This document discusses the challenges of recruiting and retaining skilled FM talent in Asia. It notes high employee expectations, differences between property management and FM as careers, and skills shortages across technical and soft skills. Retention is challenging due to variations in salaries, quality of life, education levels, and competition between regions. Employers expect international experience at local costs while employees value skills development, career growth, and competitive compensation. The document recommends improving recruitment, aligning rewards with performance, investing in workspaces, and developing a strong company culture to attract and retain top FM talent in Asia.

1. The Challenges of FM Talent Recruitment & Retention in Asia by Victoria Evans Divisional Head, FM James Stephenson Divisional Head, CRE

3. Understand reasons for variations in recruitment and retention rates in FM across Asia

4. Apply knowledge of variations to improve present recruitment and retention rates

6. Save Money

7. Save Time

8. Enhance Reputation

10. International Brand v Local Enterprise

11. Talent War (China Jobs)

12. 60% : Chinese enterprise over multinational (Manpower)

13. 64% management offered last 18 months (MRI China)

14. Focus

15. Reputation

17. Rapid expansion – demand v supply

18. 1.33bn China, 1.15bn India : < 20% skilled workforce

19. Technical

20. MEP, Workspace, Projects

21. Soft skills

22. Management, client facing, ability to challenge

23. Junior – localised, language, training & support required

24. Mid – need for internal movement “through the ranks”, competitive

26. Education

27. Access to Facilities Management as a career choice

28. Comparatively young industry; publicity of FM relative to other industries within and outside of real estate

30. Local language skills & cultural understanding

31. Bi- / Tri- Lingual

32. Polished, client-facing, professional, communicative

33. Technically strong

34. Stable work history

35. Strong people managersand above all… CHEAP!

37. Top international bank have a 15% uptake of language courses

38. Location – 1st, 2nd & 3rd tier cities

39. 2011 – 60% of companies in Tier 1 cities planning to hire

40. 70% of companies in 2nd & 3rd Tier cities planning to hire

41. Expectation to employ in India & China cheaply: but living costs rapidly rising

42. $ ¥ - Rapid title promotion & pay acceleration (faster than mature markets)

43. Average 5 % across Asia, but up to 15% in China pa

44. Counter offers (HK 20%, BJ 30%, SH 40% - short term fix)

47. Better align employee motivations and company goals

48. Personally benefit from company success

50. Recruit the best – Value v Cost

51. Start early – schools, colleges & universities

52. Share information

54. Candidate has controlReward not linked to performance related or individual input – US direction, employees feel unstable; no loyalty M&C salary survey 2010 reports 24% of respondents looking to move within 12 months In China, 40% of people born in the 80’s are considering starting their own business (China Europe Business School) – encourage entrepreneurialism culturally to retain the best

55. RFL Comparison Asia UK 83%, 2010 77%, 2009 67%, 2010 64%, 2010 37%, 2010

57. Appraisals

58. Performance Management

59. Training & Development

60. Motivating Employees

61. Management Style – No. 1 reason for joining

62. Reward & Recognition

63. Workspace : 10-15% retention difference over 5 years: investment required (Ascendas)

66. Quality of life, cost of living, education vary

67. Competition heated between HK & Sg

68. Cheaper in HK: reversal of 2010

69. Shortage of quality housing

70. HK Govt slow response to air pollution affecting desirability to work, live and raise family

71. Candidate expectations can be much higher for less appealing locations

72. Non- Tier 1 often lower budgets; greater reliance on local talent poolAsianCorrespondent.com, ECA Int

73. Regional DifferencesAverage Base Salary (USD $k pa) by Region

74. Regional DifferencesHow important are each of the following in your job? ASIA UK 90% 2011 84% 2010 77% 2009

75. Retention V Recruitment:the real cost to your business Recruitment Advertising no guarantee but good brand exposure Recruiters / Head-Hunters % of salary (One top SP spends 33% rec. budget on HH in 2010) Time – Line Management, recruitment not core function of their role (3-6 months to recruit) Inductions & time to “bring up to speed” Cost of not having the person in post Retention Training & Development Annual pay increases (5-15%) Satisfaction monitoring (survey) Appraisals & performance review Counter Offer – short term measure 20-40%

78. Time to develop the industry in FM

79. Become an employer of choice now!

81. OPEN DISCUSSION

82. References ECA Cost of Living Survey. Cited: Asiacorrespondent.com Multinational companies losing the battle for local talent in China. Cited: China Jobs. http://www.linkedin.com/groupItem?view=&gid=2914122&type=news&item=583157678 Gupta, V. India's Skilled Labor Supply: Myth or Reality? Towers Watson Technical Paper No. IND8009. Towers Watson, December 01, 2007 Gilleard, J.D. PhD. Facility management in China: an emerging market. IFMA Macdonald & Company Salary Survey (Asia, UK, Middle East). 2009, 2010, 2011. Macdonald & Company www.macdonaldandcompany.com