CREJ - Journal

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April 2015 — Multifamily Properties Quarterly — Page 21
A s a recruiter, I want to share
something – there has
always been a shortage of
great talent. This is espe-
cially true for multifamily
properties. From development and
construction to the operations and
qualified vendors, all teams require
great talent to make properties suc-
cessful. The fact is, when business
is slow, top performers will always
compensate for the less-qualified
contributors. This is not an effective
business model, but it is one that
everyone knows.
The first step is to have a conversa-
tion about the talent of your team.
Often, actions need to take place
quicker than many realize. When
business is booming, issues created by
average or poor performers on work-
forces can become detrimental. The
boom portion of the business cycle
can leave your top achievers feeling
overwhelmed and unable to realize
success, while mediocre performers
continue to drain energy and nega-
tively impact your bottom line. The
mediocre performers will rarely leave
a company voluntarily.
If you do not address these prob-
lems for top achievers, your competi-
tors will appear with a solution, draw-
ing them to their company. Recruiters
are not the only ones who have their
eyes on top talent. Eliminating the
weakest players may leave you with
the scary proposition of promoting
from within or taking a chance on
recruiting from outside. There is the
fear that neither option works. But
with weak players on the team, your
plan is not working anyway, which is
a waste of time and
money.
To compound the
challenge of pro-
moting within or
hiring new talent,
the selection pro-
cess used by many
hiring managers is
unrealistic, unimagi-
native and ineffec-
tive. There are many
ways to identify the
talented and the
engaged. Superstar
employees do exist.
But you may have to change your
thinking to recognize them.
Recruiting The Right Candidate
The safe and obvious choice is to
bring someone in who has experience
and tenure in his previous positions,
along with the perfect degree or cer-
tification. The satisfaction that comes
from checking boxes can be good in
stressful situations.
The Great Recession presented us
with some of the highest unemploy-
ment rates and business failures in
this country. Traditional career paths
were rerouted, disrupted and some
ended early. It is important to see
the world as it is and not how it was.
How do you change your thinking?
Begin by changing how you view the
possibilities. The following are four
examples of avenues to explore:
Preretirees. These people are strong
contributors with impressive track
records who are ready to change focus
at the end of their career. Recognize
them and their potential. You may
benefit and learn something along the
way.
Early career. Those who have gradu-
ated in the last 10 to 15 years are
greatly overlooked. They do not have
the amount of experience yet to be
considered for certain positions, but
the only way they can gain that expe-
rience is by working. Someone took
a chance on all of us, and now is the
time to share an opportunity.
Returning military. Many employ-
ers assume that the U.S. Department
of Veterans Affairs takes care of our
returning military. The resources
available through the VA are not as
streamlined as one would hope. Be
sure that searches include veterans
and invitations for interviews are
extended.
Workforce diversity. Qualified can-
didates come from all backgrounds
and circumstances. The diversity that
comes from being an equal-opportu-
nity employer can generate extensive
contributions. Examine your precon-
ceived notions because typically they
are limiting.
A change in perception is like get-
ting a new pair of glasses.When you
can see clearly, you are amazed by
what you were missing.
The important thing to remember
when creating an action plan is that
identifying great talent is your end
game.
•When creating a job description,
think in terms of attitude and sensi-
bility first and look at qualifications
second. People who are motivated
and driven by success can learn most
things quickly.
• Are there driving forces prohibiting
members of your team from develop-
ing certain skills? Consider if it is time
to invest in their careers. If you do not
invest in them, it is likely that another
company will.
•When you identify an amazing
candidate internally or through out-
side sources, hire them.When you
find the right person it means that
your process worked. Don’t delay in
bringing someone on. Take action and
get out of the hiring process.
Navigating Change
There is a fear and preconceived
notion among many managers within
companies who worry, “What if we
train our people and they leave?”The
argument is valid, although the coun-
terpoint is, “What if we don’t train our
people and they stay?” Sometimes
companies lose their top perform-
ers, people they trained. On the other
hand, an employee’s move could be
the result of a company’s inability to
support continued growth. If the loss
of an employee comes as a surprise,
consider allowing open conversations
in the workplace – conversations that
can take place without penalty. Any-
time an employee elects to go to a dif-
ferent company, make sure they feel
valued and always welcome to return.
The atmosphere created by these atti-
tudes can do wonders for retaining
other employees.
Bring your best effort every day
and expect the same in return from
each employee. It creates an environ-
ment of accountability and leads to
a successful operation, so everyone
benefits. These thoughts can start a
discussion and provoke change.s
Employee Management
Lynett Brockman
CEO, Career
Options -
Recruiting
Solutions, Denver
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