Human Resources Management

Total Facility Management – 5th edition

This chapter highlights aspects of HRM that have to be addressed when developing the facility management strategy, policy and operational plans to improve user satisfaction and best value. A key determinant of success for any organization is the performance of its personnel.

Managing personnel now and planning for the future can be a balancing act. Questions around recruitment, retention and release of personnel have to be addressed in general. The needs of disabled people and others with equalities-related needs have to be actively considered if personnel are to be properly supported.

The following points, among many others, are covered in the chapter.

  • Human resources management (HRM) issues should be considered during the formulation of the facility management strategy as an
    integral part of managing support services related to the facility.
  • The objectives for facility management in achieving user satisfaction and best value should be shared by all stakeholders, particularly directly employed personnel and service providers.
  • Personnel fulfilling roles and responsibilities within the sphere of facility management must have competence and skills that are matched to the demands of the tasks in hand – this requirement applies irrespective of whether services are in-house or outsourced.
  • Where an organization does not have personnel with the requisite competence, it should acquire them through recruitment, training/retraining or out-tasking.
  • Recruitment, retention and release of personnel are key considerations and require appropriate attention if the business objectives and those for facility management are to be achieved.
  • Significant changes in the extent of outsourcing will have an impact on the roles and responsibilities of those concerned, potentially requiring changes to HRM policy and procedures.
  • Where applicable, the position on the transfer of personnel to another employer, as would happen when moving from an in-house arrangement to one that is outsourced, must be made clear to all stakeholders.
  • Performance appraisals are necessary across the length and breadth of an organization and should be linked to business objectives – there should be no distinction between senior managers and operatives in this respect.