
Some claim multifamily jobs no longer possess the same gleam as in the past. While that notion might contain hints of truth, it certainly doesn’t spell doom and gloom for the industry. It simply means the apartment world must adjust to make these still-wonderful jobs compelling to the modern worker. Ultimately, the industry must take steps to elevate demand and enthusiasm for the site-level position.
If we look back at how the industry operated two or three decades ago, we might realize hiring and training practices haven’t deviated much since then. So in some ways, the industry’s relationship with existing associates and potential new associates is in need of a reboot.
Technology, naturally, plays a role in helping the modern leasing associate, but before the tech component comes into play, apartment operators must take a close look at hiring, training, and retaining practices. Technology doesn’t do the job for associates, after all, but it helps them be better at it.
Ultimately, reshaping the modern multifamily employee experience revolves around making changes to long-standing policies and being brave enough to try something new to help restore the zest for the job. The industry can take several steps to make these careers more attractive. We can promote individualism. We can use training methods that go beyond the cultivation of work-related skills. We can supply teams with tools and solutions tailored to front-line associates. And the industry can consider alternate staffing models.
Encourage Uniqueness
Many operators are so consumed with remaining loyal to their respective brand that associates are developed in cookie-cutter fashion. It can become overprotective at times. Operators shouldn’t forget that they are hiring for uniqueness, and prospects often lease because of the connections they make with on-site associates.
While people skills are the backbone of any accomplished leasing associate, operators should allow them to further cultivate their personal brand. Yes, representing the brand is important and certain boundaries should be set, but the benefit of allowing for personal eccentricities is twofold. First, it allows the associate to be their true self, and, when they do so, they are confident, enthusiastic, powerful individuals who are in their comfort zone and at their best.
Second, authenticity is exactly what today's consumer is looking for. People buy from people they like. That genuine authentic connection increases the likelihood of the prospect leasing and puts money in the bank for the associate and company.
Adjust Traditional Training Measures
Like many industries, multifamily is not immune to burnout. We are starting to see the industry put a better investment into training the whole person, significantly surpassing the nuts and bolts of leasing, fair housing guidelines, and how to process necessary tasks like renewals or posting rent. It involves training such as mental health, work/life balance, and managing customer demands—those topics that develop the entire person and the stresses within and outside of work.
In addition to the mental health component, the industry can do better at communicating the true significance of an associate’s responsibilities. Oftentimes, the perception of a team member is that they have a much smaller impact than they do. When asked about their career, they may think, “I’m just a leasing consultant,” when, actually, they might be in charge of the sales and operations of a $90 million asset—which is hardly a small job.
Associates who have a better understanding of what the property is worth, how it was acquired and any further financial nuances will gain a full appreciation of the importance of their jobs and the tremendous financial impact of what they do.
Adopt Tools With Front-Line Associates in Mind
Tech tools such as automation, AI-enabled chatbots, advanced screening platforms, and package solutions have certainly eased some of the strain from modern associates. But operators often adopt these tools because they like them—not because team members who actually utilize the solutions have gotten a chance to vet them.
It’s highly recommended that any tech adoption be made with front-line workers in mind—not just because it is favored by the corporate or support team. And it doesn’t stop once these tools are implemented. At that point, operators should ask themselves whether they are enabling feedback from the site-level teams and make adjustments based on what is shared, giving these valuable team members a real seat at the table.
Alternate Staffing Models
Employees from nearly every industry are being inundated with the work-from-home message. It’s enticing, but multifamily doesn’t have an abundance of site-level responsibilities that can be performed off site. Many industry leaders who have lost associates say it’s due to their desire for a more flexible schedule.
These leaders also have indicated that they previously had hot spots to find new associates, and many of those spots are no longer there. For multifamily, this trend goes beyond the Great Resignation.
To combat this, apartment operators can begin to move past the 1-per-100 model—one associate for each 100 residents—because tech has eliminated some of those time-consuming everyday tasks such as the first nurture of a lead or managing packages. This frees associates to engage in higher-level tasks and take on more responsibilities. For example, with the right structure, why couldn’t a high-performing associate lease at multiple communities within a particular submarket rather than one? It would lead to a bigger title and a better paycheck. It also might prevent them from leaving for a different industry.
Creativity is required in easing staffing requirements, as well. For example, being on call is standard for the industry’s maintenance professionals, but it can be draining to many. The industry must observe the specific deterrents around being on call and work to combat the stress and uncertainty these positions demand. A few companies are in front of this challenge and offering solid solutions that are giving them the upper hand in employee retention and recruiting.
For example, some companies are interviewing candidates specifically for after-hours maintenance duties to alleviate the on-call hours for full-time associates. They are also utilizing predictive maintenance technology to diagnose ahead of time when replacement parts are needed, which helps to reduce emergency situations.
The multifamily industry continues to possess an abundance of engaging and growth-oriented positions, but employee needs and expectations have shifted significantly over the past several years. It’s time for the industry to be brave, try something new, and look at staffing communities in a different way.