FM: upskilling is at the core of best practice
This article, written by IWFM, examines the transformation of workplace and facilities management into a strategic discipline
Facilities management is the invisible backbone of the workplace. It’s the discipline that ensures buildings run smoothly, services are delivered efficiently, and people have the right environment to thrive. But the workplace and facilities profession is changing fast. Sustainability goals, rapid digital transformation and shifting employee expectations are redefining what good looks like. Today’s best practice goes beyond the processes and technology needed to keep up with these moving targets – though those are undeniably crucial – it’s about people.
As the professional body for the workplace and facilities sector, IWFM’s role in the facilities landscape has been growing more and more prominent as the tectonic plates of technology, safety, sustainability, hybrid workplaces, AI, demographics, employee needs and expectations and a growing skills crisis are all shifting beneath our feet. As that professional landscape changes, IWFM carves out new pathways, through our training and development programmes and Academy, and we define the professional standards needed to support our members to become highly skilled, motivated, adaptable and resilient professionals. Because these are the people you’ll need if you’re going to function successfully in this changing world.
Both the skills gap and the desire to professionalise are well recognised across the public sector estate with its often complex working environments – and we are one of several professional bodies championing professionalism across the public sector. It’s something we’re putting into practice through our strategic partnership with the Government Property Profession, which aims to accredit 90 per cent of senior workplace and facilities professionals by 2030.
This may read like something of a pitch for the benefits of IWFM membership – and of course we believe that every facilities professional, and every organisation that employs them, should join the Institute! But ultimately, we align everything we do with professional best practice, firstly because that’s the way our members build the most effective careers, and secondly, that’s how they make the greatest difference to the places we all work.
A changing landscape
Gone are the days when workplace and FM was seen purely as a maintenance function. Today, it’s a strategic enabler, influencing everything from workplace experience to organisational resilience. Workplace and facilities professionals are expected to deliver on sustainability commitments, integrate smart technologies, manage health and safety and support wellbeing initiatives – all while managing costs and compliance.
These demands require a broader skill set than ever before. Data literacy, an AI revolution, stakeholder engagement and risk management all now sit alongside traditional technical knowledge. Without structured learning pathways, organisations risk falling behind. Recognise that WFM is a people-driven profession, and you’ll see that its success depends on equipping those people with the right tools and knowledge.
Training and continuous professional development
Training is often associated with compliance – ticking boxes to meet regulatory requirements. But in WFM, it’s much more. It builds confidence, sharpens decision-making, and fosters innovation. When professionals excel in this way, they can move beyond reactive problem-solving to proactive value creation, whether they work at leadership level or in an operational role.
Upskilling also has a direct impact on retention. In a competitive market, employees value organisations that invest in their development. It creates a culture of progression, where teams feel motivated to take on new responsibilities and adapt to emerging trends. View training as an investment in resilience and growth, and you’ll be rewarded with a facilities workforce that has both the capability, and the motivation, to deliver constant improvement for the business.
Core areas for continuous upskilling
Five areas stand out.
Sustainability and net zero – with organisations under pressure to reduce carbon emissions, WFM plays a pivotal role in achieving sustainability targets. Training in energy management, circular economy principles, and environmental reporting ensures teams can deliver on ESG commitments.
Digital and data literacy – smart buildings, IoT sensors, and CAFM systems are transforming how workplaces operate. And information management now sits at the core of FM’s role in interpreting the data that can optimise performance, forecast trends, and demonstrate value.
Health, safety and wellbeing – FM teams are already on the frontline of compliance, but beyond that, wellbeing initiatives are central to workplace experience. Upskilling in mental health awareness, ergonomic design and inclusive practices supports a fully rounded approach to employee care.
Leadership and communication – FM increasingly involves influencing stakeholders across multiple departments. Training in leadership, negotiation, and strategic communication strengthens these relationships and elevates workplace and facilities managers’ roles within the organisation.
Risk and resilience – from cyber threats to climate risks, resilience planning is critical. Training provides frameworks for identifying vulnerabilities and implementing robust controls, ensuring continuity in the face of disruption.
Embedding learning into everyday practice
Best practice isn’t a one-off exercise – it’s a continuous cycle. Organisations should integrate learning into daily operations through structured programmes, accredited courses and qualifications provide formal recognition of skills and set clear benchmarks for progression.
On-the-job learning like shadowing, mentoring, and project rotations help professionals apply theory in real-world settings, reinforcing knowledge through experience.
Access to resources like guides, webinars, and communities of practitioners keep teams informed of emerging trends and encourage peer-to-peer learning.
Feedback loops such as regular reviews ensure training translates into measurable improvements, creating a culture of accountability and growth.
Embedding these approaches makes learning, and continuous professional development part of the job, not an optional extra.
Buildings, systems, and technologies matter, but it’s skilled professionals who make them work. As the sector faces unprecedented change, investing in training and upskilling is the most effective way to future-proof both individuals and organisations. Which means that continuous learning isn’t just good practice – it’s the foundation of excellence.
