Against the backdrop of the exponential growth of the facilities management industry in Saudi Arabia, the employment of Saudi nationals remains one of the most promiscuous task before facilities management companies and their managements . There are many factors that involves their hiring and retention . The actual objective is not about numbers of hiring and the percentage to comply with regulations but it is about the retention and progression . There are various factors impacting to accomplish its desired goals .
I would remind everyone that this must not be viewed as a challenge but instead, as an impeccable opportunity that offers the industry a tremendous competitive advantage and is quintessential for business success. However, it remains a herculean task across the sector, with many organisations trailing to reap its benefits. This indeed requires an innovative and explicit resolve on the part of employers. We have seen how companies with a strong track record in Saudization with future-ready Saudi nationals have benefitted from their efforts. Companies fail in Saudization and retention in their linear approach to a three-dimensional challenge by working with market conditions and lamenting the status quo.
Obviously, the circumstances will not change unless FM companies take the lead with proactive involvement in the Saudization process to compete, all the while participating in Vision 2030 and anchoring their position at the forefront of those companies that matter.
In the context of the facilities industry in Saudi Arabia, all stakeholders need to own a well-articulated strategy and plan. This requires strong commitment and participation of everyone involved, not just the Human Resources department; herein comes talent management on the part of FM companies would be required to go own this challenge, align with all the stakeholders on the strategy, and then take it forward. Such a strategy must embrace innovative approaches that go beyond conventional methods. Recruiting skilled technical staff in Saudi Arabia presents several challenges, influenced by various factors such as the local labour market ecosystem. Besides demand and supply, other issues complicate the fulfilment of staffing needs.
I will outline the key challenges and propose a holistic approach to address them.
1. Skill Shortages – Mismatch Between Demand & Supply
In Saudi Arabia, there is a significant shortage of technical skills in facilities management (FM), particularly in areas such as engineering, health & safety, hospitality, renewable energy, commissioning, and project management. The demand for qualified Saudi nationals in these fields is high, but not enough professionals are available to fill these specialised technical roles. This mismatch is primarily due to a historical lack of interest among graduates in pursuing FM careers, alongside limited university offerings in these subjects, contributing to a substantial deficit in the FM talent pool. Additionally, fewer opportunities are available at entry-level positions, such as technical supervisors, handymen, and housekeeping. As a result, the pool of skilled workers in the Saudi workforce remains limited.
2. Education & Training Gaps
Although Saudi Arabia is diligently investing in education with an impetus on vocational training, many graduates still lack hands-on experience with industry-specific domains, including tools and technologies. The vocational aspect is notably lacking. The issue persists with clients demanding experience and companies lacking in-house capabilities to train graduates.
3. Competition for Talent
High competition from large local and global companies, particularly in sectors such as oil and gas, IT, and engineering, makes it challenging to consider the economics. Government-backed projects and other Vision 2030 initiatives usually attract top Saudi talent, making it harder for private companies to compete.
4. Retention Challenges
There are high turnover rates, particularly among skilled Saudi professionals, due to better offers from competitors or a preference to work with government entities. Companies sometimes fail to integrate Saudis, leading to retention issues, particularly when cultural adjustments are needed in an expatriate-dominated industry. Although this trend is changing as more companies embrace diversity, attracting Saudi talent remains a significant challenge.
5. Compensation & Benefits Expectations
Skilled Saudi professionals expect salaries and benefits comparable to those offered by the public sector or multinational companies, which can be costly for organisations, especially SMEs.
6. Inadequate Training Infrastructure and Content
Companies need to invest in upskilling local talent to reduce reliance on foreign workers.
Limited availability of in-house industry-specific technical infrastructure and training programs slows workforce development, ultimately hindering talent hiring and retention.
7. Digital Transformation & Evolving Job Roles
Rapid technological changes in FM require continuous reskilling, which many companies struggle to provide due to a lack of resources or in-house training capabilities. New roles in sustainability, building automation, and data science require niche expertise not widely available locally.
8. Language & Cultural Barriers
Bilingual capability is often needed in technical fields, but not all local candidates are proficient. Sometimes, this can become an issue of cultural adaptation for local hires.
9. Bureaucratic & Legal Hurdles
Private companies often do not fully understand compliance with Saudi labour laws, contract regulations, and employment conditions related to Saudization. This overcautiousness or lack of understanding is frequently not managed well, impacting their onboarding and engagement experience. This also has a significant impact on the retention of the Saudi workforce. Frequent changes in employment policies, such as labour reforms and Saudization quotas, require HR teams to adapt constantly.
I believe most of these challenges can be mitigated through a structured plan and the implementation of specific measures highlighted below. However, this requires a collective resolve from all stakeholders involved. It must become a key performance indicator (KPI) for HR and all the organisation’s mainstream players who support this initiative.
1. Talent Acquisition and Onboarding
Given the shortage of experienced professionals in the technical domain in Saudi Arabia, companies must develop a hiring strategy focused on building talent from fresh college graduates through robust training programs for freshers. Comprehensive induction processes should be combined with continual learning through on-the-job training, involving senior Saudi mentors and leaders. Therefore, colleges need innovative approaches to attract potential talent, particularly among engineering and hospitality graduates.
2. Saudization Engagement & Outreach
Emphasis should be placed on retaining Saudi talent through innovative onboarding processes and learning and development led progression programs. Saudi workforce engagement remains an essential issue in the company’s push for retention. Companies should establish career pathways in facilities management (FM) to attract young Saudi professionals. Organizing roadshows as part of the talent outreach can help showcase the long-term potential of FM careers, promoting them as stable and high-value career options. in addition, companies can incentivize their supply chains to hire and develop Saudi FM professionals, leveraging various government incentives such as those from the Human Resources Development Fund (HRDF).
3. Enhancing Leadership & Soft Skills
There should be a focus on developing leadership training that emphasizes strategic thinking, communication, and problem-solving. Encouraging Saudi FM professionals to assume managerial and executive roles will help them serve as future mentors for young Saudis. Coupling these Saudi professionals with the right coaches and mentors will further enhance and solidify their leadership skills.
4. Strengthening Education & Training Programs
I have long advocated for integrating FM into higher education and vocational training across colleges and institutes. More universities are adopting this in their courses with relevant setups, as workplace readiness requires certain infrastructure upgrades. Increased vocational transformation is necessary to nuture Saudi talent at lower levels. FM companies should collaborate with Saudi universities and technical institutes to introduce specialised FM degrees or certifications and develop apprenticeship programs that combine classroom learning with practical training and blended learning modules.
5. On-the-job Upskilling through accredited Certifications encourage Saudi FM professionals in bilingual formats:
A. To pursue certifications offered by professional bodies such as IFMA International Facility Management Association (IFMA), British Institute of Facilities Management (BIFM), and Leadership in Energy and Environmental Design (LEED).
B. Companies can partner with the Saudi Human Resources Development Fund (HRDF) to subsidise training programs.
C. Offer digital skills training with new trends related to IoT, AI-driven predictive maintenance, and digital twin technology, including providing training on smart buildings, automation, and energy efficiency.
6. Leveraging Technology & Innovation
A. Smart Facilities Management: Implement AI, IoT, and Big Data in facility operations and promote the use of Computerized Maintenance Management Systems (CMMS).
B. Digital Training Platforms: Launch e-learning platforms with AR/VR simulations for hands-on FM training and establish a national FM knowledge-sharing platform. Initiatives like EXPRO have been a welcome step in this direction.
7. Industry Collaboration & Policy Support
Partner with major Saudi organisations, especially those with a strong FM footprint and real estate developers to create FM employment programs.
Collaborate with government agencies to establish FM industry standards. Large companies can host FM summits and conferences to facilitate knowledge exchange.
8. Sustainability & Green FM Practices
Train FM professionals in sustainable facility operations and introduce guidelines for net-zero energy buildings and green FM certifications. In essence, it is critical for companies to invest in local talent development through training and partnerships with universities. Leveraging local talent pools and employer branding can improve recruitment strategies. Companies must offer competitive packages to attract and retain top professionals. Utilizing government incentives for hiring and training Saudi nationals is vital.
By integrating education, technology, Saudization, leadership training, and sustainability initiatives with strong retention policies, Saudi Arabia’s FM industry can develop a future-ready FM workforce that aligns with Vision 2030. With over half a million jobs in FM in the pipeline over the next seven to ten years, this issue requires attention. If the aforesaid measures outlined is emphatically implemented, Saudi Arabia will have an FM workforce that is technologically proficient, locally empowered, and globally competitive.