Retention and Attrition Management for Facility Management
Who leaves, when, why — and which of them mattered.
What this looks like in facility management
The parts of retention and attrition management that are specific to this sector, rather than general.
Retention Where the Client Is the Employer in Practice
And why staff follow contracts rather than companies.
What this coversHide
Retention Where the Client Is the Employer in Practice
And why staff follow contracts rather than companies.
What this coversHideFacility management staff frequently identify with the site rather than the employer, which means a contract loss can take the workforce with it and a contract win may inherit somebody else's.
- Attrition tracked by site, contract and supervisor
- Employer identity reinforced deliberately during deployment
- Supervisor visit frequency as a measured retention variable
- Payment reliability as the primary lever
- Relief and leave reliability, which drives avoidable exits
- Redeployment handled as career movement
- Contract transitions managed to retain staff
- Exit reasons captured by site
Relief reliability is the most common avoidable cause of exits in deployed workforces. Staff who cannot take agreed leave will leave permanently instead.
The general method — what retention and attrition management covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the employee retention and attrition management page. What is above is the part that differs for facility management.
Other HR topics for facility management
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for facility management, or another industry.