This week my team welcomed our brilliant new FM Apprentice, recruited through the wonderful Factory International Future 15 initiative.
FM isn’t a sector that sounds exciting to younger people - I don’t think anyone dreams of being an FM when they’re young. It still has the reputation of being the old “Boilers, Bogs & Bins” side of a business, when actually it’s so much more. In recent years however, FM has been the quickest growing general business sector, and in many industries it’s a critical part of the senior management decision making process for funding models, insurance and sustainability, amongst others.
When you think about it, FM is the most fundamental support function. Every single building user is our customer. Luckily organisations know this and FM teams are becoming better equipped, better trained, and more able to influence business direction.
Peronally I’ve been involved heavily in the design of the wonderful building I get to manage (not just me - so many people within the team looking after the transition into being a year-round entity). There are a number of systems and elements that have my fingerprint on them - I can’t profess to be the expert in design of them all, but how we need that building to work is the bit I’ve been able to input. It shows that FM continues to grow as a function.
What I’ve learned recently is that training and qualifications are slowly catching up to the increase in FM presence. When you recruit an apprentice, training and qualification are critical (and mandatory) parts of that. When we first mooted an apprentice in my team about 18 months ago, I couldn’t find a suitable training course anywhere local. Certainly nothing of a high enough quality. In the last few weeks as we’ve progressed recruitment of our apprentice, I’ve revisited my research and found a few vocational courses that match our aspiration. We’re lucky to have an existing relationship with a local College and our new apprentice enrols with them soon. We’ll combine that with a fairly standard package of training courses.
What I’ve also realised is that I want us to be at the start of whatever this becomes. How do we recruit, train and develop the next generation of FMs? The answer, I believe, is to be at the start of it. So this week I started conversations with that college to find out what we can offer new FMs. How do we encourage people into the industry at a young age? How do we make it appeal? What experience can we give in-house to help? Most importantly how do we go about making sure that the industry best represents the communities within which we operate. To support that, one of my personal appraisal objectives is to make those early steps and join with our college partner. We’re working out how to do that and what we want to achieve exactly (did someone say SMART target?), but what I know is that we’re in it and making progress.
It could be a fun year.
Retired Financial Institution Executive from Great Western Bank
3wCongratulations!