AI capability in FM is not only technical. It depends on social skills, purpose, trust, inclusion and change leadership.
This theme captures one of the strongest features of the European Roundtable data. Participants did not suggest that AI would make human capability less important. Instead, they emphasized that human capability becomes more important as AI becomes more embedded in FM work.
The notes repeatedly referred to “social skills & human relations,” “people-centric” approaches, meaningful purpose, inclusive workforces, change leadership and the need for AI-related skills to become standard for all employees. The central message is that technical literacy matters, but it is not enough. Competitive advantage will come from the combination of AI literacy and human judgment.
AI adoption often begins with tools, systems and technical training. These are important, but the Roundtable data suggests that FM leaders need a wider view of capability.
FM is a deeply human profession. It involves relationships with building users, clients, employees, service partners, suppliers, leaders, communities and regulators. It depends on judgment, communication, trust, responsiveness and the ability to interpret context. AI may support many FM activities, but it does not remove the need for these human capabilities.
In fact, as AI takes on more routine, analytical or repetitive tasks, the human layer may become more visible. If AI can generate reports, identify patterns, support planning and automate parts of administration, then the distinctive value of FM professionals may increasingly lie in how they interpret, communicate, challenge and act on those insights.
Notes also suggest that AI capability needs to become democratized. It should not be limited to technical specialists or innovation teams. Participants referred to AI-related skills becoming a basic standard for all employees. This points to the need for broad AI literacy across FM, supported by role-specific learning.
The emphasis on purpose and belonging is also important. AI can create anxiety. Employees may wonder whether AI will replace parts of their work, whether their skills are still relevant or whether they are expected to adapt without support. If AI adoption weakens people’s sense of purpose, trust or connection, it may reduce engagement and increase resistance.
FM leaders should also be careful not to present AI training as a one-time learning event. Capability will need to develop through practice. Employees need to apply AI to real FM tasks, reflect on what worked, share examples and learn from mistakes.
A useful approach is to build capability at three levels.
This layered approach recognizes that not everyone needs to become an AI specialist. However, everyone will need enough understanding to work confidently in an AI-enabled environment.
The fourth theme shows that human capability is not displaced by AI. It becomes the competitive advantage.
Participants emphasized social skills, human relations, purpose, inclusion, AI literacy, change leadership and role-based capability. The message for FM leaders is that AI readiness cannot be built through technical training alone. It requires investment in people, culture, trust, career pathways and the human skills that allow AI to be used wisely.
International Facility Management Association (IFMA) supports over 26,000 members in 140 countries. Since 1980, IFMA has worked to advance the FM profession through education, events, credentialing, research, networking and knowledge-sharing.
