In the six years since the COVID-19 pandemic first began, organizations have been tasked with reinventing what company culture looks like. What most people have yet to realize is that a lot of this reinvention falls on the shoulders of facility managers. Between juggling hybrid office schedules and general maintenance needs, building a strong team culture within the facilities team can fall to the wayside.
This is especially troublesome as more legacy facility managers reach retirement age. Hiring new tradesmen isn’t what it used to be. Gen Z has made it apparent that company culture is one of the driving reasons to accept a job offer. They want to work at a place that not only values their work but values themselves as a whole. Managers are now playing a pivotal role in growing team members’ strengths while balancing other job duties.
In the May interactive issue of Building Operating Management, we asked our readers what is the hardest part of building a strong facilities team culture. Here is what facility managers said:
“Building trust within the team and between the team and its leaders.”
“When I hire a new person, the seasoned staff are negative. I tell them there is always a negative, but look at all the positives of this job. New staff need to be trained and the seasoned staff find it a nuisance.”
“Sourcing people with the talent needed or if not finding people with the correct aptitude to learn the job.”
“The balance between being a boss and needing things completed and being a friend and coworker with respect for all the staff’s personal issues.”
“Making sure everyone is heard and treated equally.”
“It is essential for owners and upper management to understand the true importance of the facility maintenance team. Too often, this team is viewed as non-critical or non-essential. As a result, when budgets are reduced, facility maintenance is usually the first area to suffer. However, understaffing is never productive and undermines the development of a strong organizational culture. Investing in training is equally important. Providing ongoing training helps employees perform effectively and shows that the company values its people. When an organization is unwilling to invest in its employees, the workplace culture inevitably declines. In addition, a lack of consistency in support, staffing and expectations can further damage company culture and long-term performance.”
“Creating space and the environment where your team feels welcome and encouraged to ask questions or share concerns, preferably earlier than later. Just finding and deliberately taking the time seems to portray that you see, you care and want to hear their hearts. Then, letting them help be a part of the solution is also helpful.”
“It starts at the top. If you’re not willing to lead by example then your road to a team culture will be challenging. You don’t have to rake your entire property or wash all the windows, but if you pitch in when the going is tough, that goes a long way toward gaining respect.”
