Open-access content 28th September 2009
Valerie Everitt tries to understand employee motivation and considers what managers can do to get the most out of their staff
1 October 2009
October is an important month for BIFM, with two major industry events - Total Workplace Management and the BIFM Awards dinner. Both celebrate the diversity of FM and the opportunities it offers as a career. The awards put the spotlight on what makes individuals and organisations stand out from the crowd and achieve recognition.
With 'employee engagement' becoming a buzz phrase and a recent government report (Engaging for Success, Department of Business Innovation and Skills, July 2009), calling on employers to "unleash the potential" of their staff to boost UK competitiveness, it's worth considering the critical success factors in workplace engagement. What makes an employee go the extra mile for his or her organisation? How are people encouraged and inspired?
Alongside good relations with manager and team, confidence and trust in the leadership of an organisation are clearly fundamental. If values are visible and demonstrated on a day-to-day basis, chances are that buy-in and commitment will be easier to gain.
Of course, pay and benefits are important at all levels and, increasingly, employees are also interested in the extent to which their organisation
is having a positive impact on society.
But in these challenging times, perhaps the most interesting factor is personal growth and how employees feel about their training and development prospects. Disengagement here can mean poor motivation and performance, a feeling of marking time and not moving forward. Investment and support, however, are real and tangible.
How can the BIFM help employers fulfil this important role?
Next year sees the launch of a new suite of FM qualifications designed to be accessible, flexible and based on workplace scenarios. Learners and their sponsoring organisations can choose the size and level of a qualification to give the right amount of stretch.
A choice of optional units at each level also gives organisations the chance to tailor a qualification which meets their business needs. By adding a suite of optional units to the mandatory ones, qualifications can be built up in bite-size pieces, allowing professional development to be factored in to the demands and pressures of corporate life.
This could be the way to reward employees who have shown loyalty and determination in difficult times and who have served the organisation well. It could also be just the time to build a strong training programme to equip staff for the upturn.