DIVERSITY, EQUITY, INCLUSION AND BELONGING
Leasing training which incorporates key DEI to provide the highest level of customer service and create a space of belonging and psychological safety for those we serve decreasing staff turnover through personal success as well as increasing retention.
Increased knowledge of fair housing laws to decrease liability and exposure risks by providing resources and the history of the laws and current/recent fair housing litigation outcomes.
Training for all levels of management and client facing team members to help increase awareness of different world cultures, religions, and beliefs to bridge the gap and facilitate the human connection.
Assessing the current level of employee satisfaction and developing a plan to increase satisfaction thereby decreasing turnover and increasing productivity. Areas of evaluation include, but are not limited to, feeling of belonging, voice being heard, benefit evaluation, work level, opportunity for advancement, and training goals being met.
Taking a deep dive into the leads that are being obtained through various marketing sources to ensure that staff is actively and aggressively converting them. Analyzing strengths and weaknesses of the team and providing the appropriate coaching to increase returns.
TRAINING, DEVELOPMENT & EXECUTION
Analysis & evaluation of associate(s) leading to feedback and recommendations for a performance improvement plan to potentially lead to lower turnover, loyalty, continuity, collaboration, team building, and ultimately, improved employee performance. This is accomplished through several options: Mentorship, Executive Coaching, Associate Development, Team Building, & Career Coaching utilizing areas of expertise in leading teams and rising stars to top performance in all facets of property management.
Tutor hiring managers on interview skills to include how to review resumes while removing information that could lead to bias, phone screening, face to face interview and follow up. Teaching interview skills can lead to hiring of employees who create a more diverse environment, with longer tenure (reducing turnover cost), increased performance (increasing NOI), and succession planning (internal promotion). Drawing upon years of successful recruiting experience for various levels and engaging in the hiring of open positions while working side by side w/ the hiring manager. Training is designed to fit the position of hiring manager and open position.
Assist in setting operational team members apart from competition by providing financial training to community and regional managers. This training closes the gap in between owner/asset manager financial knowledge demands of the operational teams. Full understanding of this skill will increase overall understanding of management decisions on financial outcomes thereby decreases expenses and increasing overall NOI.
Provide leadership to effectively transition the portfolio/department to a desired state through recognition, development, training and employee support while ensuring that DEIB principals are being supported.
Train in completion of monthly variance report writing to be distributed to owners by assisting with making the report accurate, complete, informative and timely. This leads to clear & concise communication among on-site managers, management companies and owners vital to client. satisfaction and retention.
Teach the “art of communicating up” with Asset Management, Owners, and Developers by helping others to understand expectations and anticipate needs. Discussions to include: collaboration, anticipation of questions, presenting support for request, email communication, obtaining a timely response, and knowing the client’s needs and expectations. Teaching how to communicate important facts while being aware of the implications that words can have. Client interface skills allow for clients to believe in integrity, credibility, and expertise which can lead to client tenure and future engagements.
Take an agreed upon company initiative to help increase DEIB efforts throughout the organization and develop and then execute the plan.
Procure and review resumes for open positions and work them through the hiring process ensuring fairness in the hiring process and the obtainment of high quality talent.
OPERATIONAL MANAGEMENT
Evaluating vendor selection to ensure that vendors are being invited to bid on projects that are minority owned or local to the communities we operate in. Looking at long term cost and savings.
Provide Senior Executives with leadership expertise in Regional Property Manager level needs to seamlessly and effectively fill a temporary need while a long-term solution is sourced allowing operations to continue with minimal disruption during the vacant seat.
Spearhead and execute “To Do List” or special projects for a department or organization with limited internal resources and/or need for institutional level expertise. Tackle the issues and supplement the team on a project-by-project basis without adding to current staff overhead.
Develop and/or improve company operating policies and procedures by using best practices consistently shown to achieve more efficient results. Ensuring that a focus is placed on DEIB inititives and customer satisfaction.
Audit provides a systemic check or assessment, review, and evaluation of property operations. Results serve as a basis to confirm effectiveness and identify areas for potential improvement and risk management.
Create, Document, and Implement standard operating procedure manuals for risk management, emergency procedures, maintenance, operations, leasing, and others based on company’s needs.
ASSET MANAGEMENT
Add value by executing property-level strategy for optimizing the value of the assets. Preparing long-term financial models; Analyzing proposed property improvements relative to future value/return on investment.
