Clear Job Roles in Property Management

Are you causing your people to leave?

Property Management is full of headaches! It’s a tough job that doesn’t suit everyone! Good Property Managers are hard to find and harder to keep! I’m sure you have heard it all before.

When you are recruiting for a new Property Management team member are you worried about all the problems of the job? Do you find yourself brushing over the challenging parts of the role and then talking up the benefits of being a part of your team? Do you find that people stay with you for a short period of time and then leave? But hey … what’s the problem with talking up a position to attract someone to join you? Maybe there is a disconnection between what you are saying to a prospective candidate and what they experience on the job.

 

You might be over-selling the job!

Hiding what you feel are the worst parts of the job just to appoint someone to a position, will leave them with a different expectation of what the real job is. They are then more likely to dislike what they are doing. Even though most people will try to push through for as long as they can in a role, in the end they will feel the job is not for them and leave. So, whose fault is that? It’s yours! The only thing they knew about the job is what you told them.

 

Do you know the job you want filled?

Do you clearly know what’s involved in the position? Or are you hoping to get someone with experience? Even, if you hire someone you think has Property Management experience, they don’t have experience in your business or its culture. A sure recipe for failure is to recruit someone solely because they have a few years’ experience somewhere else.

Many business owners in this situation are looking for someone they don’t have to explain the job too and usually this leads to the new person doing things however they want. Well, I know a lot of people that have experience driving a car, but I doubt I would trust them to drive mine just because they have a licence. So, why risk handing your business over to someone else?

 

Have the documented systems to support the job

When you buy a boxed-up product from Ikea, there is always a set of instructions. Now, some will read the instructions and put the item together. Others will use the instructions after they have failed at the first and second attempt to put it together without them, but at least the instructions are there! The manufacturer knows the product inside and out and they document the system of how to put the product together in step by step instructions. This is to help both inexperienced and experienced people to get the result the manufacturer wants you to achieve.

 

You are the manufacturer of your Rent Roll

Why would you leave your Rent Roll to chance and your people without documented instructions? Write your systems for how the work gets done, group the steps into tasks and then allocate those tasks to the Job Description. This will provide the person in the job, clarity of how you want the work done. They will then know how to be an important part of your business and this will give them purpose and motivation.

 

How to easily develop a set of documented systems for your employees

  1. Create a folder called Systems and protect it
  2. Create an Excel list of all the systems in your Rent Roll business. Call it: Systems Inventory
  3. Mark each system as ‘Documented’ or ‘Undocumented’
  4. Create a word document for each system
  5. Page 1 – Map out a flow chart to overview the system
  6. Page 2 – Write down each step of the system
  7. Page 3+ – Detail each step further with the specifications, resources, standards and time required

Initially, you may only need a flow chart for each system, but when a problem relating to one of the systems arises, you can then detail the steps or go even further by documenting the specifications so that the system is crystal clear.

 

Be clear about the work

When advertising a position, include a clear description of the work tasks involved. You’ll then have candidates applying who understand your expectations. Even better, they might absolutely love the job you are offering, even if you don’t!

Then when you are going through the interview process, don’t try to sell the job. Instead, refer to the work relating to the position, assess their competency to do or learn how to do that work and offer the job based on their suitability. Once they are settled, continue to support them, measure their results and application of the standards you have set for the role. Then you can let them get to work.

 

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