Global FM Training Transformation:
IFMA & JLL Strategic Collaboration
Case Study
Executive Summary
In 2020, the International Facility Management Association (IFMA) partnered with JLL, a leading global real estate services firm, to launch a transformative training initiative aimed at elevating the professional capabilities of JLL’s facility management workforce. The goal was ambitious: implement a scalable, strategic training model that would deliver globally consistent outcomes, drive employee credentialing, and reinforce JLL’s reputation for excellence.
Over the course of the strategic collaboration, the discussions evolved from a complex procurement into a fully integrated, ongoing program aligned with JLL’s operational and talent strategies. Through a dynamic and adaptive model, IFMA and JLL increased enrollments, improved completion rates, and established a repeatable approach for workforce development at scale. The impact of the strategic collaboration extends beyond metrics — it demonstrates how two organizations can co-create sustainable systems for education, growth, and professional recognition in a competitive global environment.
Client Background: JLL
Globally renowned commercial real estate and investment management company operating in more than 80 countries.
Thousands of employees managing properties, assets, and client experiences around the world.
Known for innovation, strategic thinking, and operational rigor.
Strong emphasis on workforce excellence as a core competitive differentiator.
Challenges
The journey began in June 2020 when JLL expressed interest in enhancing its facility management training through strategic credentialing. Soon after, leadership transitions focusing on alignment and internal consensus proved critical to moving the effort forward.
IFMA found itself in a competitive landscape, being evaluated alongside other credentialing providers. To stand out, IFMA had to demonstrate not only superior content but also the ability to integrate with JLL’s internal systems, workflows, and global culture.
Procurement negotiations were complex and extended well into 2021, involving multiple layers of stakeholder input, legal considerations, and model refinements. Discussions around a “Train-the-Trainer” approach also required thorough analysis to determine feasibility at JLL’s global scale.
Ultimately, success depended on IFMA’s ability to serve not just as a vendor but as a trusted strategic leader capable of navigating ambiguity and delivering value in a highly customized environment.
"Our relationship with IFMA will enable our facilities management teams to deliver industry-leading expertise that helps clients achieve their evolving business objectives. Our professionals need adaptable training that equips them with cutting-edge tools to meet growing demand and navigate emerging career paths. This collaboration creates extensive opportunities for professional development and career advancement — critical components for attracting top facilities management talent."
Cheryl Carron, Chief Operating Officer, Americas Work Dynamics, JLL
Transition
As negotiations progressed, both organizations worked to shape a mutually beneficial Statement of Work (SOW) that balanced ambition with realism. Initial projections targeted as many as 6,000 participants.
However, after detailed scoping and internal capacity assessments, the number was revised in stages — from 3,200 to 2,000, and ultimately to a more manageable target of 1,540 participants. This refinement allowed both parties to focus on delivering depth, quality, and completion rather than simply volume.
The structure of the program evolved to include flexible pricing terms, pre-purchased licenses, and the inclusion of IFMA membership as a value-added component.
By February 2022, a final agreement was signed, outlining a comprehensive support and reporting plan with a total value commitment. This agreement laid the foundation for a clear and structured rollout, setting expectations for enrollment, performance tracking, billing, and long-term support.
Outcomes
IFMA and JLL launched their first pilot in March 2021. The pilot tested logistics and systems and gathered feedback from participants through a jointly developed survey.
Early outcomes highlighted the importance of community and communication — insights championed by advocates who emphasized peer support and program visibility.
Additional pilots followed between November 2021 and February 2022, each incorporating lessons from the previous cohort.
Completion rates improved, validating the decision to prioritize structured onboarding and sustained engagement.
At the conclusion of the pilot phase, the program transitioned smoothly into Business-as-Usual (BAU), a standardized model that retained flexibility for regional adaptation, allowing for regular enrollments.
Strategy & Implementation
The move to Business-as-Usual (BAU) began in earnest in April 2022 with the launch of the first official enrollment groups. JLL and IFMA collaborated closely to integrate program activities into JLL’s internal systems, enabling effective tracking of enrollments, completions, and engagement metrics.
A custom bimonthly reporting framework was created to provide actionable insights and ensure transparency. Financial operations were also optimized through a quarterly billing cycle that supported better forecasting and reconciliation.
In November 2022, the strategic collaboration introduced an addendum focused on license reallocation, which helped ensure that unused licenses were not lost but instead repurposed to support active learners.
The program adopted a centralized management approach, allowing JLL to maintain oversight while empowering local leaders to drive adoption. Completion rates remained a key metric, and processes were refined to help learners stay on track and reach credentialing milestones more effectively.
Support & Success
A defining strength of the IFMA–JLL strategic collaboration was the level of ongoing support provided to ensure long-term success. IFMA committed dedicated staff to the program, offering responsive assistance and deep familiarity with JLL’s goals and structure. Within JLL, internal advocates played a critical role in promoting the program, answering questions, and encouraging peer participation.
The program continued to evolve, adding new offerings such as the SFP® (Sustainability Facility Professional) and Essentials of FM programs to expand training pathways. To streamline operations and minimize confusion, a monthly invoicing model was adopted, enhancing clarity around usage and cost.
As the program matured, both parties engaged in active reconciliation efforts to improve efficiency and capture lessons learned. The collaboration was consistently grounded in ethical standards and a shared commitment to credibility and professional growth. An internal research initiative was also launched to track ROI through metrics such as promotions, retention, and employee feedback.
Meanwhile, a recognition strategy emerged to celebrate the FMP® (Facility Management Professional) achievers through internal communications and organizational spotlights, reinforcing the value of credential attainment.
“Today’s facility managers are strategic partners who are critical in shaping the employee experience and workplace culture. They're responsible for creating environments that not only optimize costs but also inspire collaboration and well-being. The FMP designation identifies professionals who combine cutting-edge facility management expertise with the leadership skills needed to drive real organizational impact.”
Sanjay Rishi, Americas CEO, Work Dynamics, JLL
Results & Impact
The IFMA–JLL collaboration delivered results not only in terms of numbers but also in strategic alignment, cultural impact, and long-term sustainability.
The transition from pilot to Business-as-Usual (BAU) proved the model’s scalability and adaptability across diverse geographies.
Completion times steadily improved thanks to enhanced onboarding, streamlined communications, internal coaching as well as continuous feedback loops.
Data-driven insights from custom reporting and internal integrations enabled JLL to manage licenses effectively and measure training impact more accurately.
The cultural value of the program has been evident, with credentialed employees receiving internal recognition that bolstered engagement, morale, and professional pride.
"Our work with IFMA exemplifies JLL's commitment to investing in our people and delivering exceptional client outcomes through expertise. By creating a scalable, globally consistent training framework, we're not just building credentials—we're building careers and reinforcing our position as the industry leader in facilities management excellence. The evolution from pilot to Business-as-Usual (BAU) demonstrates that when you combine strategic vision with operational discipline, you can transform how an entire profession develops and grows."
Paul Morgan, Global Chief Operating Officer, Real Estate Management Services, JLL
Looking Ahead
The future of the IFMA–JLL strategic collaboration is bright. Plans are already in motion to expand the range of credentialing programs, deepen recognition strategies, and use data from the internal ROI study to further enhance impact.
The focus will remain on scaling the program intelligently, integrating it more deeply into JLL’s talent strategy, and identifying new ways to engage employees around the world in meaningful, career-defining learning experiences.
By continuing to evolve together, IFMA and JLL are setting a benchmark for strategic, high-impact professional development in the global facilities management space.
"Leading this initiative over the past five years—from the initial proposal to JLL’s global rollout—has been one of the most rewarding experiences of my career. Seeing more than 1,700 JLL professionals earn IFMA credentials is not just a measure of scale but of impact. It reflects how education, knowledge, and community can transform facility management at every level of an organization. This achievement embodies IFMA’s mission to advance the FM profession worldwide and highlights JLL’s commitment to empowering its teams to create smarter, safer, and more resilient facilities."
Kim Jackson, Executive Director, Business Development, IFMA
The Right Strategy Starts With the Right Collaboration
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