Page 11 - CooperatorNews New York December 2021

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Large enough to help you. ® Patrick Akosah 718.512.2798 NMLS #674966 Jeff Cui 718.512.2816 NMLS #1689598 Patrick Dolan 718.512.2817 NMLS #1016524 Daniel Lee 718.593.8067 NMLS #64756 Christopher O’Hara 718.512.2809 NMLS #673112 Michael Pollis 718.512.2911 NMLS #1703994 220 RXR Plaza, Uniondale, NY 11556 • FlushingBank.com/lending Flushing Bank is a registered trademark FB 1147 (RMU) Mixed-use Real Estate AD Update (The Cooperator) v3.indd 1 FB 1147 (RMU) Mixed-use Real Estate AD Update (The Cooperator) v3.indd 1 3/10/21 1:50 PM 3/10/21 1:50 PM COOPERATORNEWS.COM COOPERATORNEWS — DECEMBER 2021 11 Newcomers like Package Concierge, Parcel Pending, and Luxor One also store all types of packages in electronically-accessed locker systems that provide a text message and unique PIN to the recipient when the cou- rier places their package in a locker. But the installation of these units averages around $15,000, and using the system might be in- timidating for less tech-savvy residents. Th e storage space may also not be suffi cient for heavy volume times like holidays, or an even more package-intense future. Off site storage facilities with direct-to- resident delivery services off er yet another possible solution to the package problem, but their longevity in the space has not been proven. Some, like Doorman, have already come and gone. Fetch is a newcomer off er- ing a similar business model, but is as yet only available in about a dozen states, including Il- linois and Florida. Th e upshot may be that unless and until we scale back our online shopping and curb our collective addiction to ultra-convenience (and we’re not holding our breath on that one), the solution to package security in mul- tifamily buildings will likely be some combi- nation of space, storage, staff , and tech that each community must ongoingly assess. n Darcey Gerstein is Associate Editor and a Staff Writer for CooperatorNews. unemployment than what we paid. Lots of employees didn’t go on vacation, so that helped us relieve staffing shortages. Currently, we see new applicants from the hotel trade, which we like. Those work- ers tend to be more mature, understand customer service and the work environ- ment.” Wollman adds that recently, he hired some “former stockbrokers” who were burned out on the Wall Street game and decided to make a career change. Scott Wolf, CEO of Brigs, a real es- tate management firm located in Boston, echoes Wollman, particularly when it comes to applicants with a background in hospitality. “We are looking for service- oriented people,” he says. “If someone wants to get out of the restaurant business, for instance, we are looking for them. I want a service industry background— people with customer service experience and people skills.” However, when it comes to filling roles, Wolf says, “You’re lucky if you can find a warm body. Previously you would put out an ad and get 40 responses. Now, maybe you get six. Today’s pool is much smaller in general, even for property managers. It’s very competitive for new people, to- day, so a well-defined job description is very important. As an employer, you must ing someone who is unemployed—and offer a balance between life and job. It’s a there is a reason they are unemployed. quality-of-life thing.” Finding & Vetting Identifying candidates for building lets them go.” staff positions is the first step in finding the right fit. To some extent, the process Management, a firm with offices in Man- used depends on what type of position is hattan, Westchester, and Long Island, il- to be filled. And for many jobs, it’s mostly luminates further: “Our perception is that word-of-mouth. Wollman divides the good supers don’t change jobs,” he says, work pool into three categories: supers, “and when you have a super in place for a handymen, and everyone else. “They have different pay scales,” he ters at that property don’t have the ability explains. “Handymen, in my experience, to move up.” are the hardest to find, because most buildings have one and they don’t leave from their current building, Halper says one building for another, because union his company’s approach is to identify wage scales don’t have differentials. You strong candidates in more junior posi- can sometimes promote a porter or door- man to handyman if they have the right skills of a porter and a good attitude is skills. But that depends on the building, who we look for to move them up the lad- too. If I’m in a prewar that has significant der,” he says. “Those are ideal individuals plumbing issues, I look for someone with because they can’t get a super’s position at plumbing experience. That person might their existing building.” even be a plumber by trade. Handymen must have the necessary, specific skills. post some job listings online on sites like They also need leadership qualities, be- cause they are in charge when the super the good old-fashioned classifieds, most isn’t there.” “Finding a super is a different story,” mouth from existing staff. “We always Wollman continues. “We have a network ask for those internal referrals,” he says. of supers, and they know other supers. We “Leveraging who you know gets the word sometimes advertise. We also work with out and gets a personal reference. We rely the union, which is a little more compli- cated because sometimes they’re promot- Sometimes there’s a difference in view be- tween a super and a board, so the board Stuart Halper, vice president of Impact long time at a specific property, the por- So rather than try to lure a super away tions. “Typically, the person who has the Wolf adds that while his company does Indeed and Craigslist, and occasionally in candidates are identified by word-of- HIRING STAFF continued from page 1 continued on page 12