What is Facilities Management (FM) Recruitment?

Facilities management (FM) refers to the coordination of all the services that keep a built environment running smoothly – branching across maintaining building systems all the way to managing front-of-house services. The International Organisation for Standardisation (ISO) defines FM as “the organisational function which integrates people, place and process within the built environment with the purpose of improving the quality of life of people and the productivity of the core business”. In practical terms, this means FM teams ensure that workplaces are safe, efficient, and comfortable, so that an organisation’s primary operations can thrive. Facilities managers, maintenance engineers, property managers, and others are the “unsung heroes” who keep hospitals running, offices comfortable, and campuses safe day-to-day – directly impacting asset performance and workplace experience.

FM is typically considered part of the “Maintain” phase of the built environment lifecycle, coming into play once construction is finished and ongoing operations begin. It encompasses a broad range of services and roles that support the value of an asset over its life. Given this broad scope, facilities management recruitment involves finding qualified professionals for a wide variety of FM roles – from highly technical engineering positions to customer-focused service roles. Successful FM recruitment is business-critical, as skilled facilities talent keeps buildings compliant, energy-efficient, and pleasant for occupants. It’s also a growing challenge: the FM sector is huge (outsourced FM alone is a £35+ billion market in the UK) and demand for talent is rising amid new compliance standards and expectations for better workplace experiences.

Facilities management recruitment thus requires understanding the distinct categories of FM services and roles. Broadly, FM services are divided into “hard” and “soft” services, and many organizations now opt for an integrated approach known as Total Facilities Management (TFM) that combines both. In the sections below, we break down what hard and soft services mean, how TFM recruitment differs, emerging trends shaping FM hiring, and best practices for employers to attract top talent in this vital field.

Hard Services Recruitment

An HVAC maintenance engineer working on an industrial turbine – a classic “hard service” facilities role focused on building systems. Hard services in facilities management are the technical, infrastructure-related services that physically support a building’s operations. These are directly tied to the fabric and systems of the facility – and are often legally non-negotiable to ensure health and safety. In fact, hard FM services are usually mandated by regulations or law (for example, fire safety or elevator maintenance), meaning businesses must staff or outsource these roles to remain compliant. If a critical system fails, it can jeopardise occupant safety and business continuity, so hiring competent talent for hard services is paramount.

Examples of hard FM services include maintenance and repair of HVAC (heating, ventilation, air conditioning) systems, electrical and lighting systems, plumbing and water systems, elevators and escalators, generators and critical power, fire detection and suppression systems, and the general structural maintenance of the building. In essence, if it involves the building’s plant, equipment, or structure, it’s a hard service. Typical hard FM roles span from hands-on technical positions to management levels: for instance, Maintenance Technicians and Engineers (electrical, mechanical, or multi-skilled), HVAC Engineers, Electricians, Plumbers, Building Services Engineers, and Hard Services Managers who oversee technical teams. There are also specialists like Fire Safety Officers or Compliance Managers who ensure building systems meet regulatory standards.

Recruiting for hard services roles focuses heavily on technical skills, qualifications, and compliance knowledge. Candidates often need formal trade qualifications or certifications (e.g. an electrician with the 18th Edition wiring regulation certificate, or a gas engineer registered under Gas Safe). Safety and regulatory compliance are key – organisations can face serious liabilities if these functions aren’t performed properly. Thus, employers value candidates with up-to-date knowledge of building codes, health and safety regulations, and preventative maintenance protocols. For example, a hard services FM hire might be expected to ensure that emergency lighting and fire alarm systems are tested on schedule, HVAC equipment meets environmental and safety standards, and all critical maintenance is logged and audited. Attention to detail and reliability are crucial traits.

Another aspect of hard services recruitment is the ability to work under pressure and solve problems quickly. When a building system breaks down (be it a power outage or a burst pipe), the maintenance team must respond immediately. Hiring managers therefore look for experienced problem-solvers who can troubleshoot technical issues and coordinate repairs with minimal downtime. Given the current market, these skills are in high demand – many employers report trouble finding enough qualified trades and engineers for facilities roles. This is where partnering with a specialist facilities management recruitment agency can help, since they have pipelines of vetted technical candidates. (For instance, a specialist recruiter will understand the difference between a refrigeration engineer and a general maintenance tech, and ensure candidates’ certifications like F-Gas or NEBOSH are verified before recommending them.) Ultimately, hard services recruitment is about securing the technical backbone of your facility – the people who will keep critical systems running safely and smoothly, day in and day out.

Soft Services Recruitment

In contrast to hard services, soft services in FM are the supportive, often customer-facing services that enhance the comfort, security, and wellbeing of occupants. These services are not directly part of the building’s physical infrastructure, but they play a huge role in daily operations and workplace experience. Soft services can be considered more optional or customisable based on an organisation’s needs; however, they are by no means insignificant. In fact, a clean, secure, and well-serviced environment is essential for productivity and morale. Soft FM covers things like cleaning, security, front-of-house and reception, mailroom management, grounds maintenance (landscaping), catering, waste management, and other day-to-day administrative or hospitality functions. These services make the workplace pleasant, safe, and functional for employees and visitors.

Key soft FM roles include positions such as Facilities Coordinator or Office Services Manager (who might handle reception, mail, meeting room setups, etc.), Cleaning Services Manager (overseeing janitorial teams and hygiene standards), Security Manager or Security Supervisor (managing guarding staff and access control for the facility), Front-of-House/Reception Manager (ensuring a great first impression for visitors and smooth lobby operations), Catering or Food Services Manager (if on-site cafeterias or catering are provided), and Soft Services Manager (who may manage multiple soft service functions together). There are also roles like Workplace Experience Manager or Occupier Services Lead, which are newer titles focusing on occupant satisfaction, especially in corporate environments aiming to improve employee experience. These roles coordinate across various soft services to create a positive workplace culture and environment.

When recruiting for soft services, strong interpersonal and management skills are often top priority. Unlike hard services, where technical know-how is king, soft service roles require a blend of business ability, customer service mindset, and often leadership of large teams. For example, a Cleaning Manager might oversee dozens of cleaning operatives across different shifts, ensuring that cleanliness standards (potentially aligned to health guidelines or service level agreements) are met consistently. They need to schedule staff, train them in proper use of chemicals or equipment, and possibly manage a budget for supplies. Similarly, a Security Manager must be licensed (in the UK, holding an SIA license) and skilled in coordinating security personnel, while also being prepared to handle emergencies or incidents diplomatically. Communication skills are critical – these FM professionals interact with building occupants daily and often handle complaints or service requests. Their goal is to keep everyone happy and safe, which requires patience, attention to detail, and a problem-solving attitude.

Employers seeking soft service personnel will look for experience in service delivery and people management. Industry-specific certifications can be relevant (for instance, a cleaning manager with a British Institute of Cleaning Science accreditation, or a security lead with advanced security training). However, even more important is a track record of reliability and high service standards. Soft services have a direct impact on how people perceive the workplace – a dirty office or poorly secured building quickly erodes trust. Therefore, recruitment in this area emphasises candidates who take pride in their work and understand the importance of things like confidentiality, hospitality, and responsiveness. In interviews, situational questions (e.g. “How would you handle a VIP visitor arriving unexpectedly?” or “How do you ensure cleaning staff maintain quality on a tight schedule?”) can be useful to gauge a candidate’s approach. Cultural fit is also key; these roles often involve working closely with clients or various departments, so the person must align with the organization’s values and customer service ethos.

It’s worth noting that while some soft services might seem optional (like having an on-site cafeteria or extensive reception services), many are closely tied to productivity and even legal obligations. For instance, adequate security measures and cleaning protocols can be required by regulations (security for tenant safety, cleaning for health standards). Thus, soft FM hires need to appreciate the balance between hospitality and compliance. The COVID-19 pandemic, for example, heightened the importance of cleaning and hygiene standards in facilities – making soft services ever more critical. Overall, soft services recruitment seeks out those individuals who will keep the workplace welcoming, secure, and well-run, often acting as the friendly face of facilities management that building users interact with every day.

Total Facilities Management (TFM) Recruitment

As organisations and building operators strive for efficiency, many have embraced Total Facilities Management (TFM) – an integrated model where all hard and soft services are combined under one umbrella contract or management structure. Instead of handling multiple service providers or separate teams for hard vs. soft tasks, a TFM approach centralises responsibility for all facilities services, usually with a single FM company or a unified in-house department. Total facilities management involves “combining and integrating all facility management services into a single contract under a sole supplier to unify all service provisions”, thereby streamlining operations and reducing costs. In practice, this means a client might outsource all FM functions – from maintenance to cleaning to security and even space management – to one provider who then deploys an integrated team to cover everything. Alternatively, a large organisation might have an internal TFM department that handles both hard and soft services cohesively.

From a recruitment perspective, TFM requires professionals who are versatile and capable of overseeing a broad scope of services. Instead of specialising in just one side, TFM roles often blend skill sets or focus on high-level coordination. Typical TFM positions include roles like TFM Account Manager or Contract Manager, who acts as the single point of contact for a client and manages the delivery of all integrated services on their site or portfolio. This person needs to understand technical maintenance requirements and the nuances of soft services, balancing both in service delivery. They’ll be responsible for meeting KPIs across the board – e.g. uptime of critical systems (a hard service metric) and client satisfaction scores for cleaning or reception (a soft service metric). Technical Services Managers in a TFM setting might oversee the hard services team while working closely with a Soft Services Manager, or in some cases, one manager oversees both teams directly. Roles like Facilities Director or Head of Facilities (TFM) are also common, especially within large corporates or campuses, where one leader is in charge of all facilities functions (often with team leads for each sub-area reporting to them).

Recruiting for TFM roles means looking for candidates with strong leadership, breadth of knowledge, and strategic thinking. These individuals must be adept at multi-disciplinary management – for instance, a TFM Account Manager should be comfortable reviewing a maintenance schedule for the generators in the morning, and by the afternoon discussing catering improvements for the onsite café. They need excellent communication skills to manage client relationships (since TFM contracts often involve service level agreements and performance reports to the client) and to lead diverse teams of engineers, cleaners, security guards, receptionists, etc. Because TFM contracts bundle everything, efficiency and cost-effectiveness are big selling points – so a TFM manager is often tasked with finding synergies (like cross-training staff to handle multiple duties, or scheduling tasks to minimise disruption). When hiring for such roles, employers often seek seasoned FM professionals who perhaps started in one domain (hard or soft) but have expanded their portfolio. For example, a candidate might have been a maintenance manager who later took on cleaning and security oversight, or vice versa.

One key challenge and opportunity in TFM recruitment is ensuring quality and consistency across services. With one provider handling all aspects, the upside is a single accountability framework – but it also means the person at the helm must ensure that neither the hard nor soft side is neglected. KPIs (Key Performance Indicators) in TFM contracts can be quite comprehensive, and failing in any area could jeopardise the whole contract. Therefore, candidates who are detail-oriented and have robust management systems (often using CAFM software or integrated management platforms) are attractive. Many businesses also prefer TFM leads who are innovative, bringing new ideas for integrated service delivery. For instance, using data from the cleaning team about foot traffic to adjust HVAC settings (combining soft and hard insights) is a modern approach to integration.

In summary, TFM recruitment targets the integrators – those FM leaders who can unite hard and soft services under one strategy. The benefit of a well-executed TFM model is significant: it can save time and money with one contract instead of many, reduce duplication of efforts, and provide a seamless experience for building users (who have “one team” handling all their needs). However, it takes the right talent to realise these benefits. Employers will often turn to specialist FM recruitment agencies or headhunters to find senior TFM professionals, given the complexity of these roles. The ideal TFM candidate demonstrates a balance of technical acumen, soft service empathy, financial savvy, and people management – essentially, a generalist-specialist who knows how to combine all facets of facilities management to deliver value.

Trends and Challenges in FM Recruitment

A facilities manager uses a digital tablet while overseeing wind turbines – illustrating the rise of smart technology and sustainability focus in modern FM. The facilities management sector in 2025 is evolving rapidly, and anyone recruiting in this field must stay aware of key trends and challenges that are reshaping what “ideal candidates” look like. Below are some of the major forces impacting FM recruitment today:

• Smart Technology & Digital Skills: Facilities management has become increasingly tech-driven, with the adoption of IoT sensors, Building Management Systems (BMS), automation and AI tools to optimise building performance. Tasks like energy monitoring, maintenance scheduling, and even cleaning are now often guided by data analytics and smart algorithms. This digital shift means that tech-savvy FM professionals are in high demand. Over half of FM professionals now rate digital transformation as “highly important” in their business strategy. For example, predictive maintenance – using sensors and AI to predict equipment failures – is being embraced by 56% of organisations, according to JLL research. However, there’s a talent gap: a recent industry survey found that while most companies have implemented smart building tech, 4 in 10 say they lack the skilled staff to manage and leverage it fully. The aging workforce in FM contributes to this gap – the average age of professionals is around 49, and as many as 40% of facilities managers in some regions are set to retire by 2026, meaning a wave of tech-savvy younger talent is needed. Recruiters now look for candidates who are comfortable with data and digital tools (e.g. a facilities manager who can interpret IoT sensor data or use CAFM software proficiently). Pitches for FM roles increasingly mention “familiarity with smart building technology” as a requirement. The challenge for employers is both upskilling existing staff and attracting new entrants who have the IT and analytical skills to drive smart FM initiatives.

  
  

• Sustainability and Energy Management: Companies are under pressure to reduce their environmental footprint, and facilities management sits at the heart of this effort. FM teams manage energy usage, waste recycling, water consumption, and more – meaning the hire you make in FM can directly influence your sustainability outcomes. Sustainability skills (like energy efficiency expertise, knowledge of green building standards, etc.) are therefore a hot commodity in FM recruitment. Encouragingly, 75% of FM companies say they’re on track to reach net-zero carbon emissions by 2050, showing a strong industry commitment to climate goals. Achieving these goals will require FM professionals who can implement carbon reduction strategies – for instance, energy managers who know how to retrofit older buildings with efficient systems, or facilities leads who can run occupant awareness campaigns on saving energy. We’re also seeing new roles emerge, like Sustainability Manager within FM departments, or traditional FM roles being upskilled with sustainability knowledge (e.g. a maintenance manager now expected to understand solar panel systems or EV charging infrastructure). For recruiters, this means evaluating candidates on their environmental mindset and knowledge. Do they have experience with ISO 14001 (environmental management) or familiarity with sustainable procurement? These are the kind of questions that might come up. Moreover, facilities managers are expected to collaborate closely with sustainability teams or consultants. The ability to balance cost management with green initiatives – such as justifying an LED lighting upgrade for its long-term ROI in energy savings – is highly valued. As sustainability becomes a core business priority (with FM at the forefront of execution), recruitment is shifting toward candidates who can be change agents for greener operations. Certifications like LEED Green Associate or IWFM’s sustainability courses can set candidates apart in this space.

• Hybrid Workplaces & Workplace Experience: The rise of hybrid work models (with employees splitting time between home and office) has created new challenges and opportunities for FM. With fluctuating office occupancy, facilities managers must be more agile in service delivery. Traditional routines – like fixed daily cleaning schedules or maintenance rounds – are being rethought. For instance, if only 50% of desks are used on a given day, cleaning can be targeted to high-traffic areas (an approach known as dynamic cleaning based on actual use). Similarly, HVAC settings might be adjusted in real-time to match the number of people in the building. The hybrid workplace demands a more responsive FM strategy: as one expert quipped, “fixed annual maintenance plans no longer cut it” when buildings have to earn the commute of employees coming in. This trend impacts recruitment by elevating the importance of flexibility and innovation in candidates. Facilities teams now often coordinate with HR and IT to manage desk booking systems, hybrid meeting technology, and new office layouts that support collaboration for those days people do come in. Roles like Workplace Manager or Employee Experience Lead have gained prominence, focusing on how the physical environment can entice employees to use the office. Employers will seek FM candidates who understand these shifts – who can, for example, reconfigure space usage or adjust service levels quickly based on occupancy data. Moreover, customer service skills are even more crucial in a hybrid context; with fewer face-to-face interactions, every on-site experience counts. FM staff might be involved in organising safe, welcoming office experiences (from sanitisation stations to smart lockers for remote workers dropping in). In interviews for FM positions, don’t be surprised if scenarios around managing hybrid schedules or accommodating flexible working arrangements come up. The bottom line: FM recruitment is no longer just about “fixing buildings,” but also about creating workplaces where people want to be.

  
  

• Talent Shortage and Skills Gap: Underpinning all the above trends is a significant skills shortage in the FM industry. Many employers report that finding qualified FM personnel is one of their biggest hurdles. An industry survey in 2025 revealed that 80% of FM teams are understaffed, with nearly one in four organisations calling themselves “significantly” understaffed. There are several factors driving this: the aforementioned ageing workforce and retirements, a pipeline of young talent that isn’t growing fast enough, and the expanding role of FM (which now demands new skills like data analysis and sustainability expertise). The perception of facilities management as a career also plays a part – historically it’s been seen as a “behind the scenes” function, which can make attracting new entrants tougher. However, this is changing as FMs are now recognised as strategic partners in business success. From a recruitment perspective, the talent crunch means that competition for good candidates is fierce. Employers may need to offer more attractive packages, clear career progression, and even flexible working options to lure and retain FM professionals. It also means casting a wider net: considering candidates from adjacent industries (e.g. an ex-military engineer for a maintenance role, or someone from hospitality for a soft services role), and investing in training programs. Industry and government initiatives are ramping up training – for example, new technical apprenticeships in FM and related trades are being launched to produce fresh talent. Companies that “grow their own” talent through internships or apprenticeships may have an edge in the long run. Additionally, diversity recruitment is a focus – half the population (women, for instance) have been underrepresented in FM historically, so reaching those untapped talent pools is key. All these efforts aim to build a sustainable talent pipeline, but in the near term, FM hiring managers often need support to fill urgent gaps. This is where partnering with specialised recruiters and being open to candidates who have the right attitude and ability to learn (even if they don’t check every skill box on day one) becomes vital. The challenge is real, but so is the opportunity: by bringing in fresh skills and perspectives, the FM field is reinventing itself for the future. Organisations that succeed in recruitment during this shortage will be those who adapt – whether through offering competitive benefits, upskilling internal staff, or leveraging external recruitment expertise to find hidden gems in the job market.

How to Approach FM Recruitment (Building Your Talent Pipeline)

Given the critical nature of facilities roles and the competitive talent landscape, how should employers approach facilities management recruitment effectively? Here are some strategies to consider for building a strong FM talent pipeline:

• Partner with Specialist Recruiters: Facilities management is a unique field that spans technical and service-oriented roles, and it has its own qualifications, acronyms, and networks. One of the smartest moves is to engage a specialist FM recruitment agency that knows the sector inside out. A generalist HR team or recruiter might not grasp the nuances between hiring a Hard Services Manager versus a Soft Services Lead, or know where to find a qualified BMS engineer on short notice. In contrast, dedicated FM recruiters deal with these roles daily and maintain extensive talent networks. They can often tap into a “hidden” talent pool of passive candidates – experienced facilities professionals who aren’t actively applying to job ads but could be open to the right opportunity if approached. By leveraging their connections, you gain access to far more candidates than you could reach on your own. Moreover, specialist agencies rigorously vet candidates for you: verifying technical certifications (like NEBOSH, IOSH, 17th/18th Edition, FMA/IWFM credentials), checking references, and assessing soft skills specific to FM (like the ability to handle emergency call-outs or manage vendor contracts). This saves time and reduces the risk of a bad hire. Considering the cost of hiring the wrong person – especially in FM where safety and performance are on the line – a recruiter who consistently delivers well-matched candidates is worth their weight in gold. Many leading FM service providers and property companies rely on specialist agencies for exactly this reason. If you do work with external recruiters, choose one with proven FM expertise and communicate your requirements clearly (e.g. the scope of hard/soft services in the role, any required clearances for the site, etc.). A good recruitment partner will act as an extension of your team, advising on market salary rates, candidate availability, and even how to make your job offer more attractive.

  
  

• Plan Ahead and Build Talent Pipelines: Rather than recruiting reactively every time a role opens, leading organisations take a proactive approach to FM talent acquisition. This means building a pipeline of potential candidates and nurturing future hires. How can you do this? One way is through networking and industry engagement – encourage your facilities leaders to attend FM conferences, join professional bodies (like IFMA or IWFM), and connect with peers. Often, you’ll hear about great people in the industry before they hit the job market. Some companies maintain relationships with candidates who were runners-up in previous hiring processes or former employees who might boomerang back; keeping a warm list of these known talents can shorten your next search. Another tactic is offering internships, apprenticeships, or graduate programs in facilities management. Bringing in entry-level talent and training them in your company’s way of working can fill the pipeline with loyal, skilled staff over time. For example, you might sponsor an apprentice electrician who, after qualification, can grow into a maintenance manager role under your wing. Additionally, consider engaging local trade schools or military transition programs – FM roles can be very appealing to individuals with engineering or logistics backgrounds looking for a civilian career.

  
  

• Emphasise Career Development and Retention: Recruitment doesn’t end when the contract is signed – retaining your FM talent is just as crucial to avoid a constant hiring cycle. Facilities management offers clear career progression paths (e.g. a technician can become an Engineering Supervisor, then Hard Services Manager, and eventually an FM Director), but employees need to see those opportunities in your organisation. When hiring, communicate how the candidate can grow and what training you’ll provide. Many FM professionals value certifications and continuous learning; supporting them in earning advanced qualifications (like an IWFM diploma or energy management certification) not only upgrades their skills for your benefit but also increases their loyalty. A strong culture of recognition and support goes a long way in an often high-pressure field like FM. Reducing turnover by even a small percentage can save significant costs and knowledge loss. So, treat your FM staff as vital partners – because they are the ones keeping the lights on (sometimes literally) and your occupants happy. High retention and internal promotions will, over time, lessen your recruitment urgencies.

  
  

• Broaden Your Search & Embrace Diversity: As mentioned in the trends, broadening the demographic and professional background of candidates can help alleviate skill shortages. Encourage applications from underrepresented groups – for instance, women in engineering or individuals from hospitality/customer service roles for soft services. Diverse teams can be exceptionally effective in FM, bringing new ideas to old problems. Also, consider candidates who may not have done the exact job before but have adjacent skills. Someone with an IT background might excel in a smart buildings-focused FM role; an ex-military facilities technician may have excellent discipline and breadth of experience suitable for a corporate FM position. By being open-minded and focusing on core competencies and trainable potential, you can uncover talent that others might overlook.

In summary, approaching FM recruitment strategically means using all available tools – specialist knowledge, proactive talent cultivation, and a strong employee value proposition – to secure the people who will keep your facilities running and improving. The companies that invest in this approach are often those with the best run workplaces in the long term. After all, when your FM recruitment is done right, you don’t just fill vacancies – you build a team that adds value, innovation, and resilience to your organisation.

Your Partner in Facilities Management Recruitment

MostonRECRUIT specialises in facilities management recruitment as part of our commitment to supporting the entire Maintain phase of the built environment. With deep industry expertise and an extensive network of FM professionals, we can connect you with the right talent quickly and reliably.

Get in touch with our team to discuss your facilities recruitment needs or to learn more about how we can assist. Whether you need an interim Facilities Manager to step in, a permanent Technical Services Manager to drive compliance, or a Total FM leader to run an integrated contract, MostonRECRUIT has the knowledge and candidate pool to find your perfect fit. Let us handle the hard and soft services recruitment challenges for you, so you can focus on running your core business.