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 or ignored.

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.