By Stephen Douglas, Head of Operations at JPC by Samsic
The FM industry grapples with a consistent, reactive approach to workforce development. No matter the service line, as professionals we must train and influence teams to critically solve issues: unplanned, longstanding and situational. Since joining the Cleaning Industry after a longstanding career as a senior leader in Security provision, I have noticed that the skills to transform the FM sector are right in front of us.
Seeing the consistency in genuine talent across so many contracts, I realised there is a need to fix the skills gap in the sector. Enabling people to easily reach the next stage of their cleaning career is the critical advantage to the Next Gen Programme. As a company, we questioned how to integrate a clear focus on cultivating internal talent and creating sustainable career pathways.
A 12-module programme aligned to training modules with the Confederation of British Industry (CBI) and the Institute of Leadership and Management (ILM), Next Gen equips employees with the practical knowledge and leadership skills needed to thrive in a competitive and evolving market. Going above and beyond internal learning and development programmes to isolate your future leaders is essential to retaining the best and brightest talent: and that needs to start at frontline level.
Our industry finds people entering without FM being their first choice, especially not cleaning. Direct succession is hard to come by. Against the backdrop of pressing economic challenges, including the cost-of-living crisis and increasing operational demands to rebuild workplace communities, JPC by Samsic is taking a proactive stance to future-proof its workforce for clients. People should be connected to their properties, their ‘people’ and the planet. It’s the way we enable life-long careers in cities like London which develop at a rapid pace.
Bridging the Skills Gap
I have been a prominent advocate for workforce development, highlighting a persistent issue in the sector – the reliance on external hires to address skills deficits. While bringing in outside talent may provide immediate solutions, it often overlooks the potential of individuals already within the organisation.
JPC by Samsic has always focused on empowering existing employees. By providing targeted training in areas like leadership, finance, and operational management, it equips staff with the tools they need to progress. This investment creates a ripple effect, benefitting not only employees but also the organisation and its clients.
Team members can retain institutional knowledge and in turn enhance the service consistency and build trust with clients, delivering long-term value. Rather than viewing training as a reactive measure, JPC by Samsic treats it as a foundational investment. By equipping employees with the skills they need to excel, the company ensures that it is prepared to service businesses as the leading specialist in premium cleaning.
Empowering Supervisors
One of the most critical yet often neglected groups in the cleaning and facilities management sector is middle management. Supervisors play a vital role in bridging the gap between strategy and execution, yet they frequently lack access to meaningful development opportunities.
Many training initiatives focus heavily on frontline staff, driven by immediate client demands, while supervisors are left to learn on the job. The Next Gen Programme directly addresses this imbalance. Its modules, designed with the needs of supervisors in mind, cover essential topics such as team leadership, client relationship management, and financial acumen. By strengthening this vital layer of the workforce, the programme ensures a more robust and agile organisational structure. Supervisors do not have direct contact with head office or senior leadership in large IFM operations. The labour issues in our industry arise because people are gatekept from building a community with the wider business. These people can act as role models, mentors and simply professional advisors for levelling up. This is exactly what our first-in-industry programme does: making our supervisory layer aware of the key players they will interact with as they develop. Modules are led by external specialist authorities and our internal subject matter experts.
The cleaning and facilities management industry has not been immune to the pressures of the cost-of-living crisis. Rising expenses have placed a strain on employees, highlighting the importance of creating stable, well-paying career opportunities. Through embedded programmes like this, employees gain credentials that enhance their career prospects both within and beyond the organisation.
Showcasing Careers in Cleaning and Facilities Management
The sector has long battled a ‘perception problem’, often seen as providing temporary or low-skill jobs. However, this couldn’t be further from the truth. Cleaning and facilities management offer a wealth of opportunities for those willing to invest in their careers.
Through partnerships with schools, colleges, and community organisations, the programme highlights how a career in this industry can be both rewarding and professional. This outreach is particularly vital for attracting young talent, who might otherwise overlook the sector. By presenting cleaning and facilities management as dynamic, skill-based careers, Next Gen aims to spotlight fresh energy into the industry.
Shaping the Industry’s Future
By addressing key challenges such as skills gaps, economic pressures, and talent retention, JPC by Samsic is setting a new standard for the cleaning and facilities management sector which aligns with their ethos of always Leading London Differently.
The industry has a responsibility to evolve and innovate. 2025 is an exciting year for us: hopefully providing a roadmap for other organisations to follow.
By focusing on apprenticeships and mentoring, we can insert new perspectives to evolve cleaning with all operational levels considered. Filling roles is one side of the dice. Leadership must recognise talent that enthusiastically drives progress and provide them end-goal pathways.
By training proactively, we give people the tools to thrive before problems arise. Too often, training is treated as the fix after a problem. We need to change that mindset, ensuring our teams are equipped to influence industry-changing impact from the start.
