As debates intensify over artificial intelligence reshaping labour markets, many industries are preparing for workforce reductions driven by automation. But according to Peter Forshaw, Managing Director at Maxwell Stephens, the facilities management sector is charting a distinctly different path. In a recent discussion with the IWFM’s Facilitate Magazine for their article, ‘Employers expect AI to shrink workforce’, Peter explored how FM’s greatest challenge is not surplus labour, but that persistent skills shortages and AI developments may actually sharpen the sector’s demand for talent. Below we look at the points Peter’s raised in some greater depth.
While national surveys suggest that one in six employers expect AI to reduce headcount in the coming year, Peter sees a mismatch between those projections and the realities of FM.
“The facilities management sector already faces significant skills shortages, particularly in technical and specialist areas. If anything, the challenge is finding enough qualified people rather than having too many.”
FM has long struggled to attract candidates with the right blend of technical capabilities, regulatory understanding and hands-on operational experience. From engineering and sustainability roles to digital building management and compliance, shortages remain acute.
For this reason, Forshaw stresses that AI is unlikely to displace workers at scale simply due to the fact that the sector cannot afford to lose them.
Another key point Peter raises is that AI adoption in FM is not a replacement mechanism, but a productivity tool that redirects human capacity instead of eliminating it.
“AI might change the nature of some roles, but I'm not seeing widespread plans to shrink headcounts as a result.”
Rather than automating professionals out of their jobs, emerging tools are streamlining manual tasks such as:
• Preventive maintenance scheduling
• Asset data analysis
• Energy-use monitoring
• Workflow optimisation
As these tasks become faster and more accurate with the aid of AI, FM professionals are freed to concentrate on activities that require judgment, relationship-building and organisational insight.
“Where AI is making inroads, it tends to free up FM professionals to focus on higher-value work such as strategic planning, client relationships, and complex problem-solving.”
In essence, AI is elevating the role of FM teams, not diminishing them.
Although Peter does not foresee job cuts, he is unequivocal that the skill profile of FM professionals is evolving.
AI-enabled systems, from smart sensors to predictive analytics, require staff who are comfortable with:
• Interpreting digital dashboards
• Understanding data flows and trends
• Integrating tech tools into operational decisions
• Communicating insights to senior stakeholders
This doesn’t mean every FM professional must become a data scientist, but highlights that technical fluency and digital confidence are becoming valuable assets for career progression within the sector. AI is pushing FM roles further into strategic territory, enhancing the need for adaptable, tech-savvy workers.
Where Peter issues his strongest warning is around employers who treat AI adoption solely as a technology investment rather than a people investment.
“The bigger risk in my view is that employers who don't invest in upskilling their workforce alongside AI adoption may struggle to retain talent.”
He stresses that FM is a candidate-driven market, and professionals today expect continuous development, especially as technology reshapes the sector. Organisations that fail to provide training in digital tools, data analysis and emerging FM technologies risk creating a two-tier workforce: one equipped to thrive in an AI-enabled environment, and another left behind.
In our experience as specialist FM recruiters, candidates are increasingly gravitating toward organisations that demonstrate a commitment to future-proofing their staff. Failing to do so may not only undermine performance, but accelerate talent shortages.
Peter Forshaw’s perspective stands out in the broader AI and employment discussion. Instead of predicting contraction, he emphasises evolution. Instead of fearing job displacement, he highlights opportunity. And instead of focusing solely on technological capability, he places the spotlight firmly on human capability.
His contribution underscores a critical message for the FM sector: AI will not replace facilities management professionals, but it will reward those who adapt, learn and grow.
For employers, the takeaway is clear: AI is not a shortcut to reducing headcount. It is a catalyst for raising the value of FM teams, but only if organisations invest in the skills that will define the future of the profession.
