ISS 2020 Vision Future of Service Management | Page 112

Opportunities will arise for service providers to support the strategic business objectives of
client organizations by (1) allowing them to redirect internal resources to high value areas, or
(2) participate in co-creation initiatives where high-skilled internal and external talent work
in conjunction. 137 Likewise, service organizations are not shielded from the global war for
talent and should take careful measure of what’s required to attract, integrate and retain
top service professionals. The capabilities of service providers are directly correlated with
their profile of employees. Service providers should effectively use their resources to improve
employee engagement through empowering leadership, creating a purposeful service culture
and creating opportunities for further development widely accessible. 138 (see figure 46).
Providing effective leadership 28%
Offering opportunities for development 28%
Creating and an employee-centered environment
17%
Rewarding and recognizing top performers 13%
Knowing and understanding employees 13%
Other
N/A
1%
0%
Figure 46: What is the key to talent retention in the future? (Source: CIFS, ISS, IFMA, CoreNet Global
Survey, 2016)
137 ISS World Services, ISS 2020 Vision: Future of Outsourcing and Perspectives for Facility Management, White Book, 2015.
138 Hyken, S., ISS 2020 Vision: Future of Service Management, 2016.
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