The UK Facilities Maintenance Marketplace in 2024: A Focus on attracting, developing and retaining skilled talent

The UK Facilities Maintenance sector is undergoing a profound transformation, especially in the context of skilled workforce management. Building on my last LinkedIn article ????

I wanted to focus on how I see this sector evolving in 2024, particularly in attracting and retaining skilled talent. By focusing on career progression, continuous upskilling, employee wellbeing, and leveraging technology, we can build a resilient and skilled workforce ready to meet future challenges.

Attracting and Retaining Skilled Talent

The ongoing challenge of attracting and retaining skilled talent in facilities maintenance will intensify in 2024. The focus will shift from recruiting talent to retaining it as we move forward.

Emphasising Career Progression: Unlike in previous years, 2024 will see FM companies offering more transparent and appealing career progression paths. This will involve structured training programs, mentorship opportunities, and the possibility of cross-functional movement within organisations. By providing a roadmap for career advancement, we can expect to see a decrease in employee churn and an increase in long-term employee commitment.

Enhanced Training and Upskilling: In line with my previous observations, 2024 will be where training and upskilling will take centre stage. Facilities maintenance firms will likely invest more in continuous professional development, ensuring their workforce has the latest skills and knowledge. This approach will improve service quality and enhance job satisfaction among employees.

There are acute shortages in many skilled trades despite the strong construction demand overall. Recruitment is still one of our significant challenges; supply and demand have been hard for the last few years. As an employer, you must show an inclusive culture and understand your competition. You must also pay well, offer career growth, a structured training programme, and demonstrate an engaging onboarding process to attract the right individuals. We've had to adopt the approach of growing and developing our own to meet these challenges. In the last two years, we've engaged more with apprenticeships and cross-training where possible. For example, we've taken on a trainee electrician who used to work in IT. Someone with a logical brain who used to be a programmer and has excellent problem-solving skills is an ideal candidate to cross-train and bring up in our team of electricians.

Getting younger people, particularly women, into construction remains a concern, but things are starting to change. Westbury FM has six apprentices in plumbing, electrics, drainage and administration. The government's apprenticeship levy programme works well, but we must increase top-up wages and benefits. The national minimum wage rate for an apprentice is ￡5.28 per hour. I would never ask somebody to work for that. Historically, apprentices used to be treated as cheap labour, but I want to treat people fairly. I want people to feel engaged. Our apprentices are all in a training programme; we pay them well so they feel appreciated, showing we care. We are always looking to attract suitable candidates and are actively nurturing a candidate pipeline.

Work-Life Balance and Wellbeing: The industry is expected to emphasise work-life balance and employee wellbeing. Flexible working arrangements, mental health support, and an overall focus on employee wellbeing will become standard practices. Recognising that a satisfied workforce is productive and loyal, companies will adopt more employee-centric policies.

I am interested in the mental health of my team. Mates in Mind, a mental health charity, found that each day, two people working in construction in the UK commit suicide. This statistic felt close to home last year when, during mental health training, two Westbury team members admitted to feeling at their lowest ebb. They are now receiving counselling, as well as practical tips on how to improve stress levels and look after their wellbeing. Never has it been more important to support employees. Of course, there will be busy, stressful days, but as an employer, I want to make sure the team are looking out for each other and that they are brave enough to talk to one of us if they are struggling. Prioritising staff wellbeing is a process we will continually look to improve.

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Leveraging Technology for Talent Management: Technology will be pivotal in talent management. From using AI-driven recruitment tools to adopting advanced training simulations, technology will streamline attracting and retaining talent. It will also be crucial in providing employees with the tools to work efficiently and stay ahead of industry trends.

Conclusion

The backbone of any successful FM operation lies in its skilled workforce. In 2024, we will continue to focus on attracting and retaining top talent and skilled trades. We will likely invest more in training and development programs, creating clear career pathways for tradespeople. Apprenticeships and partnerships with educational institutions will be key strategies to address the industry's skill gaps. Moreover, with a growing emphasis on work-life balance and employee wellbeing, companies that offer flexible working arrangements and mental health support will stand out as employers of choice.

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As well as those interested in becoming apprentices, we are looking for skilled plumbers, electricians, engineers, and carpenters to join the team at Westbury.

If you or someone you know is seeking a fresh challenge, please call Gabrielle on 020 3405 8080.

Thanks for reading!

Sonia.