As facilities management moves forward in an increasingly complex environment, institutions and other owner organizations who have extensive real estate portfolios are realizing that unconventional candidates can offer very different business experiences and valuable contributions, helping their organizations to change their thinking and open themselves up to promoting progress. This article discusses the perspectives of James Lord (Managing Director) and Wesley Miller (Managing Consultant) on hiring out of the box candidates within facilities management and also provides several case studies of executive searches in which unconventional candidates were secured.

1. T h e Va l u e o f H i r i n g
Unconventional Candidates
in Facilities Management
An
Executive
Search
Perspective
Written
by
Sami
L.
Barry
F
acilities
management
is
moving
forward
in
an
increasingly
complex
environment
and
institutions,
consideration
and
acquisition
of
‘out
of
the
box’
or
‘unconventional’
candidates.
corporations
and
other
types
of
owners
that
have
There
are
many
factors
that
can
make
a
candidate
extensive
real
estate
portfolios
are
implementing
unconventional
and
they
can
range
from
the
individual’s
strategies
to
maximize
budgets,
reduce
operating
costs,
industry,
experience
and
corporate
culture
mentality
to
and
implement
green
building
and
sustainability
management
style,
unique
skill
sets
and
personality
measures.
Overall,
these
entities
face
a
critical
need
to
characteristics.
In
the
highly
competitive
facilities
manage
their
portfolios
in
the
most
efficient
and
landscape,
institutions
and
other
owners
are
realizing
that
streamlined
manner
in
order
to
strengthen
their
these
types
of
candidates
competitive
advantage
can
offer
fresh
and
sustain
long-­‐term
The average FM professional’s profile is:
perspectives
and
make
success.
‣ Male, approximately 49 years old. valuable
contributions
in
Along
with
these
‣ College-educated with a degree in business, helping
their
challenges,
the
value
of
engineering or facilities management. organizations
to
change
experienced,
diversely-­‐ ‣ 28 years of total work experience with 16 of their
thinking
and
open
skilled
facilities
those in FM. themselves
up
to
professionals
has
become
promoting
progress.
‣ Position entails managing multiple functions
apparent
and
to
make
including operations, maintenance and energy As
search
consultants
strategies
as
successful
as
management. that
specialize
exclusively
possible,
organizations
*Source: International Facility Management Association (IFMA) in
facilities
management,
are
putting
much
effort
Profiles 2011: Salary & Demographics Report construction,
engineering
into
attracting
and
and
real
estate,
Helbling
securing
these
types
of
&
Associates
understands
the
value
of
expanding
individuals
for
a
variety
of
facilities
roles.
These
positions
recruitment
parameters
to
include
unconventional
involve
managing
major
capital
building
programs,
candidates
and
recognizes
how
these
individuals
can
enhancing
energy
management,
upgrading
facilities
to
make
real
contributions
to
their
organizations.
The
utilize
advanced
technologies
and
developing
following
discusses
the
perspectives
of
Jim
Lord
comprehensive
sustainability
programs.
While
there
are
(Managing
Director)
and
Wes
Miller
(Managing
facilities
professionals
who
have
the
skills
and
abilities
Consultant)
who
have
extensive
experience
partnering
necessary
to
perform
successfully
in
these
roles,
there
are
with
institutions
and
other
owners
in
securing
facilities
not
enough
of
them
to
address
the
overall
need
across
the
professionals
for
various
functions
and
levels.
industry.
Therefore,
recruitment
initiatives
must
be
strategic
and
well-­‐planned,
and
should
often
include
the

2. Value of Hiring Unconventional Candidates in Facilities Management Winter 2013 Navigator
When
representing
institutions,
corporations
and
other
Lord:
Many
of
our
institutional
and
owner
clients
come
to
owners,
what
is
the
value
of
expanding
search
us
when
they
realize
that
they
need
to
significantly
parameters
to
include
unconventional
candidates? enhance
the
way
they
are
currently
managing
or
operating
from
a
facilities
operations
perspective.
Usually,
Miller:
As
executive
search
consultants,
we
know
that
they
are
looking
to
be
innovators
and
trail-­‐blazers
so
it
is
every
client
is
unique
in
its
operations,
culture,
goals
and
important
to
recognize
what
other
industries
may
have
planned
strategies.
This,
in
turn,
makes
every
recruitment
the
expertise
they
seek.
And,
partly
because
they
have
process
unique
as
well.
That
is
why,
at
the
beginning
of
tried
to
recruit
individuals
on
their
own
prior
to
retaining
every
search,
it
is
critical
for
us
to
understand
our
client’s
us
for
an
executive
search,
they
understand
that
their
organization,
its
short-­‐
and
long-­‐term
objectives,
its
industry
peers
do
not
have
professionals
with
the
internal
dynamics
and
its
specific
expectations
of
securing
capabilities
they
seek.
Therefore,
they
know
they
have
to
an
individual
for
the
particular
role.
By
building
that
go
outside
of
their
sector
to
obtain
the
strong
business
foundation
of
thoroughly
understanding
our
client,
we
experiences
and
acumen,
and
fresh
perspectives
that
are
can
perform
comprehensive
research
and
analysis
of
the
necessary
to
move
forward.
marketplace,
the
candidate
talent
pool
and
a
host
of
other
factors.
After
we
discuss
our
findings
with
our
client,
For
our
institutional
clients,
unconventional
candidates,
together
with
them,
we
develop
a
customized
search
such
as
those
from
the
corporate
sector,
typically
have
strategy
for
their
specific
need.
Many
times,
this
strategy
extensive
corporate
training
and
a
for-­‐profit
mentality
will
include
target
organizations
that
our
client
had
not
which
gives
them
a
better
foundation
for
implementing
previously
considered
and
thus
candidates
from
outside
and
managing
large
groups
and
programs.
The
for-­‐profit,
industries
who
may
have
the
experience
and
skill
sets
to
private
world
tends
to
be
more
advanced
with
technology
add
immediate
value
to
our
client’s
role
and
organization.
and
is
more
willing
to
invest
in
cutting
edge
concepts
so
Quite
simply,
we
take
what
could
be
a
traditional
these
candidates
also
offer
a
new
perspective
of
recruitment
process
and
turn
it
into
an
untraditional
technologies,
systems,
processes
and
management
recruitment
process
to
ensure
that
we
explore
all
styles.
I
believe,
in
general,
having
a
diverse
staff
can
help
candidate
options.
Taking
the
time
to
define
our
client
any
organization
more
effectively
navigate
their
business
and
their
expectations,
and
to
consider
all
opportunities
challenges,
innovate
themselves
and
adapt
to
industry
for
available
candidate
talent
pool,
we
can
provide
a
more
pressures.
comprehensive,
focused
and
strategic
recruitment
effort
to
support
a
successful
outcome.
Trends
that
are
shaping
the
plans
of
progressive
institutions
and
the
skill
sets
needed
in
FM
professionals,
leading
to
the
consideration
and
hiring
of
unconventional
candidates
Trends: Skill
sets:
‣ Aligning
information
technology
and
facilities
to
‣ Solid
understanding
of
energy
management,
manage
utilities,
buildings,
capital
projects
and
systems
reliability,
life
cycle
operating
costs
and
budgets
on
a
real-­‐time
basis. deferred
maintenance.
‣ Improving
energy
management
through
strategic
‣ Financial
aptitude,
strong
business
acumen
and
procurement,
production
and
distribution
and
demonstrated
success
at
managing
budgets
practices. and
working
effectively
within
an
organization’s
financial
constraints.
‣ Exploring
innovative
technologies
and
alternative
project
delivery
methods
(i.e.
Building
Information
‣ Ability
to
manage
the
planning,
design
and
Modeling,
Integrated
Project
Delivery,
construction
of
large
and
complex
capital
projects.
Prefabrication
and
Modularization)
for
capital
‣ Knowledge
of
green
building
and
U.
S.
Green
projects.
Building
Council’s
LEED
Program.
‣ Initiating
commissioning
and
retro-­‐commissioning
‣ Soft
skills
that
are
necessary
to
develop
and
of
buildings. maintain
strong
relationships
with
the
public,
‣ Utilizing
green
building
and
sustainability. boards,
analysts,
shareholder
groups,
senior
administration
and
end
users.

3. Value of Hiring Unconventional Candidates in Facilities Management Winter 2013 Navigator
What
are
the
challenges
associated
with
securing
extremely
pleased
with
their
decision
and
make
remarks
professionals
for
institutions
and
related
organizations
about
how
the
candidate
came
in
and
made
significant
who
are
from
the
for-­‐profit
or
corporate
sector?
changes
in
a
relatively
short
time
frame,
impacted
operations,
and
allowed
their
organization
to
move
Lord:
It
is
a
fact
that
most
corporate
environments
have
a
forward
to
accomplish
its
goals.
Similar
experiences
are
faster-­‐paced
decision-­‐making
process
than
higher
had
by
candidates.
The
professionals
we
place
are
high-­‐
education
and
healthcare
institutions
which
can
present
a
performers
who
enjoy
challenges.
When
they
enter
the
risk
for
a
corporate
candidate
coming
into
the
institutional
sector
and
see
the
opportunities
that
await
institutional
setting.
This
cultural
shift
to
an
environment
them,
they
are
motivated
and
excited
about
the
changes
that
is
much
slower
paced
with
a
more
complicated
and
positive
impact
they
have
the
opportunity
to
make.
decision-­‐making
process
and
with
more
stake
holders
can
be
difficult
for
some
professionals.
The
candidate
may
Following
are
brief
case
studies
of
recent
execu4ve
want
to
move
much
more
quickly
than
the
institution
is
searches
within
Facili4es
Management
performed
by
accustomed
to,
which
can
cause
frustration
for
both
Helbling
consultants
for
which
unconven4onal
candidates
parties.
However,
we
continually
place
candidates
from
were
secured.
the
corporate
sector
with
our
institutional
clients
with
much
success.
In
follow-­‐up
calls
with
our
clients,
they
are
Executive
Search
Case
Study
-­‐
Director
of
Engineering
&
Utilities
for
a
University
Jim
Lord,
Managing
Director
This
role
with
our
repeat
client,
a
Mid-­‐western
university,
is
responsible
for
providing
the
institution’s
utility
services
to
all
campus
facilities
served
via
on-­‐site
production
and
for
leading
long-­‐term
energy
management
programs.
These
programs
include
strategic
procurement
of
natural
gas
and
electricity,
energy
conservation
efforts,
renewable
energy
portfolio,
master
planning,
centralized
building
automation
services
and
oversight
of
the
building
commissioning
process.
This
was
a
newly
created
position
within
our
client’s
organization.
When
we
first
spoke
with
our
client,
they
expressed
that
they
sought
an
individual
who
had
a
proactive
mindset
to
utilities
management
and
who
had
at
least
ten
years
of
experience
working
in
utility
infrastructure
preferably
within
university
utility
and
facilities
operations.
After
an
extensive
search
of
targeting
local
healthcare
and
higher
education
organizations,
we
presented
several
candidates,
most
of
which
were
from
the
institutional
sector.
One
unconventional
candidate
came
from
the
corporate
side.
He
was
the
Director
of
Energy
&
Sustainability
for
a
major
international
petroleum
company,
responsible
for
purchasing
utilities
in
a
deregulated
market.
The
individual
had
spent
17
years,
mostly
on
the
corporate
side,
in
energy
management
consulting,
and
energy
and
sustainability
business
strategy
development.
He
has
broad
knowledge
of
various
emerging
alternative
energy
and
distributed
generation
technologies
and
applications.
He
is
a
Professional
Engineer
in
three
states
and
a
Certified
Energy
Manager.
Our
client
made
the
decision
to
hire
this
particular
candidate
due
to
his
knowledge
of
procurement
strategies,
energetic
personality
and
detailed
approach
to
utility
management.
Within
his
first
six
months
of
employment,
the
individual’s
knowledge
and
expertise
had
saved
our
client
significant
costs
in
negotiated
fuel
contracts.
He
has
changed
the
metro
gas
procurement
methodology,
which
will
generate
significant
savings
and
is
steering
how
the
university
is
approaching
energy
management
projects
so
that
they
do
things
in
the
correct
order.
Another
contribution
that
the
individual
has
brought
to
our
client
is
his
perspective
of
safety,
which
he
shares
with
his
supervisor.
Both
individuals
came
from
entities
where
safety
is
considered
the
highest
priority.
They
are
now
working
together
to
initiate
cultural
changes
within
our
client’s
environment
to
make
safety
one
of
its
primary
goals.

4. Value of Hiring Unconventional Candidates in Facilities Management Winter 2013 Navigator
Executive
Search
Case
Study
-­‐
Corporate
Director
of
Engineering
for
a
Medical
Institution
Jim
Lord,
Managing
Director
Our
client,
a
prominent
healthcare
system
in
the
Northeast,
was
seeking
a
Corporate
Director
of
Engineering
who
would
be
responsible
for
establishing
system-­‐wide
operational
performance
standards
and
practices
as
they
relate
to
maintenance
(preventive
and
reactive),
utility
management,
project
commissioning
and
infrastructure
upgrades.
During
our
initial
discussion,
our
client
expressed
that
they
wanted
a
professional
with
an
Engineering
degree
and
at
least
seven
years
of
experience,
preferably
at
a
large-­‐multi
site
hospital.
As
the
search
progressed,
it
became
evident
that
the
talent
within
our
client’s
direct
competitors
was
lacking
in
innovation
and
fresh
approaches.
As
a
result,
it
was
decided
to
explore
other
avenues
in
order
to
secure
a
candidate
with
these
ideal
characteristics.
Although
the
selected
candidate’s
background
did
include
working
within
an
institutional
setting,
his
more
recent,
long-­‐
term
experience
was
leading
a
building
commissioning
and
consulting
firm.
Having
come
from
this
type
of
entity,
where
he
was
one
of
the
founding
partners,
the
individual
brought
an
entrepreneurial
perspective
to
our
client’s
position
which
is
very
rare
in
the
Northeastern
healthcare
facilities
environment.
As
well,
he
is
a
licensed
Professional
Engineer
and
a
LEED-­‐accredited
professional.
Because
of
his
extensive
experience
with
building
commissioning,
he
has
brought
talents
related
to
the
commissioning
process
that
are
quite
rare
on
the
institution
side.
His
structured
and
detailed
approach
has
helped
our
client
to
develop
much
more
diligent
and
delineated
facilities
maintenance
processes.
Partly
as
a
result
of
the
candidate’s
contributions,
the
team
was
successful
in
completing
its
most
recent
Joint
Commission
survey
with
zero
citings
related
to
facilities.
That
was
quite
an
accomplishment
and
a
significant
decrease
from
its
previous
Joint
Commission
survey.
Executive
Search
Case
Study
-­‐
Senior
Project
Manager
for
a
University
Wes
Miller,
Managing
Consultant
Our
client
is
a
well-­‐respected
university
that
we
have
represented
on
multiple
search
assignments
as
it
has
progressed
with
an
aggressive
capital
construction
program.
In
working
with
them
previously,
we
were
familiar
with
their
mindset
and
culture
as
well
as
the
details
of
their
extensive
capital
program.
When
we
began
the
search
for
a
Senior
Project
Manager,
we
understood
that
they
wanted
‘hardcore’
construction
people
from
construction
management
firms,
instead
of
from
other
institutions.
During
our
discussions,
they
made
it
clear
that
their
goal
was
to
have
their
internal
capital
projects
team
be
as
knowledgeable
and
skilled
as
the
construction
management
firms
they
hired.
Only
targeting
construction
management
organizations
in
our
client’s
area,
we
presented
several
final
candidates
who
met
their
criteria
and
had
strong
construction
management
backgrounds.
They
chose
a
candidate
who
is
well
educated
and
whose
entire
career
was
spent
working
in
project
management
with
a
construction
management
firm
on
healthcare,
higher
education
and
commercial
projects,
which
translated
to
our
client’s
needs.
He
also
understands
pre-­‐construction
and
how
to
reduce
costs.
Although
the
individual
is
a
‘builder’
first,
he
fits
well
within
the
university’s
setting
and
understands
how
to
interact
with
end
users
of
the
institution
which
is
why
he
continues
to
play
a
valuable
role
within
the
organization.

5. Value of Hiring Unconventional Candidates in Facilities Management Winter 2013 Navigator
Executive
Search
Case
Study
-­‐
Senior
Vice
President,
Facilities
Development
for
a
Healthcare
System
Tom
Helbling,
President
Partnering
with
our
long-­‐term
client,
a
major
healthcare
system
in
the
Northeast,
we
were
retained
to
work
closely
with
the
organization’s
Executive
Vice
President
&
Chief
Operating
Officer
(EVP
&
COO)
to
secure
a
Senior
Vice
President
Facilities
Development
and
Engineering.
This
is
a
very
critical
and
senior-­‐level
role
within
its
structure
with
its
primary
responsibility
of
managing
the
system’s
$3B
capital
program
within
their
six
million
square
feet
of
medical
space
while
conserving
physical
and
financial
assets.
Working
closely
with
the
EVP
&
COO
as
well
as
the
individual
who
was
currently
serving
in
the
role
and
planning
retirement,
Helbling
performed
an
exhaustive
search,
identifying
senior-­‐level
facilities
officers
from
highly
reputable
healthcare
systems
across
the
country
as
well
as
professionals
within
other
sectors
who
had
the
experience
and
capabilities
of
leading
major
capital
programs
for
organizations
with
large
real
estate
portfolios.
The
interview
process
progressed
with
the
majority
of
final
candidates
being
within
the
healthcare
sector
and
one
who
was
head
of
a
major
public
agency
focused
on
education
in
the
same
metropolitan
area
as
our
client.
In
her
leadership
position
with
the
public
agency,
the
professional
managed
the
daily
operation
of
one
of
the
largest
U.
S.
urban
educational
districts
that
has
an
annual
budget
of
more
than
$22B.
After
much
deliberation,
our
client
selected
this
individual
for
the
role
based
upon
her
more
than
twenty
years
of
urban
planning
and
development,
design,
construction,
and
operation
management
experience.
She
brings
immense
value
to
our
client
with
her
extensive
management
experience
and
unique
ability
to
navigate
a
complex
and
politically-­‐charged
environment.
She
is
illustrating
her
competence
in
developing
a
collaborative
and
streamlined
organizational
structure
with
well-­‐defined
responsibilities
and
clearly
measured
results,
as
well
as
her
commitment
to
ensuring
that
the
needs
of
the
institution’s
patients
and
families
are
met
by
its
facilities.
To
read
more
articles
about
career
development,
talent
management
and
the
A/E/C
and
facilities
management
sectors,
visit
our
Knowledge
Center.
To
subscribe
to
our
quarterly
e-­‐newsletter
or
blog,
visit:
W:
h el bl i n g s ear c h . c o m
B :
blo g. h elblin gs earc h . c o m
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