As an introduction, can each of you describe your backgrounds as executive search consultants specializing in facilities management?

L: I have been a search consultant for more than 16 years, joining Helbling in mid-1998. Through the years, I have represented healthcare and higher education institutions; boarding and prep schools; and corporations, including those involved in pharmaceutical and biotech.

N: I joined Helbling in early 1999. While I’ve represented diverse clients, the majority of my experience within facilities management recruitment has been for healthcare and higher education institutions.

What are your perspectives of recruitment, and more specifically executive search, within facilities management?

L: The market is very active with an increasing number of organizations looking to executive search firms for assistance. This is primarily because the majority of FM professionals are approaching retirement. Therefore, the talent pool is limited and there are many within who are challenged by technology. Beyond that, the upper-tier professionals are passive and not looking for new opportunities. You’re not going to find or attract those types of candidates through any type of ad. In today’s market, you have to actively reach out to good candidates and pursue them.

N: I believe leadership within most institutions has realized that their Human Resources departments don’t have the outreach and accessibility to candidates in the way that a search firm can. And, if they are in a location where the talent pool is extremely limited, they know they will need to relocate a professional, and this can be even more challenging. In fact, many of my recent assignments have been for institutions in less populated locations (North Dakota, South Dakota, Utah, and Michigan) in which I had to expand the talent pool to surrounding states and regions. All of them

required the selected candidates to relocate.

Can you elaborate on the talent pool?

L: It varies by location and, oddly enough, I think it’s counterintuitive. For example, I would say there are fewer attainable high-quality facilities professionals in New York than there are in, let’s say, Dallas, because in New York, there are a significant number of roles outside of the facilities management industry for those with the appropriate technical

backgrounds. In contrast, when I was recently recruiting in the Dallas market, I found the average facilities professional to be more educated with a greater handle on technology than the average professional in New York. The level of talent that can be attracted is inversely proportional to the opportunities within the environment. There are more numerous career paths outside of the facilities sector for individuals with engineering degrees in New York City when compared to a smaller market such as Dallas.

N: I think it’s also important to understand the magnitude of what organizations are expecting from their facilities managers. These individuals are expected to do much more with much less compared to ten years ago. The economic climate has prompted this. Additionally, professionals are being required to have more credentials than they did before – those being certifications and intangible skills. These factors make the relevant talent pool even smaller.

What types of certifications and skills are in demand?

L: This is where facilities recruitment has changed the most. While clients do prefer candidates to have certifications for certain roles and will list them on position descriptions, it’s candidates’ intangible skills that are more important than their certifications. If a client says, “I need a PE [Professional Engineer], RA [Registered Architect], or someone who has LEED [Leadership in Energy & Environmental Design]

REAL ESTATE ENGINEERINGFACILITIES

Facilities Recruitment ~ An Executive Search Perspective

R E T A I N E D E X E C U T I V E S E A R C H

CONSTRUCTION

Jim LordManaging Director

Rick NawoczynskiSenior Managing

Consultant

Facilities Recruitment ~ An Executive Search Perspective Autumn 2014 Navigator

certification”, I can go get that person because those are certificate programs. However, from what I’ve experienced, most clients want professionals who can manage budgets, who have strong business sense, and who approach facilities from a business perspective. They need professionals who are financially savvy who can look at a potential need and analyze if it’s a good investment now and long term. They also want people who are engaging and who involve the end-users.

In addition, they need people who can communicate with researchers, board members, and the community at large. These are all things that you can’t obtain by taking classes or going to night school and passing a certification exam. You either have those skills or you don’t. It would be rare that a facilities leader who grew up in the trades and is nearing retirement would have the patience and computer savvy to sit down and develop a new spreadsheet to monitor all of their equipment that needs to be maintained. On the other hand, someone who grew up with computers can just sit down and create a spreadsheet. So, I think it’s more those things than a need for particular certifications.

Due to the limited talent pool, do you find yourself looking to non-traditional candidates and, if so, what value do these professionals offer?

L: Yes, and to define non-traditional candidates, they are those who have skill sets that are applicable to the role but are currently in a different industry than that of our client. If you’re taking someone from a corporate environment and putting them into higher education, you get someone who understands ROI, and who knows what works and what doesn’t. You also get someone who has a fresh perspective. Clients are now much more open to non-traditional candidates than they were several years ago and I think it’s because they’ve realized the value these professionals can offer.

Are there common motivations among candidates when they are willing to explore opportunities?

L: It can vary by person but if there is an overriding factor, it’s the opportunity to take their skills into an environment where they will be utilized and appreciated, one in which they can provide value. And that is within any environment or industry. Other than that, it comes down to each individual and what their specific situation is. Therefore, each candidate needs to be pursued differently. It’s matching their motivations to what our clients have to offer.

N: I think the prestige of our client institutions plays a big part in attracting candidates. We represent organizations that are known for their reputations and integrity and when we name our client to a candidate, they are generally eager to hear about the opportunity. Additionally, facilities management is known for its slow and limited advancement opportunities, which is another reason why candidates are open to talking.

What suggestions would you offer to organizations regarding their recruitment practices and/or working with search firms?

L: It’s critical to know what you want to accomplish and know what you want in candidates before initiating the recruitment process. Don’t leave the role or your objectives vague, or wait until you receive resumes. When our clients are clear on what they want, recruitment can be much more focused and effective. That is a reason we have become

more involved in helping our clients to develop position descriptions. They want our help in doing so because they want to make sure the responsibilities are comprehensive, and the qualifications and experiences are accurate and ideal. We also want to make sure the position is attractive to candidates.

N: To Jim’s point, it’s important to develop a position description that is compelling to the types of candidates you want to attract. Additionally, many times we develop recruitment “packages” for searches that showcase our clients, their missions, and short- and long-term  objectives. We also include information highlighting recreational and cultural activities, the public school system, and other attractions of the local area, which is especially important if there is a high likelihood of relocation.

L: Open communication and working together closely is what leads to a successful search. There are times when we find candidates who don’t necessarily have the ideal qualifications, but who we feel would complement the role and would fit in culturally with the organization. We present them to our clients to see what they think and they appreciate our viewpoint.

As another example, if I send multiple resumes of qualified candidates to a client, it’s helpful to get their feedback on all and why they want to interview them or not. It helps me to narrow in on the ideal candidate qualifications and understand the client’s thought process. By discussing each candidate and those the client wants to proceed with, we can decide how to strategically attract each individual candidate.

Within the healthcare and higher education sectors, search

Most clients want professionals who can

manage budgets, who have strong

business sense, and who approach

facilities from a business perspective.

They need professionals who are

financially savvy who can look at a

potential need and analyze if it’s a good

investment now and long term.

Facilities Recruitment ~ An Executive Search Perspective Autumn 2014 Navigator

committees are sometimes required. If possible, we recommend avoiding them because they are sometimes inefficient. But I do have a couple of suggestions to make these committees more productive. The first recommendation is to create a smaller sub-committee of the decision makers. Typically, it is during the interview process that things can slow down due to a large committee. If you have only two or three members who need to come to a consensus, it’s much easier than needing 12 people to come to an agreement. In this sub-committee method, the entire committee is involved with selecting the people to interview but only two to three are voting on the final candidate.

The best structure I have seen for a search committee is to have a chair who clearly outlines the process and sets the ground rules. A few years ago, I was representing a higher education client on a Vice President of Facilities search, and he did just this. He let the committee know that meetings would always start and end on time, and he explained what would be covered during each meeting. He said everyone would have input in the decision but that, ultimately, it was going to be his decision.

Initially, some members of the search committee bristled at his decision but having someone take that responsibility is key and makes for a very efficient process. It was one of the most efficient searches I’ve been involved in at that level of position. And it only took about 100 days to complete.

N: Two final comments that Jim did not touch on are: one, it’s crucial to know upfront what the compensation parameters are so there is an understanding of the level of professional that can be afforded.

And two, when the final candidate is selected, make him or her feel welcome. It’s not easy transitioning into a new role and organization. Involve the candidate’s spouse and ask about their hobbies and leisure activities so that, if they’re relocating, they know where those activities are in relation to your organization’s location.

Are there certain roles that have increased in demand?

N: Positions related to utilities are very popular right now. Typically, facilities is the second line item in any institution’s budget. Within facilities, utilities is usually the highest expense. In today’s market, you have alternative energy sources and

variable fuel costs among many other factors that didn’t exist a decade ago. Utilities has become much more strategic. Therefore, Director of Utilities and related positions are in high demand and we find ourselves performing a lot of them.

On a personal note, what is it like to be a search consultant?

L: No two days are the same. When you contact the number of people we do on an ongoing basis, you come to expect the unexpected. Additionally, you have to have a keen eye for details. ‘The devil is in the details,’ as they say. Those details are what can ultimately make or break a placement. As a result, good search consultants develop very inquisitive approaches and make sure they are precise in understanding potential roadblocks and communicating those issues.

N: It is both gratifying and challenging. Not many people have the ability, persistence, and patience to perform at the level that we do as a company. It is good to be surrounded by people who genuinely care about producing qualified and motivated candidates for our clients. While we work hard for our clients, we also strive to make sure that the opportunities we are presenting are right for our

candidates. It requires a combination of time, effort, and skill to be successful. You also need to be adaptable to the changes that often occur during a search process.

What are your biggest challenges?

L: As I mentioned, no two situations are the same. From the perspective of understanding candidates, it is important not to make assumptions but instead to probe to clearly understand a candidate’s experiences, motivations, and family issues that could impact his/her career.

Another challenge is that clients occasionally view hiring someone or using our services as a transaction. There is a bit of a misconception that, due to the economic downturn, there is an endless supply of strong candidates. That is not the case. Each search must be strategic in a way that engages candidates. As a search consultant, it is my job to consult with my clients to help them decide what they want to achieve with the hire and which candidate brings the most to the table. Human beings are imperfect, so there are no ‘perfect’ candidates.

When you contact the number of

people we do on an ongoing basis,

you come to expect the unexpected.

Additionally, you have to have a keen

eye for details. ‘The devil is in the

details,’ as they say. Those details are

what can ultimately make or break a

placement. As a result, good search

consultants develop very inquisitive

approaches and make sure they are

precise in understanding potential

roadblocks and communicating

those issues.

Facilities Recruitment ~ An Executive Search Perspective Autumn 2014 Navigator

Helbling & Associates is a retained executive search firm specializing exclusively in the construction, facilities management, real estate, and engineering industries. Located just north of Pittsburgh,

Pennsylvania, we represent domestic and Canadian organizations.

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There has to be some give and a concerted effort to attract the right candidates into the organization.

Why do you like doing what you do? 

L: The fact that no two days are alike is a major part of it. I like to solve problems. Some of our searches can become quite enigmatic due to the limited talent pools in most sectors. That creates a puzzle that keeps me engaged.

Second, very few people have the combination of tenacity and communication skills necessary to be a successful recruiter. I take pride in the fact that not everyone can do what I do successfully. Finally, there is a real sense of accomplishment in

making a placement that is equally beneficial to the client and the candidate. Being the catalyst to make that happen is quite rewarding.

N: I have the ability to match a person to a company or institution in which both sides are enhanced by being brought together. It is rewarding to hear from clients on the achievements of successful candidates. Similarly, it is also very gratifying to hear from candidates that their new positions have positively affected them professionally and personally.

Gentlemen, thank you for your time in offering your insight of facilities recruitment.