When diversity, equity and inclusion (DEI) are discussed in the workplace, the focus is often limited to race and gender. But in facilities management, DEI must be understood far more broadly.
According to Doug Pearson, associate vice president of facilities planning and operations at Kent State University, inclusion in facilities management touches nearly every aspect of who people are and how they work.
“In facilities, diversity just does not just refer to race and gender,” Pearson says. “It also encompasses age, sexual orientation, religion, military service, people with disabilities and traits and experiences that are reflected through the entire university.”
That broader view is especially important on a university campus, where facilities teams support a student population that can look vastly different from the local workforce.
“In a perfect world, we would like our workforce to reflect our student population,” Pearson explains. “However, the demographics of the local workforce do not reflect those of the students, which can present some challenges.”
Pearson emphasizes that inclusion begins with intention in this environment.
“We certainly encourage diversity and equity in our recruiting methods,” he says. “But equally important is cultivating a workplace culture where people feel welcomed and respected once they are hired.”
DEI is inseparable from workplace culture, Pearson emphasizes.
“We have open discussions with staff about work culture. We want to make sure that we have a work culture that is open and inviting to everyone, regardless of their background,” he says. “And we take pride in the fact that we believe our culture is such that it accepts all people to work in our department.”
That commitment also means addressing concerns head-on, he adds.
“We take concerns around inclusion very seriously,” Pearson says. “We do a full investigation into any concerns about people not being treated fairly. Then we try to correct the situation, provide adequate training and make sure that we are doing the right thing in terms of the work culture.”
Pearson says one area that frequently requires attention is unconscious bias, which he describes as the type of prejudice that seeps into everyone’s lives based on their upbringing and who they are. The Kent State facilities team has completed unconscious bias training twice in the last five years to help counter hidden beliefs.
In facilities management, Pearson says unconscious bias often appears in task assignments rather than overt behavior. For example, a supervisor hands the same types of work orders to the same person or shows favoritism in the work orders given to specific individuals.
“Maybe it’s age-related, such as (the supervisor) always gives the ladder work to a younger employee,” he says. “Or maybe the supervisor is cherry picking the work orders and giving the easy ones to his buddy. Maybe he sends an employee he doesn’t care for to unplug a clogged toilet, while his buddy gets to change a light bulb.”
These issues must be addressed directly, he stresses.
One of Pearson’s strongest recommendations for managing a diverse workforce is simple: supervisors need to be visible.
“I encourage supervisors to get out from behind their desks,” he says. “I feel like supervisors need to spend more time in the field communicating with frontline employees while they’re doing their jobs.”
Field presence builds understanding and breaks down barriers, he maintains.
“I think it provides a better understanding of each employee and who he or she is,” Pearson explains. “It breaks down barriers that can arise when a supervisor just issues work orders from behind his desk and never gets into the field.”
Pearson believes true leadership cannot happen from behind a desk and expects Kent State’s supervisors to spend meaningful time in the field. If administrative tasks are taking up a supervisor’s full day, he says it is time to examine how the role is structured.
Facilities teams frequently deal with high-stress situations, making emotional intelligence a critical leadership skill, especially when employees are upset or customers are frustrated.
Listening is an essential skill.
“It is very important to listen to the person who’s upset. You need to practice active listening skills, be engaged and ask them questions about their issue,” he says.
Timely communication also plays a role in de-escalating conflict. “You need to respond to all your emails within 24 hours, even if it’s to say I’m looking into it and I will get back to you,” Pearson says.
Equity extends to training as well. “Everybody learns differently, and everybody has different capacities and speeds of learning,” Pearson notes.
Recognizing those differences is critical in a facilities environment, where technical skills, safety and equipment knowledge are essential to success. While online training works for some employees, others learn best by doing and benefit from direct, in-person instruction.
“For those individuals, you need to do hands on, face-to-face training,” he says.
Rather than viewing slower learning as a shortcoming, Pearson frames it as an opportunity to better support the employee and improve long-term performance.
“The first thing we ask is, what kind of training do we need to provide that employee,” he explains.
For instance, when the Kent State facilities team was having difficulty with preventive maintenance on air handling units, they sought hands-on coaching from an equipment vendor. This approach ensured employees gained the practical skills they needed, rather than relying on online instruction that didn’t match their learning style.
In the facilities world, turnover can be frequent. However, instead of relying on exit interviews to find out why people leave, Pearson prefers ongoing dialogue.
“I do not believe exit interviews are a valuable tool,” he says.
By listening early and often, he says facilities leaders can address issues before they become reasons for employees to leave.
“I think you need to talk to your people who are here, face to face, one on one and in small groups, to understand what their concerns are, before they leave,” he says.
Inclusion in facilities management involves more than checking boxes. It is about awareness, presence, communication and a willingness to adapt so every employee feels valued and equipped to succeed.
Ronnie Wendt is a freelance writer based in Minocqua, Wisconsin. She frequently writes on the interpersonal aspects of facilities management. See an archive of her articles here.
