The constraint on staffing for various roles across FM is largely due to the lack of necessarily skilled professionals in these areas. It’s vital that we continue to see that the major medium and long-term projects to implement training and development programmes continue to be resourced and provided across the sector. Businesses are working with local educational bodies to provide accredited qualifications and building up their in-house training programmes to bring people on at all levels and give them the relevant skills within their roles. For companies without such programmes, immediate action is imperative as the significant benefits of such projects require time and patience in a fast-moving industry.

A well-established training and development scheme within the business can have the most tangible long-term benefits, as anyone with the aptitude to perform in the role can be hired and receive training that will extend their knowledge. This practical approach to talent development is crucial for creating a qualified workforce that can meet the sector’s needs.

Apprenticeships and vocational qualifications are also vital to the growth of the industry and filling the skills gaps in the sector. These initiatives are not just stopgap measures but essential investments in the sector’s future. They will provide the long-term talent stream the sector needs, while bringing people up to date with the latest technological changes.

These sorts of training opportunities, especially when sponsored by a company can be incredibly valuable to young people and ex-military personnel who may need that skills boost before coming into a specialised role in the sector.

Alongside a robust training and development scheme, it’s crucial to articulate clear career advancement pathways within FM. The whole of the sector needs to work together to share case studies on FM careers, communicate better on transferable skills, indicate the other sectors people have entered FM from and encourage people towards industry standard qualifications which have a demonstrative career benefit. This not only aids retention but also makes FM careers more attractive to prospective talent.

Finally, the FM sector must re-evaluate its recruitment strategies. Partnerships with external recruiters can sometimes be undervalued, the approach being to find the cheapest supplier, rather than assessing the value of the service provided and measuring impact with a more partner-based approach. It is important to analyse the lost value to the business of unfilled roles. Having a more engaged supplier to fill roles more efficiently can streamline the hiring process and ensure a higher return on investment through the acquisition of quality talent.

There is a continued need to review and adapt recruitment and retention processes to the current market to combat the skills shortage in the sector. By investing in education, embracing technology, and fostering a more inclusive and progressive workplace culture, the FM sector can build a robust, skilled workforce for the future.