In this time of low unemployment the competition for on-site managers is tougher than ever. The result is that if you're a property owner or management firm, part of your day will be devoted to finding and keeping good managers.

You can seek managers from such sources as local newspapers, job boards, neighborhood organizations, and recommendations from current managers. Once the resume pool is developed, the interviewing begins. Clearly, the properties that are better kept and more modern attract the best on-site managers. Size also helps. The bigger the property the higher wage you can pay your on-site staff. Finally, location is a critical issue because the properties with the best locations will attract more candidates than poorly located properties.

On-site managers need to be paid enough to make the job worthwhile, which often means a free apartment and/or a wage. Smaller properties with fewer units cannot afford to pay as much as larger ones, which often makes it critical for the manager's household to have a second wage earner.

With smaller properties it may be possible to have a part-time manager. The break point in our area from part- to full-time is at about the 40-unit mark, but this may vary around the county. Over 60 units, an owner also needs to consider a part-time on-site manager to cover the weekends and insure there is always someone available to rent units and handle problem.

To perform this job, the on-site manager must be available to tenants 24 hours a day 365 days a year. It's like being in the front lines of an army.

What makes a good on-site manager?

On-site managers must address tenant concerns and make them feel as though they are part of the apartment family. Managers need to be friendly without being friends.

In addition to the friendliness component, there is the maintenance component and the police component.

Many on-site managers collect rent and keep the peace, so they must be strong enough emotionally to pull it off. In smaller communities, the owner needs to have the on-site manager or a team member do the repairs to keep the costs in line. Larger properties may have a person that cleans and paints units as well as one or more maintenance people. In this case, the manager needs to be able to supervise other staff as well.

In addition, on-site mangers should be screened thoroughly: They need to pass a drug test, a criminal check and a credit check. Owners and management firms must look at the past experience of candidates as well as calling references to confirm the information received in interviews.

Training

The property manager and off-site managers must be dedicated to a continual training program. Established policies and procedures in written form are acceptable, but they do not replace regular training classes. Training in marketing, cleaning techniques, inspections, fair housing, rent collection, reporting, and the handling emergencies are each critical to the success of a good on-site manager.

Additionally, creating a forum for on-site managers to share experiences is very important. Quarterly round table discussions help the on-site managers realize that they are not the only ones with tenant problems to deal with. This can be supplemented by membership in the Institute of Institute of Real Estate Management's ARM (Accredited Residential Manager) program.

In general terms, there are typically three types of managers:

• Those who work for additional income and are saving money to buy a house.

• Those who have retired and are looking for extra income in addition to their pension.

• Those who see management as a career.

In our market, those trying to save money will be with you 2-5 years and then leave the system.

Managers who are retired may stay up to 15 years with an assignment while career-driven managers will want to move every few years because they get bored and want either more pay or a new challenge. Some individuals out-grow the desire to live on-site, but still want to manage: In this instance, the assistant manager or the maintenance person needs to be close by.

Because managers have evolving needs, you have to always look replacements. And because managers move from time to time, some companies actually have a floater manager who can cover for turns in on-site managers.

How To Keep A Good Manager

Keeping managers, once you have trained them, is the challenge.

A successful formula to keeping on-site managers includes great pay, benefits if possible, vacation pay, staff support from the central office, continual training, and dedication from the property owner to keep the property in excellent condition.

This last item helps the on-site managers recruit excellent long-term tenants, and tenants you've satisfied means your organization had done a good job and is on the way to a profitable bottom line. Don't underestimate property image and condition when recruiting a capable on-site manager -- such considerations are enormously important. Finally a great supervisor, owner, or off-site manager will help the on-site manager feel good about their job and will encourage them to remain committed to the property they manage and the tenants they serve.

For more articles by Clifford Hockley, please press here.

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Copyright 2001 Clifford Hockley. Posted by Realty Times with permission.

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Published: February 14, 2001

Use of this article without permission is a violation of federal copyright laws.