Five steps to building better staff performance.

Property managers are increasingly being asked to perform a myriad of functions that are not always directly related to day-to-day building operations. As we develop new skills to meet these challenges, we must simultaneously work to ensure that the fundamentals of good management are not forgotten

Given the increasing workloads and added responsibilities of managers, this is easier said than done. With this in mind, described below are five easy ways to promote better building staff performance, one of the most fundamental aspects of good building management.

Structure: Employees should clearly understand their specific role as part of the building staff team, as well as how their role interrelates with fellow employees. Straightforward and realistic job descriptions communicate individual roles and responsibilities.

Training orientation and performance evaluations reinforce the importance of individual job performance. A non-generic building staff handbook that is written in clear and concise language communicates collective goals and obligations. A structure is established once the employees understand their responsibilities and how the staff is organized and interrelated.

Involvement in Decision Making: There are many areas of building management where building staff can and should be involved in deciding on procedures and practices before there are implemented. Examples include building security procedures, work schedules, cleaning agents, etc. This kind of involvement in decision making has a two-fold benefit for the manager: (1) better management decisions are made, and (2) the staff member who was consulted understands that they are an integral part of the team--not just someone carrying out the boss' instructions--and is therefore more likely to perform the job function with more energy and enthusiasm.

Credit for Good Work: Who doesn't like to get a pat on the back? An old fashioned compliment for a job well done can have an enormous impact, especially since it is so seldom done. Putting your appreciation in writing for outstanding performance is also a good idea. Small monetary rewards may be appropriate in some cases. Some building owners give small bonuses (e.g. $100) for perfect attendance and punctuality. As managers, we should strive to avoid the "me only" syndrome in which we care only about our success. Giving credit to our employees ultimately works to our benefit by fostering better building performance.

The Pen is Mightier that the Sword: It is inevitable that managers are confronted with staff performance that requires disciplinary action. In circumstances involving egregious actions by staff, it is obvious that managerial action must include written documentation. More often, however, we are confronted with less serious staff problems that fall somewhere between occasional bad work or small mistakes to serious misconduct or extremely bad work.

It is in these "grey area" situations that we must act with composed diligence. In addition to verbally communicating with the employee in a calm and respectful manner, we must also record the event in accordance with contractual standards (certified mail, copies to Union, Realty Advisory Board, etc.). In addition to good management practice, the employee will understand that the action that precipitated the disciplinary measures has been permanently recorded.

The employee will, in most cases, think twice before engaging in bad work or conduct if they know that getting caught will result in more than being merely spoken to.

Set a Good Example: It is incumbent on managers to set a good example for employees in appearance, conduct, communication, work habits, etc.

I believe that this is one of the most underrated and underutilized aspects of good management. There is no doubt that when the manager walks through a building, the building staff closely watches. Managers should be cognizant of this fact and act accordingly. Though impossible to quantify, efforts in this regard are undoubtedly contagious.

To experienced property managers, there is nothing new in these five steps, but often these most fundamental aspects of management are forgotten or ignored. By performing these relatively simple steps, managers can meet the challenges posed by demanding and sophisticated owners while simultaneously promoting better building staff performance.

Joe Scholes, CPM Vice President, Cooper Square Realty