FACILITIES MANAGEMENT JOURNAL JOBS
FM CAREERS - TRAINING
Attracting the next generation into FM and ensuring
a strong feed of new talent into the profession
is now high on the agenda at all levels. Facilities
management has long been seen as a route for
diversification, attracting second career-seekers
from related disciplines such as surveying, property,
technical services and hospitality. But many now
recognise the importance of appealing to younger
generations of university and school leavers looking
to build rewarding careers in a challenging and
varied service sector. Given the record employment
levels in the UK this Spring and a tightening labour
market, the FM sector needs to raise its profile
as a career of choice for a new generation of
professionals.
One of the major challenges in promoting FM
e ectively as a career route has always been its
diversity, and the lack of clarity around definitions
and scope. But the creation of robust FM standards
(including the recent ISO frameworks) alongside
nationally recognised qualifications is helping to
improve understanding of the important role FM
plays in supporting organisations of all kinds. At
the same time the profession continues to evolve
and change, but it’s now a lot easier to identify the
‘core’ skills and capabilities required to become
a successful manager in whichever context you
practice.
As a training provider, Quadrilect works hard to
maintain a careful balance between promoting
recognised industry standards reflecting accepted
‘good practice’ and new ideas and trends likely to
influence future decision-making. This is one reason
why we constantly review the content and delivery of
our courses, but also why we are so keen to maintain
our integrated approach to learning through the
multi-stage ‘core’ courses. These aim not only to
build fundamental knowledge and skills, but also to
encourage attendees to consider how new thinking
is a ecting the FM role and its priorities at di erent
levels.
When the Foundation Course (Understanding FM)
was first launched in the early 1990s, it provided
a unique opportunity in the fledgling FM industry
to explore and clarify the role of the FM, as well
as to gain valuable technical knowledge across
the key operational building blocks. In addition, it
helped to show how the so er management skills
contributed to success. The course has always
appealed to professional ‘newcomers’ – either
transitioning into FM from other fields, or just
starting out in junior management positions. Over
the years the programme has evolved and developed
to reflect the changing emphasis in the profession
and new areas of practice, but it retains its original
principles, including the importance of sharing
ideas and experience. All the expert contributors
involved in the course have extensive operational
experience which equips them to tackle the most
challenging questions, and to recognise the need
to get behind the theory with advice and guidance
on implementing solutions successfully in the ‘real’
world.
The philosophy is similar for the two ‘intermediate’
programmes (FM – operational management, and
The Professional FM – Business and People), and
The FM Business School, which guide learners
through the challenges of taking on broader and
more complex roles up to senior levels. Again, there
is an emphasis on practical and highly applied
learning, designed to make attendees think about
and question current practice to achieve better
outcomes.
One of the key changes in the last decade has
been the introduction of an expanding range of
professional qualifications, which have focused
significant attention on core competences for FM
roles at di erent levels. Our ‘core’ courses play an
important part in the tuition process since we o er
qualifications from Levels 3-6, but in parallel they
continue to provide valuable CPD opportunities for
managers to extend or refresh their skills.
As the FM profession matures it’s clear that the
most successful FMs are those who can really
embrace the service ethos fully, and recognise
the need to keep focused on ‘added value’ for
customers and business stakeholders. Core technical
and commercial knowledge remain key building
blocks, but it’s the ability to synthesise these with
the so er management skills that can deliver the
most powerful operational results. Leadership
of innovation and change is another critically
important area where middle and senior managers
can make significant impacts, especially in terms of
strategic decisions on issues including sustainability,
procurement linked to social value, and future
portfolio planning.
FM now o ers a rich and exciting range of career
pathways, whether you choose to specialise in one of
the many disciplines involved, or grow your general
capabilities to progress towards a senior leadership
role with either a client organisation or a service
provider. Acquiring the right ‘toolkit’ is an important
part of the process, but it’s not always easy to
appreciate the bigger picture and to recognise the
many and varied opportunities on o er. This is where
investing time to stand back and explore new ideas
and options through face-to-face learning can be so
valuable, and it’s a major reason why generations of
FMs still prefer to take part in our workshop-based
training, despite the growing time pressure they are
under.
One thing is for certain: life is never dull in FM, and
for millennials looking for variety and challenge it
could be just the answer, if they can find the right
way in.
For further information about all Quadrilect
courses and qualifications please visit our website
at www.quadrilect.com or call us on 020 7469 1398
to discuss public or in-house programmes.
SOWING THE SEEDS
Jane Bell of Quadrilect explains how putting the emphasis
on management in Facilities Management training means
equipping facilities professionals for future success
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