When businesses grow, an office turns into a building and one assembly line turns into a factory. If you start to see rapidly increasing facility management costs, difficulties in asset management and tracking, a rising backlog of uncompleted maintenance tasks and recurring safety issues, then it’s time to find a solution to your facility management problem. Good facility management ensures you a well-organized environment in which both your business and employees can thrive. We’ve made a guide to teach you how to attract and recruit your own facility management team. Here you’ll learn about the different facility management positions and how to design the positions, create requirements for the roles, and attract and recruit the right candidates. We help Facility Management companies recruit every day, and this blog post is built on the learnings we’ve had helping these companies.
You want to make a decision on if you want to take on this responsibility yourself, or if you want to let a professional company take care of it. To learn what the best option for you is, you want to figure out if Facility Management is or should be a part of your core competency. Often it partly belongs to their core competencies, but not entirely. I could have written a blog post entirely on this subject, rather to learn more about making this decision, check out this article. And if you decide on outsourcing your facility management, check out this post on choosing the right provider.
The different roles of Facility management are many. You want to learn what parts of facility management is relevant for your company.
Here are some of the areas of Facility Management:
Figure out what parts of facility management that are relevant to you, and define roles from them. It’s important that you understand what the jobs entail and what jobs should be serviced by one person and what jobs you need to split up. Create a document and design the job by describing the responsibilities, and task/routines the role needs to do. You should aim to make them as easy as possible, making them doable for the lowest possible skilled person to fill the role. There are whole books written on this subject, I found E-Myth very useful on this subject.
Once you’ve decided that you want to do facility management yourself and designed the roles, you want to create a Scorecard. A scorecard is a document that is foundational for the whole recruitment process. The scorecard should reflect what type of person would thrive in the role you have designed. At the same time, you’ll increase clearity for yourself, the rest of the team and the new hire.
Start by involving the people who will be involved with this person. The people who will work alongside this person or be dependent on the new hire in some way. Together you want to define the right mission, outcomes, and competencies for the position. You can download a full description and a free word template for doing this here.
Before you read on - If you want to go deep into this subject we've created a complete guide to recruitment in service companies including templates.
Finding the right talent in any field is harder than ever. Being conscious of how you market the open positions, will determine the success of your hires.
Firstly, you’ll need to create a job listing that converts the right candidates. Here you want to use your scorecard to create a job description. Additionally, you want to use the scorecard to think through how you can reach a person that would fit this scorecard.
With that in the back of your head, you want to follow these steps:
To go more into depth, download our free Ebook, guide to recruiting - get it for free here,
Secondly, you want to be mindful about what marketing channels (job boards etc.) you use to reach the right candidates. You will typically find that you attract the most candidates from paid channels, like job ads or social media ads. However, we see that the best cultural fits and the right candidates are often found through using your company’s employer brand and network. We, therefore, encourage you to build your company’s and your network over time. Leverage this when posting the job. Free channels that can be leveraged are often local, but globally you always want to use Facebook jobs, Google Jobs and Indeed.
A good hire is really good at the technical part of their job. A great hire has excellent communication skills, and is able to empathize and connect with the staff and other people around them. To screen for this without spending too much time, use a one-way video interview. Predefine three questions to ask all your qualified candidates.
Good video questions:
Assessing the candidates from the video and their application. You should aim to invite the top 5 candidates to an in-person interview. You will want to try to keep the interview fairly simple. Focusing on asking questions about their previous jobs. Ask how their previous boss would rate their performance and ask for them to set up the reference interview. For a full template of how to structure the interview, download our free guide to recruiting in service industries.
Follow up on the interview with a reference interview - following up on the bosses the candidate has shared with you. The same principles apply in a reference interview as in the job interview: keep it simple and stay curious.
Here are four questions we use:
1. How do you know the candidate? This lets you get a good idea of the referee’s relationship with the candidate.
2. What are the candidate’s strengths? This gives you a clear idea of whether the candidate effectively self-assessed themselves in the interview.
3. What were the candidate’s key areas for improvement back when you worked together? Remember to say ‘back then’ to distance the referee from directly criticizing the candidate today.
4. Would you hire this candidate again? People will often give you their honest answers. As simple as that.
When you’ve decided on a candidate, you still have a lot of work to do. You need to onboard and potentially offboard the candidate in a good way. Assessing the candidate is the best way to figure out if this is the right candidate. We recommend following up closely to help the candidate get started, but also continuously assessing the candidate. Hiring is guessing, firing is knowing. If you can “know” early and let the candidate go, you’ll improve your, the candidates and your business’ prospects.
A common mistake is to fail to create a good experience when onboarding a candidate. Use your designed job description and operational manual and combine it with in-person training and e-learning to make sure the new hire is very clear about how to succeed in the job.
We help service companies attract and recruit talent through our user-friendly, AI-powered recruitment automation platform.
Click here to get a free demo of how we can help you increase quality and speed in your recruitment processes.