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PurposeThe purpose of this paper is to propose talent management, in today's competitive marketplace, is critical in organizational success. Real estate organizations are now recognizing the value in attracting and retaining the best, brightest employees in order to achieve higher than average market share and elevated profiles. In the era of the knowledge worker, “talent” – narrowly defined as a core group of leaders, technical experts and other key contributors – are quickly becoming an organization's most important asset. As real estate companies continue to compete for the top tier talent, their strategies must become more integrated.Design/methodology/approachBased on review of existing literature and expert panel interviews, a framework for integrating talent management strategies focused on multiple generations.FindingsThere is clear evidence that innovative recruiting techniques must be geared to attracting the new generation of workers. Additional attention should be given to increasing employee engagement for Generation Y, while at the same time developing strategies focused on knowledge transfer and reverse mentoring.Practical implicationsIn an effort to address the growing talent shortages in real estate, coupled with the exiting of retirement of workers, aggressive strategies must be adopted and the framework provides a holistic approach to achieving competitive market share while addressing critical talent issues.Originality/valueThis paper provides real estate practitioners with strategic systems and processes to attract and retain talent in an increasingly competitive market. Practical strategies are presented with a holistic framework.

PurposeA fundamental contribution that a corporate real estate (CRE) manager can make to the industry and to the world is the sincere attempt to implement green operations within their buildings portfolio. Reducing an organization's environmental impact is a strategic issue that not only reaches across each constituent part of its own operations and activities, but extends to include those of its suppliers and those who use its goods and services. Facility and real estate managers can demonstrate their value by participating in formulating and implementing policies for reducing the organization's environmental impact, redefining their role as one that underpins mainstream organizational and business needs, and bringing value to their organization while positively impacting the global environment. This paper seeks to address these issues.Design/methodology/approachA review of current literature on the topic of sustainability and the background of the sustainability movement in the US was undertaken to develop key findings.FindingsOrganizations that adopt environmental responsibility and then take action are capable of building more secure and prosperous positions within the global economy. Five significant factors were found to endorse the business case for sustainable building design and operation. These include resource efficiency, energy efficiency, pollution prevention, harmonization with the environment, and integrated and systemic approaches, including environmental management systems.Practical implicationsSince, real estate is a fixed capital investment, any improvement to the asset should be considered, especially one as significant as sustainability efforts that also contribute to improved organizational impact.Originality/valueConsidering the reality of financial pressures, this paper attempts to provide background and information for managers to develop their own sustainability objectives to improve the value of CRE assets.

Purpose – Healthcare facility managers work in complex and dynamic environments where critical decisions are constantly made. Providing them with enhanced decision support systems would result in a positive impact on the productivity and success of the projects they undertake, as well as the sustainability of critical healthcare infrastructure. The purpose of this paper is to propose a conceptual ambient intelligent environment for enhancing the decision-making process of the facility managers. This low-cost data-rich environment would use building information modeling (BIM) and mobile augmented reality (MAR) as technological bases for the natural human-computer interfaces and aerial drones as technological tools. Design/methodology/approach – This paper presents a scenario for the integration of augmented reality (AR) and building information modeling (BIM) to build an ambient intelligent (AmI) environment for facility managers where mobile, natural, user interfaces would provide the users with required data to facilitate their critical decision-making process. The technological requirements for having such an intelligent environment are also discussed. Findings – The proposed BIM-MAR-based approach is capable of enhancing maintenance related practices for facility managers who are mobile to integrate with their facilities' intelligent environment. This approach is also capable of providing a collaborative environment in which different stakeholders, across geographically distributed areas, could work together to solve facility management tasks. Originality/value – In this paper ambient intelligence will be considered for the first time in the area of healthcare facility management practices to provide facility managers with an intelligent BIM-based environment to access facility information and consequently enhance their decision-making process.

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