The title of this blog post could jar you. Historically, facilities management was tactical and functional. Whether coordinating renovations or performing routine maintenance, facilities management seemed like a well-defined island that rarely spilled over into other parts of the organization, unless the air conditioning wasn’t working in a building or office cleanliness was questionable.
I’m here to tell you that facilities management is far more than its traditional description and that the professionals who are responsible for shaping the employee experience, fostering culture and growth, and providing purposeful guidance should manage it. Full stop. It’s time to reimagine facilities management.
While HR and facilities management might seem like they’re at odds, nothing is further from the truth. Both are organizational functions that focus on people, places, and processes with the purpose of supporting productivity, collaboration, and talent acquisition. With some inherent resistance in response to “Return-to-Office” (RTO) policies, HR is the best department to manage expectations.
A good example of the confluence between HR and facilities management is Amazon’s mandate that employees need to begin reporting to the office five days per week as opposed to the earlier mandate of three days weekly. With more than 50,000 employees at its Seattle headquarters, the change management and potential friction involved is massive. Workers who designed their lives around commuting three days a week need to find added childcare and incur transportation expenses. Given its decision to bring back assigned desk arrangements, there’s an immediate need for enough space to accommodate the RTO workforce.
Why should HR insert itself into situations such as this one? Because HR is responsible for the workforce, in particular building a culture that ensures innovation and teamwork. Having HR to help think about workplace culture through a facilities lens means physical spaces are arranged to influence collaboration and inclusivity. Boring cubicles morph into small huddle rooms that also serve as quiet spaces, harmonized with natural sunlight, outdoor spaces, and employee gardens. Physical space becomes the backdrop for workplaces of the future that are welcoming and convivial.
There’s more. HR has long been the function where the exceptional circumstances in the organization land for thoughtful resolution. COVID is one example that challenged HR professionals to push beyond boundaries, keeping business goals on track. When crisis ensues—whether ranging from IT outages to natural disasters—or workplace safety issues arise, it’s HR that has the skills to drive resolution.
In my estimation, from a professional development standpoint one of the best resources to help HR manage facilities is IFMA. An HRCI partner, IFMA, offers training and credentials designed to make an impact. Similarly, HRCI has noteworthy content that can be accessed at its website.
You might be wondering why I’m passionate about this topic. As an HR executive, I’ve held facilities management responsibilities for more than 10 years. This included managing the sale of a building in 2024 and our subsequent move (and consolidation of the workforce) into one main building. Taking into consideration how employees prefer to work, we included an on-site gym with locker rooms, natural light design, quiet rooms to support mental health and workplace wellness, and a team member-managed garden in the spring and summer. With a central gathering place for events, as opposed to siloed breakrooms, and a back parking lot we leverage for family events, we’ve promoted the highest levels of engagement.
Consider piloting your company’s next facilities management initiative and watch the employee engagement survey scores soar. Facilities management is yet another area where HR can prove its readiness and expansive capabilities to contribute strategically to workforce well-being and business success.
Kathy Claytor, GPHR, PHR, is the HRCI board chair. Read Kathy's full bio here.