Posts tagged Apartment Training
Better Training Through Skill Gap Analysis
Jul 16th
One of the best things you can do to improve your team’s training plan is to add Skill Gap Analysis. This step helps the trainer to identify gaps in performance and areas for added training and development.
Benchmarking
The first step in conducting a thorough Skill Gap Analysis is to create a picture of what ideal performance looks like. This step—called Competency Profiling—takes a look at the attitudes, knowledge, behaviors, and specific skills needed for an individual to excel in a particular role. These competencies can be rated as critical or core, meaning that a high level of proficiency is needed in order to be successful in the role; or preferred, meaning that while not mandatory, a particular competency would help the employee to better excel.
Assessment
Once your benchmarking is done and core and preferred competencies are identified for the role; it’s time to measure the employee’s proficiency against the competencies you’ve identified. There are a number of ways that this can be accomplished, and while any one of the following strategies can be effective, it’s far preferable to use a combination of several so that you get a more well-rounded picture of how the employee is performing and what he or she might be missing that can be rectified with added training and development. Assessment techniques include:
- Performance Review – a standard performance review typically revolves around discussion between the employee and the supervisor of both the supervisor’s and employee’s assessment of the employee’s proficiency. The review includes development of a strategy to help the employee further improve his or her performance in the role.
- Interviews – interviewing employees and supervisors with open-ended questions (questions that cannot be answered with a simple “yes” or “no”) allows for gathering of qualitative data. Interviews can also identify misconceptions with regard to the role; resistant attitudes (including change-resistance and personality conflict); and other barriers to excellent performance that might not surface in a performance review.
- Surveys – surveying managers, employees, and coworkers (including other managers) can help gather even more qualitative information that can be used for statistical performance analysis. Today, such surveys can be designed and conducted very quickly, easily, and efficiently, online.
- Customer Feedback – if it’s possible to interview or survey customers or other stakeholders, they can be an outstanding source of feedback on the performance of either a group of employees or an individual.
- Performance Tests – many skills can be assessed using standardized tests to gather quantitative data (multiple choice, fill in the blank etc.) of employees’ understanding of particular competencies, necessary to their ability to perform them.
- Audits – this process simply creates a checklist of specific operational standards, and the employee’s ability to perform to those standards is checked against the list.
Analysis
Once the assessment has been completed using one (or preferably several) of the techniques listed above, the trainer can then begin the process of closing the gaps with strategies including training (if a lack of knowledge is identified), role reassignment (personnel transfer or organizational changes); allocating new resources; added rewards or other incentives; or improved goal-setting and measurement. As in any case where proficiency can’t be improved by other means, termination may have to be considered.
Adding Skill Gap Analysis to your training plan will help you to identify, improve, and prioritize your training and development projects by creating a sharper picture of your team’s abilities as compared to your vision for ultimate success; but creating a fully comprehensive plan requires far more than we could fit into one blog post! If you’re interested in putting this outstanding tool to work in your organization, be sure to make Your Team’s Got Talent: Better Training Through Skill Gap Analysis presented on Thursday, September 16th at the Multifamily Brainstorming Sessions by Kara Rice and Jana Muma of Grace Hill part of your Brainstorming 2010 training plan! We’ll see you there!
5 Multifamily Training Ideas!
Jul 12th
New Manager Orientation and Mentoring Program
This idea came to us from Karen Wilson
The Idea – As part of our new manager training we have implemented a Manager Mentor Program. After each new manager comes in for a day of training on company policy and procedures, we select a Resident Manager from the Property Manager’s portfolio to provide another eight hours of training at their community or at the new managers community. Both managers are provided with an Agenda of topics to cover.
How It Works – The Manager Mentor contacts the new manager and sets
up a date and time within the first week of employment. The goal is to spend at least eight hours. Many managers choose to break this up into two four hour trainings or several two hour trainings as time and attention spans allow. Upon completion both the mentors and the new managers sign the agenda and return it to the corporate office. We compensate the Manager Mentors with $50 for going above and beyond the call of duty.
The benefits – This program establishes communications with one of our current managers who is doing the same job as we are asking the new manager to do successfully. They are able to share helpful hints and new managers are more comfortable asking questions of other managers. The program provides an ongoing relationship with a manager the new manager can contact if they forget how to do something or are unsure about the process. The Manager Mentors have reported that mentoring was a great review and refreshed and enervated their own performances.
Date
New Manager Name
Apartment Community
Address
RE: A DAY IN THE LIFE OF A RESIDENT MANAGER TRAINING
Dear New Manager:
__________________________(name(s) of Manager Mentors) of the __________________________ Apartments have agreed to provide your Day in the Life of a Resident Manager Training. Attached is an agenda of the topics for you will cover with them.
Please arrange a date and time that will work best for both of you. We suggest that you complete this within the next week as it will help you immensely as you take on your new job responsibilities.
Once you have completed this portion of your training please sign off on the form they have to indicate completion. We are glad you are part of our management team!
Sincerely,
Karen L. Wilson
Director, Multi Family Management
ON SITE TRAINING
A Day In the Life of a Resident Manager
With ___________________________ (Manager Mentor)
________________________________ (Community)
( ) (Phone number)
Discussion Topics
¨ Setting up the office
¨ Maintaining Resident Files
¨ Renting Apartments
¨ Preparation of Turnovers
¨ Signs/Advertising/Curb Appeal
¨ Traffic Log
¨ Showing the apartment
¨ How to Complete a Lease/Rental Agreement
¨ Addendums
¨ Security Deposits
¨ Move In Reports
¨ Maintenance
¨ What to Watch For
¨ Minor Repairs – Change a lock, replacing/ordering light bulbs, etc.
¨ Vendors
¨ Market Surveys – How to Complete a Market Survey
¨ New Manager Assignment: Visit five apartments within 5 miles of your new property as a renter. Complete a market survey
New Manager:
Apartment Community Name:
Address:
Phone Number:
Eight Hours of Manager Mentoring was completed on this (these) date(s) ___________________________________________________________
By ___________________, Manager of __________________________
Apartments.
___________________________ __________________
New Manager Date
___________________________ __________________
Manager Mentor Date
Training Tips
When I am holding a training class we discuss overcoming objections, I ask the participants to give me a certain number of objections that come up at their site. I write them on a flip chart and assign a number to each objection. Using a target that I’ve drawn the numbers one, participants form teams, and one member of each team shoots at the target with a Nerf dart gun. When someone from the team hits a number, they have 45 seconds to come up with a response to the corresponding objection. If they get it right, the team receives one point.
Another technique that I use in start-of-session introductions is to ask each participant to tell one thing that they do better than anyone else in the room. This lets us get to know something about someone that we may never have known and it also helps break the ice!
This next idea comes from : Amy Aguiar
Strapped for time, I began looking for other ways to get my teams the training they needed. I contacted the local HUD office to inquire as to what programs were offered for Fair Housing Training. I found many different organizations that will do the training for me at my location and, amazingly, at no cost to me! I then contacted local community colleges and universities to see what classes were offered in the area of “workplace” or “career” development. This has worked well. I have found that I can use these classes to help develop employees’ skills in areas where they are lacking, such as written or oral communication, financial reports, etc. It makes for a more “well rounded” employee. Not to mention the employee is happier in their position as they can be more helpful in the office. My most recent expense was only $99 to $159 per
class.
Fair Housing Bingo, from Debra Markham, Director of Training at BRE Properties.
Instructions:
At the beginning of the workshop, give each participant a “Fair Housing Bingo Card(sheet)”.
Explain that during the workshop, everyone should pay close attention to all the information that is being discussed, as they will easily be able to answer all the questions on their “Bingo Card”.
At the beginning of the workshop, have the group choose which type of bingo they want to play first (Ex. Diagonal, straight, 4 corners, Double diagonal, etc.). Of course, finish the workshop with a complete blackout.
Make sure to have some sort of prizes – lifesavers, candy bars, McDonald’s coupons ($1 each), Starbucks coupons ($3 each), etc. – to give out when someone screams BINGO!
Purpose:
This will help to ensure your participants are getting a complete understanding of the Fair Housing Laws, while at the same time making it fun, a little competitive and enjoyable.
Supplies:
· The attached bingo card. (you can change the questions every once in a while to mix things up a bit)
· Prizes of your choice.
LEASING IDEAS!
Resident Of The Month
When you have vacant apartments that your trying to move simply buy the neighbor next to the vacant apartment something that they keep in front of their front door that says “Resident Of The Month”. And when you’re on your tour, you simply add that their neighbors are the Residents of the Month. Use a beautiful outdoor plant as the gift with a sign to stick in the plant that reads “Resident of the month”. The apartment will lease every time! The idea costs only around $75, and we have leased every long-standing vacant this way!
Contributed by: Joyce Rinck
SERVICE IDEAS!
Working Towards One Goal
Front line services increases retention! Create a 3×5 postcard (you may include a picture of a service person). The title of the program is: Working towards one goal – Quality and extraordinary service. Part I should include property name, date apt.# and resident’s name(optional) Part II will be a rating of service: Excellent, Good, Poor and several lines for comments. Part III, Response time satisfactory, suggestion for future improvement. They can drop it at the Leasing office or mail to your corporate office. All Maintenance personnel are part of a bonus incentive in an effort to create retention a team effort. Extra points will be added for employee(s) who receives good cards, increasing their bonus compensation, rewarding them for their contribution, and motivating them to continue providing excellent service. Cards should be given to each residen upon move-in, and with ever workorder receipt.
Our original goal was to measure how we were servicing our residents but we needed to motivate the staff to see the program as a positive tool for improvement and training. As a result of this program employees have been recognized company wide and promoted. Residents that were not sure if they would stay because the survey card sends out a clear message. We want to make it right, because we care.
Cost: $30
Contributed by Angie Herrera, Gannon International
HUMAN RESOURCES IDEAS!
This is one idea that we would love to see everyone implement! It comes from Deb Bronson, and it’s called the Commitment to Excellence Agreement:
Company Letterhead
Dear (Insert team member’s name)
As a valued member of our team, we wanted to share with you what you can expect from us, (your company) and to outline our commitment of creating a culture and environment that fosters excellence:
· We have established an internal training program that delivers timely, on-target information available 24/7 via our intranet.
· We will keep you informed of company wins and company concerns in a brief included with every paycheck.
· We will measure and inspect what we expect and share honest feedback in a timely fashion.
· We will promote from within whenever possible and work hard in our partnership with you to develop and expand your skills and capabilities.
· We support a learning environment, where mistakes can be learned from and we can all breathe easier by focusing on resolution, rather than blame.
· We will conduct an “If I ran the company” survey annually and include the areas requiring improvement, (based on our entire team’s feedback) into strategic planning and implementation.
· We support our nation, community and team through supporting _____________ and giving back in spirit, time, and funds.
· We provide time and stress management tools and training.
· We encourage the participation of your significant others at company events.
· We want to encourage you, inspire you and support you and have been very “on-purpose” in the way that we thread rewards, surprises and recognition into our daily work. In the last month, we have done the following: Foot massages, Car wash and sponsored our local Little Leagues baseball uniforms (go Lil’ Lions!).
__________________ ____/____/____
Company Ambassador Date
Commitment to Excellence Agreement
What can we expect from you?
You have already received your welcome kit, career description and a sample of a growth agreement, so you have a pretty good idea of what your new position requires.
But, what about your personal commitments? How can we count on you? Please create your commitment to your team by outlining your thoughts below. Tomorrow, your team leader and a couple of company ambassadors will sit down with you and go over your commitment to excellence. We are looking forward to our new partnership and we are very glad that you have joined us!
__________________ ___/___/___
Your Signature Date
__________________ ___/___/___
Team Leader Date
__________________ ___________________ ___/___/___
Company Ambassador Company Ambassador Date
Apartment Leasing: Lease To Anyone!
Mar 16th
It’s probably happened many times – someone comes into your leasing office and you think, “No one could lease to that person!” Well, in today’s competitive apartment leasing environment, you have to be able to lease to anyone. And, believe it or not, it can be done. All it takes is the right information and some resourceful techniques to turn a “no way” into an “okay!”
Thanks to Wendy Muse, Vice President of Education at Tarragon Management, Inc., and Lisa Trosien, President of ApartmentExpert.com, The “How to Lease to Anyone!” workshop at the Multifamily Brainstorming Sessions a few years ago where they shared, some of the most applicable tricks-of-trade when it comes to dealing with all types of customers. Here are just a few of the most familiar personalities they discussed and their original ideas for transforming these leasing challenges into signed leases.
Recognizing Different Types Of Customers
In A Hurry
What do you do when a person doesn’t have an appointment and just wants to run through some models quickly? Or what if he or she doesn’t have time to fill out a guest card? It’s time to think on your feet. Complete the guest card as you’re walking through the models – this saves time and allows you to get the information you need. You also can offer to e-mail a brochure to the visitor and suggest that he or she makes an appointment for a later time. Of course, the key here is to tell the person that you know and understand how valuable his or her time is. Make the process a convenient and enjoyable one, and you’ll have a better shot at closing the deal.
Personality Conflict
Sometimes you may just not click with someone. Your personalities don’t mesh, and it doesn’t look like you’ll be able to work together. In this situation, if you can make a graceful handoff to one of your colleagues with a “Why don’t I have Susie show you our model” or “John will be happy to take you through the paperwork,” go ahead and do it. If this isn’t possible, take a moment to read the person’s body language (such as crossing his arms, leaning forward, or standing at a distance) and see if you can mirror it. This is a diplomatic sign of respect that might help you ease the tension and move away from potential conflict. Of course, you can always grin and bear it. Put on a big smile and do your very best to serve this customer. That’s your job, and you just need to give it your best.
Disabled
When someone in a wheelchair visits your property and your models are on the second floor of a walk-up building, don’t immediately think that you won’t be able to lease to this individual. According to Muse and Trosien, it’s a good idea to have virtual tours available, either via a video in the office or on the Internet. Another option is to show the person a market-ready apartment on the first floor of the building. Yet, the most important approach is to discuss the person’s needs in detail, never assuming what the person can or cannot handle. From your prospective customer’s input, you will be able to tailor a presentation to his or her needs.
Blind Or Hearing Impaired
If a blind person visits your property, it is important to introduce yourself immediately. This person wants to know who he or she is speaking to, and you don’t have time to play guessing games. Oftentimes, someone who is blind will have a lead dog or a companion. In these cases, refrain from touching the lead dog, and be sure to talk directly to your future renter – not through the companion. Furthermore, never touch a blind person without speaking first; you don’t want to startle him or her. Then, as you begin your tour, use the “sighted guide technique,” walking beside the person with your hand on his or her arm and giving explicit directions as you move through the apartment.
For the hearing impaired, the rules of engagement are clear-cut. First and foremost, do not turn away from the person you are speaking to; that individual needs to read your lips. Therefore, also be sure that you don’t cover your mouth while you’re speaking. Keep the volume of your voice at a normal level – you don’t have to shout for a hearing impaired person to understand you. Finally, don’t over-enunciate, and don’t hesitate to rephrase what you or the potential customer has said to make sure that you’re on the same page.
Looking Way Into The Future
If you think that talking to or showing models to someone who doesn’t plan to sign a contract for at least six months is a waste of time, think again. These people are potential customers, and the best way to deal with them is to treat them like every other client. To start, don’t hesitate to show them a model. If they show interest, this is a great opportunity to put them on a waiting list – a skillful way to make sure that there is a unit waiting for them when they’re ready to make a move. You also should put them on your e-mail or newsletter list, as this is a quick and easy way to stay in touch over time. In addition, if you have planned a resident function for the near future, invite these potential residents to join in the festivities. This kind of personal service will keep your property in the forefront of their minds.
Pet Owners
People’s pets are often like their children. Most people will not move without their pets, so if your property accepts them, you’ve already earned points with pet owners. You can net even more points by catering to pets, keeping pet items in the model and making sure that the property is a welcoming place for someone’s precious pooch or frisky feline. If you don’t take pets, you might want to consider changing your position; a “no pets” policy can eliminate 60 percent of your prospect base. However, if you are determined to operate a pet-free complex, be sure to talk to prospective renters about the consequences associated with a violation of your policy. You don’t want to anger a renter by delivering an unexpected penalty.
From Out Of State
Moving is a daunting experience, and moving from out of state is even worse. These renters face a higher level of anxiety than most customers. By letting them know that you are a true professional and that you have their best interests at heart, you’ll immediately create a comfort zone. It’s important to be willing to help these clients get acclimated to their new environment, so it’s good idea to have some information about the surrounding areas in the leasing office. Additionally, renters who are moving from an inexpensive area to a more pricey location can experience a bit of a culture shock. In this case, promote the value of the apartment, not the price.
Getting Divorced
When dealing with someone who needs an apartment because he or she is getting divorced, it is crucial to be empathetic and flexible. This individual may have some unusual requests, such as asking you not to call him or her at home (maybe because the other person in the relationship doesn’t even know about the divorce yet). You must label your guest cards clearly to ensure that you don’t make a mistake. Then, let the renter know that his or her privacy is of the utmost importance, and that you will do everything in your power to make sure that the entire process is discreet. And for those people who don’t want to sign a lease right away because they are working on their marriage and might need to get out of a contract, you can discuss the different leases you offer, as well as any out clauses you may have.
Language Barrier
The Hispanic population is one of the fastest growing market segments for the multifamily housing industry. Therefore, it’s a great idea to have a bilingual person on your staff. If you’re not adding to your staff right now but need to be able to communicate with prospective renters for all different ethnic backgrounds, have a list of key phrases in a variety of languages handy (Berlitz Travel Guides are a good resource for this). But be careful – many languages have a number of dialects. Some of these vernaculars are not pure versions of a language; in fact, they’re often called “slanguage.” Because of this, don’t depend solely on Internet translation sites like www.freetranslation.com or www.babelfish.com. Members of our group suggested that you turn to local translators or even high school or college students to help with proper translations.
Overcoming Objections
Ultimately, there will be any number of different personalities walking through your door. Your job is to listen to the needs of everyone you meet and try to resolve any issues they may have. Some people undoubtedly will have objections, and you have to find ways to overcome them. Wendy Muse and Lisa Trosien suggest that you approach an objection with the following steps:
· Be prepared
· Present it first
· Qualify it
· Present the other side
· Admit it and move on
Whether it’s a bedroom that’s too small or appliances that are too old, your job is to help customers figure out which features mean the most to them and then show them how your property really does fulfill their requirements. You have to promote all of the great benefits your property offers and let renters know that they arrived home when they walked through your door.
Review the Apartment Leasing Process
Mar 2nd
Part One of Three: Review the Leasing Process
Over the years, several different leasing approaches and philosophies have come and gone. Our industry has changed, and more importantly, so have the people we serve. Though many of the techniques that we used in the past are still valid, many others are no longer effective. Where people once wanted to be sold, they now prefer to be served, and today’s leasing approach must fulfill this desire in order to be effective. In other words, we are no longer in the business of simply selling the features and benefits of our apartments and communities. Today’s most successful leasing strategies call for demonstrating how those features and benefits are in keeping with the lifestyle expectations and desires of our future residents. The difference isn’t as subtle as it seems on the surface. Where it was once enough to simply close a lease on an apartment that met the future resident’s immediate needs; today’s resident wants and expects a longer-term commitment. If you really want to succeed in leasing apartments you must move beyond “leasing apartments” to helping the future resident solve their moving and lifestyle needs and wants.
Information is one of today’s most valuable commodities, and as a leasing professional, you possess a wealth of information about one of the most valuable decisions an individual can make — their choice of a home. Naturally, the future resident who has gone to the trouble of contacting you has done so because they want you to help them find the new apartment home that best meets their wants and needs. Needs are easy — most of the old leasing approaches can handle needs, hands down. Wants are a little more personal. Determining what they are requires that you win a future resident’s confidence; and satisfying them means that you’ll have to develop an effective rapport. As you can imagine, conveying a committed, resident-oriented attitude while successfully satisfying the future resident’s wants and needs requires a comprehensive approach. This approach is known as relationship leasing.
Focusing on the needs and wants of the future resident is only one of the skills that relationship leasing requires. Leasing Professionals must also develop the skills to exercise personal judgment, build a long-term relationship in order to improve resident retention, ensure the ongoing satisfaction of both residents and future residents, and connect with them personally as a true professional in the apartment home decision-making process. This means knowing your resident’s needs and wants, and then positioning your community, apartments and services to remain their number one choice.
Relationship leasing involves focusing on building a relationship with the future resident. Closing ratios and leases are increased because instead of pushing apartments, you are presenting a more comprehensive commitment to improve their lifestyle and serve them throughout their residency. Relationship leasing emphasizes the intangible side of every lease. It includes not only the apartment, community and services; but also the real value that each of these offers the resident, and what you personally bring to the mix.
Relationship leasing requires leasing professionals to understand where they are coming from, to maximize their strengths, to learn new skills, and to take full responsibility for managing the leasing process. It’s your responsibility in leasing to fully understand your future residents and how you can help them before you lease them an apartment. With Relationship leasing, you are in the driver’s seat at all times. You have a clear understanding of where you are in the leasing process and what it will take to have this person as your newest resident. The days are gone of closing hard, offering a concession and overcoming objections and then hoping for the lease. With relationship leasing, you create the relationship and mix in the leasing techniques that work. The rewards of being resident-focused are increased commitment, loyalty, referrals, and of course increased occupancy and reduced resident turnover! Relationship Leasing Professionals are top producers because they are connected to their Residents beyond the scope of their apartments and services, and way beyond their competition. The key to success in relationship leasing is to understand what happens during the future residents’ decision-making process and how you can positively influence their decision.
Relationship leasing helps you differentiate yourself from the crowd of competitors first by the approach you’ll take and finally by the results you’ll obtain. Your future and new residents will view you as a true professional expert. The relationship between resident and leasing professional is powerful, and it is your responsibility to foster that relationship so that both sides win. Many of you have already experienced the power of relationship building in the leasing process with future residents who have leased from you and prefer to continue to deal with you personally when they have a service request or a problem to be resolved. The reason for this is that you did a great job of relationship building in the leasing process!
