Insight Blog

The typical career path of facilities management (FM) has never been “typical” as FM is one of those careers that usually stems from starting in a different profession and ending up in FM. According to an IFMA survey, construction, engineering and trades make up over one third of industry experience prior to entering into FM.

The average tenure in FM used to be 25 – 27 years, well beyond the average tenure for most careers. Now, it is more common for younger professionals to take what is referred to as the “checkerboard” approach to their careers. This approach consists of working for different companies to get diverse experiences and learn about best practices.

These facts speak for themselves when it comes to talent issues within the FM industry but the most immediate challenge of this sector is that it has an aging population that will soon be preparing for retirement, leaving a significant experience gap within many organizations and institutions.

The solution to these challenges is simple: succession planning. By putting forth the effort and time to develop a strategic plan for your FM department, you can position it to continue operating smoothly and progressively despite these issues and so that no one will notice when a senior professional leaves.

Below are some ideas on how effectively perform succession planning in FM:

• Implement strategic rotational experiences for younger FM staff members to broaden their experiences.

  • Exposing these young employees to different responsibilities gives them on-the-job training and allows them to gain a multitude of experiences.

• Emphasize to employees the importance of continuing their education and professional development whether they do it formally or informally.

  • With FM rapidly changing and evolving with energy, technology and sustainability, it is imperative that your department as a whole stays abreast of the latest trends and continuing education is a must.

• Encourage team members to obtain formal credentials and certifications that are valuable to their careers and to your organization such as:

  • Certified Facility Manager (CFM)

  • Certified Healthcare Facility Manager (CHFM)

  • Facilities Management Administrator (FMA)

  • Facilities Management Professional (FMP)

  • LEED AP relating to facilities

  • Sustainability Facilities Professional (SFP)

• If you have employees who have not earned an FM degree, encourage them to do so.

• Strive to recruit FM graduates from accredited schools.

• Identify technologically savvy employees and ones who are or could be effective team leaders and guide them on a “defined” career path within your organization.

  • If you don’t have any employees that stand out with those talents, you should focus on those voids in your succession planning.

• Always make a conscious effort to have less experienced professionals mentored by your senior talent.

• Try to determine what younger team members ideally want from their career. 

  • Are they planning a more traditional approach by staying with your organization long-term and moving up through the ranks or are they interested in the newer “checkerboard” approach? By identifying committed employees early on, you can establish a well-defined career path for them.​

• Demonstrate your progressiveness by continually identifying opportunities for professionals to advance within your organization.

• Encourage younger and less experienced professionals to build relationships with others in the industry and to become involved in industry organizations such as IFMA and BOMA.

• Offer professionals who are preparing to retire opportunities to consult on a part time basis.

By implementing some or all of the above ideas, you will strengthen and build your FM department’s skill sets and increase its value to your organization while also properly performing succession planning. And remember that if you’re willing to offer employees proper training, education and attention to their career, they are likely to give you a much longer commitment.