The talent initiatives taking precedence among progressive FM departments and the diverse skill sets they seek in senior facilities officers, and professionals involved in capital projects and energy management.

1. Facilities Construction Real Estate Engineering
R E TA I N E D E X E C U T I V E S E A RCH
Facilities
Management
Outlook
2012
Part
II Talent
Management
Strategies
As
discussed
in
our
Facilities
Management
Outlook
2012
Part
I,
facilities
Management
(FM)
has
evolved
over
the
last
several
years
to
become
a
critical
component
in
the
overall
success
of
institutions.
FM
professionals
now
work
strategically
with
executive
teams
on
progressive
initiatives
such
as
technology
integration,
sustainability,
energy
efficiency,
green
building
and
alternative
project
delivery
methods.
These
changes
have
prompted
two
responses.
One,
institutions
have
to
attract
and
secure
talented
professionals
who
have
broad
skill
sets
and
two,
FM
professionals
have
to
diversify
themselves
to
accommodate
new
strategies
and
demands.
Within
this
outlook,
we
look
at
the
talent
management
initiatives
that
are
prevalent
among
healthcare
and
higher
education
institutions
as
they
focus
on
attracting
and
securing
professionals
who
can
assist
them
in
achieving
their
objectives.
‣ Recruitment
of
professionals
with
diverse
competencies.
Recruitment
challenges
include:
an
aging
workforce,
lack
of
succession
/
transition
strategies
and
a
shortage
of
professionals
with
specific
skill
sets.
All
of
these
combine
with
departments
being
expected
to
do
more
with
less
people
and
less
money.
Across
the
board,
institutions
are
looking
for
the
following
skill
sets
in
FM
professionals:
• Managerial
skills. FM departments
• Continuous
improvement
mentality. face recruitment
• Proactive
approach
to
maintenance.
challenges such as:
• Knowledge
of
sustainability
and
green
initiatives.
• Ability
to
hire,
train,
motivate
and
empower
staff. an aging workforce,
• Understanding
of
current
trends
and
best
practices. lack of succession
• Comprehension
of
computerized
maintenance
management
systems. and transition
• Excellent
communication
skills,
verbal
and
written,
and
in
delivering
strategies and a
presentations.
• Demonstrated
successful
management
of
budgets
and
ability
to
work
within
an
shortage of
organization’s
financial
constraints. competent
• Strong
business
acumen
with
the
ability
to
calculate
ROI
for
maintenance,
energy
professionals with
and
capital
projects
expenditures.
• Ability
to
identify
and
implement
utility
cost
saving
measures
with
an
eye
towards
specific skill sets.
increased
efficiency,
sustainability
and
environmental
focus.
‣ Recruitment
of
capital
project
professionals.
With
construction
activity
increasing
for
new
facilities
and
renovations,
institutions
find
value
in
securing
professionals
who
understand
how
to
manage
the
planning,
design,
and
construction
of
large
and
complex
projects.
This
includes
knowledge
of
construction
management,
the
benefits
and
risks
associated
with
alternative
delivery
methods
and
an
understanding
of
applications
such
as
BIM.
To
perform
these
responsibilities,
organizations
are
seeking
LEED
AP-­‐certified
professionals
and
senior
level
project
managers.
Advanced
certifications
and
degrees
are
also
of
interest
including
Professional
Engineering
Licenses,
Architectural
Registration
and
Project
Management
Professional
designation.

2. ‣ Recruitment
of
energy
management
professionals.
After
salaries,
utility
costs
are
the
largest
single
line
item
institutions
have
and
they
are
always
looking
for
ways
to
reduce
those
expenditures.
Tremendous
opportunities
in
savings
can
be
realized
through
optimizing
equipment,
practices
and
efficiencies.
Currently,
roles
that
have
increased
demand
are
Director
of
Sustainability,
Director
of
Utilities,
Commissioning
Manager
and
Energy
Manager
/
Engineer.
The
ultimate
objective
of
securing
these
individuals
is
to
reduce
energy
consumption
and
greenhouse
gas
emissions.
They
are
also
accountable
for
obtaining
the
best
prices
on
utilities
through
aggressive
purchasing;
for
effectively
upgrading
equipment
to
achieve
better
efficiency
and
a
strong
return
on
investment
(ROI);
and
for
improved
usage
metering.
‣ Attracting
and
securing
senior
facilities
officers.
Most
senior
FM
professionals
are
now
playing
key
roles
in
their
institutions’
overall
strategies,
capital
programs
and
major
initiatives.
It
has
become
imperative
for
these
individuals
to
have
the
ability
to
effectively
communicate
their
thoughts
and
ideas
to
directors
and
boards
to
illustrate
how
these
concepts
directly
correlate
to
the
long-­‐terms
goals
and
success
of
an
organization.
To
accomplish
lofty
objectives,
senior
FM
professionals
now
need
to
have
traits
and
skills
that
go
well
beyond
traditional
FM
such
as:
• Strong
financial
aptitude.
It has become
• Innovative,
change
agent
mindset.
imperative for senior
• Technological
savvy
to
lead
by
example.
facilities officers to
• Inclusive
and
empowering
leadership
style.
have the ability to
• Understanding
of
strategies
and
execution
leadership.
effectively
• Comprehension
of
technological
advancements
and
trends.
communicate their
• Ability
to
create
a
culture
of
adaptability
and
accountability.
thoughts and ideas to
• Adeptness
at
building
and
leading
high-­‐performance
teams.
directors and boards
• Capability
to
foster
a
collaborative
work
environment
that
empowers
to illustrate how
employees.
these concepts
• Solid
understanding
of
energy
management,
systems
reliability,
life
cycle
operating
costs
and
deferred
maintenance.
directly correlate to
the long-term goals
• Soft
skills
that
are
necessary
to
develop
and
maintain
strong
relationships
with
the
public,
boards,
analysts,
shareholder
groups,
senior
administration,
and success of an
government
entities
and
end
users.
organization.
Increased
responsibilities
and
expectations
and
these
new
desired
skill
sets
make
filling
senior-­‐
and
officer-­‐level
positions
more
difficult
and,
at
the
same
time,
more
critical
to
the
overall
success
of
organizations.
‣ Increased
interest
in
advanced
degrees
and
certifications
of
professionals.
Organizations
have
an
increased
interest
in
professionals
who
have
taken
the
initiative
to
obtain
advanced
degrees
and
certifications
such
as:
Certified
Energy
Manager
(CEM) Facility
Management
Professional
(FMP)
Certified
Facility
Manager
(CFM) High
Pressure
Steam
License
Certified
Healthcare
Engineer
(CHE) LEED
AP
Certified
Healthcare
Facility
Manager
(CHFM) Professional
Engineer
(PE)
Certified
Healthcare
Safety
Professional
(CHSP) Project
Management
Professional
(PMP)
Energy
Engineering
License Registered
Architect
(RA)
Facilities
Management
Administrator
(FMA) Sustainability
Facility
Professional
(SFP)

3. ‣ Increased
attention
and
consideration
to
the
Emotional
Intelligence
of
candidates.
Emotional
Intelligence
(EI)
has
been
proven
to
significantly
impact
a
person’s
ability
to
lead
an
organization,
business
unit
or
team.
Post-­‐recession,
it
has
been
given
increasing
consideration
in
prospective
candidates.
EI
provides
a
way
to
understand
and
assess
a
person’s
behaviors,
management
styles,
attitudes,
interpersonal
skills
and
potential.
Individuals
with
the
characteristics
of
high
EI
demonstrate:
• Optimistic
and
positive
attitude.
• Decisiveness
and
self-­‐motivation.
• Ability
to
adapt
quickly
to
market
changes
and
to
develop
creative
solutions.
• Understanding
of
how
to
effectively
handle
difficult
or
highly
emotional
situations.
• “Participative
management”
style
and
adeptness
at
getting
people
to
“buy-­‐in”
to
initiatives
and
goals.
• Understanding
of
how
to
build
relationships
–
with
subordinates,
with
superiors,
with
customers
and
with
teams.
• Appreciation
of
the
importance
of
listening
to
others
and
gathering
their
input
before
implementing
major
changes.
‣ Succession
Planning.
The
majority
of
institutions
have
yet
to
establish
formal
succession
plans
but
these
programs
are
receiving
more
attention
than
in
the
past.
The
most
immediate
issue
driving
succession
planning
is
the
aging
workforce,
which
has
the
potential
to
leave
a
significant
experience
gap
in
many
organizations.
Strategic
advantages
of
succession
planning
are
having
the
ability
to
be
proactive
with
talent
management,
grooming
subordinates
to
advance
successfully
within
your
organization,
ensuring
that
internal
professionals
continue
to
provide
value,
and
retaining
good
employees
by
having
a
clear
career
path
and
progression.
As
FM
continues
to
be
a
more
integral
part
of
overall
strategies,
its
role
and
responsibilities
will
continue
to
change
and
add
value
to
the
financial
stability
of
institutions.
These
changes
will
continue
to
provide
opportunities
to
talented
professionals
who
have
the
desire
to
impact
the
success
of
their
organizations.
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