13 March 2017 | Bill Hancox
Not everyone who works in the FM sector actually aspires to have a career in FM.
Many of our colleagues simply work in the FM environment to pay the bills, as a stop-gap, by chance, or simply to make ends meet. As managers and leaders we should ensure that we do not fail to recognise that it’s perfectly reasonable and acceptable to work within FM and not have the aspiration to become a manager, head, director, or CEO.
Like many of those reading this, I have encountered a significant number of talented people who make an invaluable contribution to the workplace and the customer experience. They work very hard as individuals and also as part of a wider team. They perform exceptionally well in their work environment, and they are a great cultural fit. They love where they work and they love what they do, but they don’t have a real desire to anything other than ‘their job.’
I have long held the belief that we should invest in all of our people – not just those who show real ambition and who make it clear that they wish to progress. I wouldn’t dare to argue that we shouldn’t recognise, develop and retain talent, and we should certainly develop the potential of those snapping at our heels, but we should also not lose sight of all of our less obvious colleagues who are making a difference – regardless of their role.
Everybody has a slightly different perspective on and definition of personal development. For some it is career-focused and training-intensive. For others it might be more vocational or experiential. There are some who welcome any chance to develop, even if that personal development isn’t directly related to their appraisal or even their career.
All of the aforementioned groups/categories can and do make an invaluable contribution to the business. So what more could/should we do to support and develop those who just want to be the best at what they do now?
Bill Hancox is director of facilities management at Edge Hill University