VIEW POINT / PERSPECTIVES
M ATT C HA PM AN
S H A RON S L I N G ER
WE MUST BE BOLD
ROLLERCOASTER OF A RIDE!
MATT CHAPMAN is CEO of SBFM
A
lthough innovation and technology are common themes in FM, it’s people, their passion, and the opportunities we provide that drive our sector. Bridging the skill gaps in FM requires embracing our diverse identities – from faith and sexual orientation to gender and disabilities. To attract and retain talent, we must adopt an inclusive workplace culture, with a focus on not just providing jobs, but also building meaningful careers. It’s evident that businesses within FM are recognising this and promoting EDI across a multitude of business practices, creating environments where all employees can thrive. From inclusive hiring and promotion practices to EDI training, career opportunities and leadership development, ensuring equal chances for all and celebrating differences is being displayed across the sector. Most firms in FM are enforcing comprehensive EDI strategies and embedding EDI as a basic principle in all aspects of decision-making, but these strategies are only typically shared internally. EDI strategies need to be published and
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SHARON SLINGER is director of Constructing Rainbows Limited
visible to all, with a commitment from businesses to regularly report on EDI performance and improvements. This needs to be above and beyond the current legislative minimums of gender pay gap reporting and include regular EDI assessments and surveys against policies, with data gathered on the
EDI strategies need to be published and visible to all effectiveness of practices and highlighting areas for improvement. Data-driven insights can only be achieved through transparency and constant evaluation. Rather than just circulating strategies and performance to a businesses’ staff – being open and sharing with clients, colleagues, and competitors will mandate accountability and drive progress in the sector. It’s our collective responsibility to be accountable for our weaknesses and areas for improvement, and commit to transparency on our performance and progress.
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or those focused on equity, diversity and inclusion (EDI), it often feels like a rollercoaster: breakthroughs and setbacks. So it’s important to celebrate impactful wins. A prime example is FM firms supporting people with learning disabilities and autism through transition-towork programmes. Only 4.8% of people with such disabilities in England (4.1% in Scotland) secure paid employment compared with 80% of their peers. But charities such as DFN Project Search are changing this. They change mindsets, supporting people with learning disabilities to bring their talents to our industry. The results are impressive, with 70% of graduates gaining employment. DFN Project Search’s Courtney Bruner in Scotland says firms such as Sodexo and Serco show that people with a learning disability and/or autism bring “progressive change” to business practices,
enriching the workforce. But some organisations, particularly larger FM companies, lack the will to make positive cultural change or provide enough resources for EDI. No transformation succeeds without the right people and budget, yet EDI efforts often lack support and funding. Some firms hire high-level EDI roles without providing support, leading to unmet targets. There is also a troubling trend of downgrading EDI roles from top leadership to junior management, which undermines inclusion efforts. Emma McLaughlinEdwards, IWFM EDI focus group member, told me that scrutinised budgets make it hard for businesses to quantify the financial success of EDI efforts. Budgets are often cut, leading to “performativeonly measures that workers soon see through, and the risk of ‘quiet quitting’ becomes prevalent”. A consistently upward EDI trajectory in FM would be more beneficial for all.
Some organisations lack the will to implement positive cultural change
FAC I L I TAT E J U LY-AU G U S T 2024
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03/07/2024 09:12