The
facility management industry is one of the industries that requires two or more
professionals converge before a sustainable solution could be delivered. It is
an industry that needs aggregation of professionals in almost all the sectors
within the built industry. No doubt, talents are scare, especially those needed
for technical and operational activities.
The
scarcity and skilled employees are part of the
risks identified by Infoprations
for 2019 fiscal year. According to the analysis, key players in the industry
are likely to lose their trained staff to the new FM companies that would be
established in 2019. Analysis also notes that knowledge-workers will play
crucial roles in quality and sustainable solutions individuals and businesses
will demand during the year.
In
addition to the solutions proffered based on the analysis, it is appropriate that
FM companies in Nigeria revisit their talent retention strategy. There is a
need to align the business goals with TRS to ensure maximum return on
investment and benefits to the employees. According to our survey, employees’ exodus
would be enormous when the reward system is poor, more bad line managers and
directors than good ones. When a company is more of authoritarian with limited
flexibility than democratic, employees unplanned exit is real in operations,
technical and marketing departments.
While
planning TRS, specific attention should be paid to incentive model (IM). Sustainable
and beneficial incentive model to both parties need to be incorporated into TRS
from the outset. Committed and high performing employees should be identified
as soon as possible. Such employees should have a special place in TRS. Failure
to give them what they deserve economically and socially would hasten their
exit.
Beyond
cash rewards, bonuses, it is highly imperative to consider a certain percent of
business for the committed and high performing employees earlier. The high
concentration on social incentives such as promotion and job titles without
commiserate monetary value should be discouraged.
IM
should also entail the clear career growth path for C and HP employees. When
they discovered that their career advancement is not being prioritised by the
management, secretly they would plan for the growth and move as soon as new
opportunities come. The placement of the
IM in the right place within the TRS will ensure sustainable talent retention
practice.
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