The role of FM post pandemic: delivering employee experience and meeting business needs

Background and aim: This paper reviews the engagement in a case study organisation adapting to hybrid working to determine the post pandemic role of FM and to understand how FM can drive and be a key stakeholder in the cocreation of the human-centric workplace. Methods / Methodology: The study was carried out using an action research strategy with a mixed methods approach, which included use of observations, semi-structured interviews, workshops and employee pulse surveys at regular intervals over 11 months. The study engaged a range of employees, from junior leadership to board level executives who were part of the roll-out of a new way of working project. Results The research data suggests there is not a 'one size fits all' approach to ways of working for an organisation. The research highlights the importance of FM becoming the strategic leader for employee-led change to create a human-centric experience in the workplace; underpinned by engagement with employees, HR, IT, and senior management teams. Originality A focus on the use of human-centric leadership and the role FM can play in terms of the employee experience. This study is grounded within both academic theory and practical experience. Practical or social implications The implication of the research is highlighting the importance of the 'workplace' approach to change, encapsulating people, space, technology, and process with FM as a key stakeholder offering 'the voice of the people' and the operational underpinning required for the human-centric workplace to be achievable