle managers in FM industry:
A structured TNA ensures that training interventions align with these core competency areas, enabling middle managers to perform effectively in an increasingly technology-and community-driven and compliance-heavy industry.
Research by McClelland (1973) confirms that competency-based training is linked to enhanced job performance, making it crucial to align training with business objectives.
Most Common Competency Gaps in Operational Middle Managers
Key account managers (KAMs) and Operation managers (OMs) are responsible for maintaining long-term customer relationships, ensuring contract compliance, and driving sustainable profitable growth. However, TNA assessments indicate several areas where KAMs and OMs require further training.
Deficiency in Strategic Customer Engagement and Negotiation Skills
KAMs and OMs might lack advanced negotiation skills (Sales et al., 2012). This deficiency often leads to weakened customer retention and missed business opportunities.
Business Impact: Poor negotiation and persuasion skills results in revenue loss, inability to upsell and cross-sell services, and reduced customer satisfaction.
Training Solution: Advanced effective communication focusing on negotiation and persuasion workshops using role-playing simulations and real-case studies.
Lack of Ethical Decision-Making Capabilities in Contract Management
KAMs and OMs might struggle with ethical decision-making when handling contract negotiations and financial agreements (Treviano & Nelson, 2021).
Business Impact: Inconsistent decision-making can lead to contractual disputes, reputational damage, and compliance violations.
Training Solution: Ethical leadership training incorporating case-based learning on FM contract governance and financial integrity.
Weak Sustainability Awareness and Environmental Compliance Knowledge
KAMs and OMs might lack knowledge in ESG compliance and sustainable FM operations, making it difficult to align service offerings with corporate sustainability goals.
Business Impact: Inability to secure contracts with ESG-focused customers and missed opportunities for green FM solutions.
Training Solution: Sustainability workshops on energy-efficient FM solutions, waste management best practices, and carbon footprint reduction strategies.
Leadership and Conflict Resolution Gaps Affecting Workforce Engagement
Area managers might report challenges in leading teams and resolving workforce conflicts (Goleman, 1995).
Business Impact: Poor leadership results in high employee turnover, low productivity, and service inconsistencies.
Training Solution: Leadership coaching programs incorporating team-building exercises, conflict resolution simulations, and 360-degree feedback models.
Regulatory Compliance Deficiencies in Workplace Safety and Operational Efficiencies
Area managers might lack in-depth knowledge of Indonesia labor laws, OSHA guidelines, and facility safety protocols (Gagne, 1985).
Business Impact: Increased legal risks, workplace incidents, negative brand image & reputation, and potential regulatory penalties
Training Solution: Compliance-focused certification programs on safety-and-wellbeing training and risk-assessment modules.
Challenges in Community Engagement and Stakeholder Relationship Management
Area managers have limited experience in engaging with local stakeholders and managing community-based FM initiatives.
Business Impact: Weakened corporate social responsibility (CSR) impact, site-instability, negative brand image & reputation, contract termination, and lost business potential in community-driven projects.
Training Solution: Community engagement training modules emphasizing public-private partnerships, stakeholder communication strategies, and social impact assessments.
Bridging the Competency Gap through Structured Training
A structured TNA ensures that training investments yield measurable outcomes, such as:
In addition, to optimize training outcomes, cognitive load must be carefully managed through structured and interactive learning experiences. Sweller (1988) highlights that workplace training should balance knowledge complexity with progressive learning stages, ensuring that managers can assimilate and apply skills without being overwhelmed by excessive information.
To achieve these goals, a robust training strategy is needed to integrate:
By addressing competency gaps with targeted technology-driven learning interventions, real activities of community engagement and development, and operationalizing ESG with energy efficiency measures and circular economy practices, we will cultivate a highly skilled, adaptable, and future-ready leadership team in FM industry.
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Evaluation of Training Methods for Middle Management
Introduction to Training Methods in Facility Management
The effectiveness of a training and development program is determined by how well the training methods align with industry-specific competency requirements and the learning preferences of the target audience.
Sweller’s cognitive load theory is essential in explaining how middle managers process new information during training and how training design should prevent cognitive overload to enhance learning retention. Therefore, effective training design must consider cognitive load management to ensure that managers retain and apply new knowledge efficiently. Sweller (1998) argues that excessive cognitive load during training can hinder information retention, making it essential to structure training modules in a way that allows gradual knowledge absorption and application.
In the facility management (FM) industry, where middle managers are required to oversee large-scale operations, ensure compliance, manage diverse teams, and build strong client relationships, a combination of on-job and off-job training methods is essential to foster practical learning, critical thinking, and ethical leadership development.
At OCS Indonesia, the training program for middle managers integrates on-job experiential learning approaches, such as mentoring, leadership coaching, and job rotation, with off-job instructional techniques, such as role-playing simulations and community engagement workshops. By incorporating both theoretical knowledge and hands-on experience, this approach ensures that middle managers develop well-rounded expertise in areas critical to commercial success, regulatory compliance, environmental stewardship, and community-driven sustainability efforts.
Training interventions at OCS Indonesia are designed to enhance leadership, compliance, and sustainability competencies. However, measuring their long-term effectiveness is essential to ensure business impact. To evaluate this, Kirkpatrick’s four-level evaluation model (1994) is applied to assess training outcomes at multiple stages. The first level (Reaction) evaluates participants’ feedback on the training’s relevance and engagement, ensuring alignment with managerial needs. The second level (Learning) measures improvements in knowledge retention and skill acquisition through post-training assessments, particularly in leadership, compliance, and negotiation skills. The third level (Behavior) examines how effectively middle managers apply their training in real-world scenarios, such as ethical decision-making and customer negotiations, through workplace performance tracking and manager feedback. Finally, the fourth level (Results) quantifies the organizational impact, including a reduction in compliance violations, an increase in workforce engagement, and an improvement in customer retention rates, demonstrating the tangible benefits of structured training (Kirkpatrick and Kirkpatrick, 2016). By integrating this model, OCS Indonesia ensures that training is not only an academic exercise but a strategic investment in leadership development and operational excellence, reinforcing long-term growth and sustainability. This structured assessment allows for continuous refinement of training programs, ensuring their alignment with business goals and industry best practices.
The following sections explore the detailed evaluation of each training method, examining their impact on skill development, leadership growth, ethical decision-making, and operational efficiency.
On-Job Training Approaches for Leadership Development and Operational Mastery
Mentoring and Leadership Coaching as a Transformational Learning Tool
Mentoring and leadership coaching are cornerstones of on-job training for developing future leaders in facility management. This approach involves pairing middle managers with senior executives over an extended period, typically six months to one year, to facilitate structured learning through observation, feedback, and guided decision-making. According to Kram (1985), mentoring fosters professional growth by enabling mentees to internalize leadership behaviors, develop problem-solving acumen, and gain industry-specific insights directly from experienced leaders. The integration of mentoring programs - by learning from experience, adapting to organizational challenges, and reflective practices - allows middle managers to engage in structured learning through guided decision-making and reflective practice, fostering adaptive leadership capabilities (Argyris & Schon, 1978).
Intrinsic motivation is sometimes becoming a critical factor in leadership development, as managers who feel autonomy and purpose in their roles are more likely to engage in continuous learning and skill enhancement. It is particularly relevant in mentoring and leadership coaching, where personal motivation drives learning engagement. Research by Deci and Ryan (1985) highlights the role of self-determination in fostering long-term commitment to professional growth and ethical leadership.
At OCS Indonesia, mentoring is structured in progressive learning stages, beginning with job-shadowing and one-on-one knowledge-sharing sessions before transitioning into independent decision-making under the guidance of senior mentors. Real-time feedback allows mentees to reflect on their leadership approaches, adjust their management styles, and implement constructive changes based on real workplace challenges.
Mentoring significantly enhances critical thinking and strategic decision-making, particularly in high-pressure environments where middle managers must navigate operational crises, workforce challenges, and ethical dilemmas. By exposing mentees to real cases of business negotiations, contract management scenarios, and customer engagement strategies, mentoring strengthens their commercial acumen and regulatory awareness, preparing them for executive leadership roles within OCS Indonesia.
The impact of mentoring and leadership coaching is evident in employee retention and engagement metrics, as studies indicate that companies with strong mentoring cultures experience up to a 20% increase in managerial retention and leadership pipeline strength (Gartner, 2021).The structured implementation of mentorship programs in FM companies ensures that middle managers develop the interpersonal and problem-solving skills required to lead complex operations with confidence and ethical integrity.
Job-Rotation for Cross-Industry exposure and Crisis Adaptability
Job rotation is another high-impact on job-training method that enables middle managers to gain cross-functional expertise and adaptability across different facility management sectors. At OCS Indonesia, the job rotation program is designed to immerse middle managers in diverse FM environments, including industrial sites, retail spaces, corporate offices, and healthcare facilities.
According to Salas et al. (2012), exposing managers to multiple operational settings enhances their ability to adapt to varying service demands, compliance regulations, and customer expectations. By rotating across facility sites over a structured period of 12 months, managers gain firsthand experience in navigating sector-specific challenges, implementing efficiency-driven sustainable FM solutions, and improving workforce coordination in dynamic service environments.
One of the primary benefits of job rotation in FM is its ability to prepare managers for crisis situations, particularly those related to workplace safety, emergency response planning, and regulatory audits. Middle managers trained through job rotation demonstrate higher competency in operational risk assessment, team coordination under high-pressure conditions, and rapid decision-making when faced with unexpected facility management disruptions.
Furthermore, job rotation fosters innovation and continuous improvement by encouraging managers to transfer best practices across different FM sectors. For instance, techniques used to optimize energy efficiency in corporate buildings may be adapted to improved sustainability practices in industrial FM sites. This cross-sectoral approach strengthens problem solving abilities, foster interdisciplinary collaboration, and enhances the strategic leadership capabilities of middle managers at OCS Indonesia.
Lave and Wenger’s (1991) theory of situated learning emphasizes that skills are best acquired in real-world contexts rather than abstract training environments. By integrating structured mentorship programs, OCS Indonesia ensures that learning occurs within the natural work setting, fostering practical leadership development.
Off-job Training Approaches for Ethical Leadership and Community Engagement
Ethical Decision-Making Through Role-Playing Simulations
Ethical decision-making is critical competency for FM middle managers, as they are frequently involved in contract negotiations, workforce management decisions, and regulatory compliance enforcement. Traditional lecture-based training alone is sufficient to prepare managers for complex ethical dilemmas, making role-playing simulations an effective off-job training approach.
At OCS Indonesia, ethical role-playing exercises are designed to replicate real-cases compliance breaches, labor law violations, and contract disputes, allowing managers to develop hands-on ethical reasoning skills. These simulations involve multidimensional case studies, where participants are required to analyze ethical dilemmas, debate resolutions, and justify their decisions based on Indonesia labor laws, industry best practices, and corporate governance principles. According to Kolb (1984), learning is most effective when individuals engage in active experimentation, reflection, and abstract conceptualization, reinforcing the impact of hands-on ethical leadership training.
By stimulating high-stakes ethical scenarios, managers learn to identify conflict of interest, mitigate legal risks, and uphold corporate values while making complex business decisions. This training method is particularly effective in reinforcing regulatory compliance awareness, as managers are required to apply legal frameworks such as Indonesia’s employment laws, anti-corruption and bribery regulations, and environmental safety mandates during their decision-making exercises.
A study by Trevino & Nelson (2021) found that managers who undergo ethics training through interactive simulations are 30% more likely to make integrity-driven decision in real business settings. By integrating this approach into OCS Indonesia’s training program, middle managers develop the ethical resilience required to foster transparency, prevent compliance violations, and build trust within the organization and the broader FM industry.
Community Engagement Workshops for Sustainability and Stakeholder Collaboration
As sustainability and corporate social responsibility (CSR) gain prominence in the FM industry, middle managers must develop proficiency in community engagement and sustainable service delivery. OCS Indonesia’s community engagement workshops provide managers with structured learning experiences focused on developing social impact initiatives, fostering stakeholder relationships, and executing sustainability-driven FM projects.
Through interactive case studies, field visits, and cross-sectoral partnerships, managers gain hands-on experience in developing and implementing sustainable FM practices, such as energy-efficient facility management, waste reduction strategies, and environmentally friendly procurement policies. The workshop also emphasizes the importance of stakeholder collaboration, equipping managers with the communication and negotiation skills required to engage with local communities, government agencies, and corporate clients on sustainability-focused initiatives.
These community engagement workshops foster a mindset of long-term social responsibility among FM managers, aligning their leadership strategies with global ESG goals and corporate sustainability benchmarks. Companies that invest in community-based FM training programs report higher employee engagement, stronger customer relationships, and improved environmental compliance ratings.
By incorporating stakeholders’ engagement simulations, the workshops enable managers to navigate real-cases CSR challenges, such as addressing tenant concerns about energy conservation policies or negotiating community-based FM service contracts. This practical and immersive approach ensures that OCS Indonesia’s middle managers are equipped to drive socially responsible FM practices while achieving business sustainability objectives.
The Impact of Multi-Dimensional Training Methods
The integration of on-job and off-job training methods at OCS Indonesia ensures that middle managers develop the leadership, ethical decision-making, and operational expertise required for long-term success in the FM industry. Mentoring and job rotation programs provide practical leadership experience, operational adaptability, and crisis management capabilities, while role-playing simulations and community engagement workshops enhance compliance knowledge, ethical resilience, and sustainability-focused stakeholder collaboration.
Research indicates that training effectiveness depends on the ability to apply acquired skills in the workplace. Structured mentorship and role-playing exercises improve the transfer of learning to real-case scenarios, leading to long-term behavioral change (Baldwin & Ford, 1988).
Bandura’s (1977) social learning theory supports the effectiveness of role modelling and mentorship in leadership development. Observing senior executives and engaging in structured coaching enhances middle managers’ ability to navigate complex decision-making and ethical dilemmas.
A well-executed training strategy combining experiential learning, ethical decision-making practice, and CSR-focused workshops ensures that OCS Indonesia’s middle managers are not only technically proficient but also strategically agile, ethically sound, and socially responsible FM leaders. By adopting a comprehensive, competency-based training approach, the company strengthens its leadership pipeline, enhances service delivery quality, and position itself as an industry leader in sustainable facility management practices.
Conclusion: Strengthening Middle Management for Sustainable Growth
The Training Needs Analysis (TNA) has identified critical competency gaps in leadership, compliance, commercial, and community engagement among middle managers. The structured training program designed to address these gaps integrates on-job mentoring, job rotation, ethical decision-making simulations, and community engagement workshops, ensuring a balanced approach between experiential learning and theoretical development. This combination enhances decision-making, ethical leadership, and adaptability, equipping middle managers with the skills needed to navigate complex operational challenges in the facility management (FM) industry.
The program enhances operational efficiency, customer retention, and compliance adherence. Strengthening commercial skills ensures managers secure profitable contracts and long-term partnerships (leading to upselling, cross-selling, and more ad-hoc services), while ethics training minimizes legal and reputational risks. Embedding ESG principles into managerial development reinforces corporate sustainability commitments, positioning us as a leader in responsible and sustainable FM practices.
For middle managers, the program provides structured career growth opportunities, equipping them with leadership, problem-solving, and stakeholder engagement skills. Hands-on learning experiences through job rotation and mentorship foster confidence and strategic thinking, improving workforce engagement and decision-making. The integration of sustainability and ethical leadership training fosters a strong sense of purpose and social responsibility, ensuring that managers drive not only business success but also positive community impact.
By implementing a dynamic, competency-driven training strategy, we ensure our middle managers are future-ready, agile, and capable of driving sustainable growth with flexible solution driven by purpose. This initiative strengthens business performance, employee and community engagement, and environmental resilience, reinforcing our position as an industry leader in sustainable and ethical facility management services.
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About the Writer
Yohanes Jeffry Johary is Managing Director of OCS Indonesia, a global British facility management company with 125 years of rich history of 120,000 employees in making people and places the best they can be. As Managing Director, Jeffry leads team of 15,000 employees across 1,800 sites with a focus on innovation, sustainability, and employee wellbeing in the facility management industry. Graduated at The OCS Alchemist 4.0 Program from Class 2024. He is also pursuing a postgraduate degree in Master of Science in Business Psychology at the University of East London, specializing in Biopsychosocial studies. Combining his leadership experience and academic insights including 21-year-academic experience when he became a lecturer in Atma Jaya Catholic University, Jeffry is dedicated to integrating psychological principles into organizational strategies, fostering healthier and more resilient workplaces.
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2 周Interesting
Finance Transformation Leader | Business Strategy | Digital Finance | Risk Management & Compliance | CPA (Aust.)
3 周Insightful and thoughtful as always Pak Jeffry. I believe the end goal here is the sustainable growth, both for the Middle Management and the Company itself. With TNA, we can accurately identify the gaps not only in the competencies of the personnel, but at the same time, the best training strategy to ensure maximum impact. Maybe it can be taken further by tailormade the training program for different individuals after the general training is completed. I understand that creating specific training programs for different individuals can be a challenge that requires both time and monetary resources, but I believe we need to see it an investment with measured outcomes rather than just another generic training with ambiguous results.