By Marija Vida, Head of HR at Samsic
When I think about HR, I don’t just see compliance or dispute resolution. For me, HR is fundamentally about people, considering their motivations and recognition of each individuals personal potential.
At Samsic, our focus is not just on managing talent but on developing future leaders. Through initiatives like the Next Gen programme for JPC, we are not just focused on filling roles, we are actively shaping the future of our industry.
Understanding People Beyond the Surface
For over two decades, I have worked in HR across diverse industries, from the Big Four to housing associations and now facilities management. One common thread has always stood out to me, successful people strategies are built on understanding individuals, not just their job titles.
A key part of my philosophy is recognising that every individual is different. It’s easy to design a programme and expect uniform success, but the reality is that people bring unique drivers, motivators, and ambitions. If we want our training and development initiatives to thrive, we must take a person-first approach. This approach is applied to all aspects within the business, we go beyond cleaning, we help rebuild office communities and create welcoming, premium workplaces. As resource costs rise, JPC by Samsic support clients with innovative, cost-effective solutions that maintain exceptional service without compromise.
Next Gen is built on the premise of upskilling employees rather than outsourcing. The programme is built with psychometric testing and personalised coaching at its core. We don’t just identify talent, we need to work toward understanding it. This ensures that when we place someone on a leadership path, we are aligning their natural strengths with their career trajectory rather than forcing a one-size-fits-all model.
The Power of Psychometric Testing
One of the most underrated tools in HR is psychometric testing. Many organisations view it as an optional extra, but in reality, it is a powerful way to unlock potential. These tests don’t just assess skills, they help us understand personality traits, problem-solving styles, and areas where individuals might need additional support.
I’ve seen first-hand how this approach transforms career development, particularly in cleaning and facilities management, where supervisors often go unnoticed despite being the backbone of operations. We recently introduced psychometric testing for our first cohort of Next Gen, and even before seeing the final results, we could already see the impact, some participants were eager to understand their profiles, while others needed encouragement, reflecting the confidence gap that often holds people back. In an industry where career progression can be slow due to a lack of structured development, giving supervisors insight into their strengths and leadership potential is critical. When they understand their own professional profile, they gain the confidence to step up, drive change, and create a stronger, more engaged workforce, one that delivers exceptional service in every workplace we support.
The biggest mistake companies make is implementing development programmes without truly knowing who their employees are. We cannot expect blanket training to work when people’s needs are so varied. By using tools like psychometric assessments, we ensure that leadership development is not just a theoretical exercise but a tailored, impactful journey.
Blending Data with the Human Touch
HR is often seen as either too data-driven or too emotionally driven. But the truth is, the most effective HR strategies sit at the intersection of both.
For example, in Next Gen, the test results are not about passing or failing. They are about self-awareness. A candidate might discover they struggle with deadline management but excel in leadership. Rather than seeing this as a weakness, we view it as an opportunity to provide support, whether through mentorship, additional training, or structured goal setting. This blend of tangible data and human connection creates an environment where employees feel truly supported, not just assessed.
Creating a Culture of Retention and Growth
Too often, companies chase new talent instead of developing their own, leading to disengaged teams and lost expertise. At JPC by Samsic, we’re changing that, investing in our people to build a motivated, skilled workforce that delivers the seamless service businesses rely on.
Our goal is not just to attract top talent but to nurture it. Our aim is to ensure that employees feel valued and see a future within the company. When people feel seen, understood, and invested in, they stay. And that is the key to long-term success, not just for individuals, but for the entire business.
Not just another ‘training’ programme.
Next Gen is redefining how we approach leadership development in the wider FM sector, starting with cleaning speciality first. Cleaning operations are the eyes and ears of premises – that isn’t changing anytime soon. Instead of assuming what our future leaders need, we ask them instead. Instead of guessing what our client partnerships need, we integrate insights from the frontline first – things already spotted and seen. This middle layer of operations needs specialist senior leaders to pour back into them: reminding them they have a voice. This helps us in building pathways that work, with full people-centricity.
I firmly believe that the best investment any company can make is in its people knowing who they are an what they bring to the table. The right training, the right leadership, and the right understanding can transform a workplace. At JPC by Samsic, we are proving that when you put people first, success follows.
Looking ahead, I’m excited to see the impact that Next Gen will continue to have, not just on the industry, but on the individuals stepping forward to shape its future. Being part of setting up this programme has shown me firsthand how the right support can unlock potential, boost confidence, and create real opportunities for growth.
We hope launching the Next Gen initiative can influence wider Samsic Group initiatives in continuous support of our talent management strategy, especially as we progress and gain insights.
