Page 12 - New York Cooperator January 2019

12 THE COOPERATOR — JANUARY 2019 COOPERATOR.COM MANAGEMENT Welcome Aboard Acclimating New Association Staff Members BY MIKE ODENTHAL L ittle in life is more nerve wracking than that fi rst day on a new job: ‘Are member for long-term success is to con- you prepared to do this?’ ‘Are you stantly train them in – and to reinforce – even qualifi ed to do this?’ ‘Is your shirt but- toned correctly?’ ‘It is, right?’ ‘Why does each position that I staff , and an employee it look wrong?’ ‘Should you change your handbook for each of my buildings. (None shirt?’ All of these questions and more – along like to take a hands-on approach with each with all the actual job-related stuff –are new hire in order to get them acquainted likely running through the brand-new em- ployee’s mind, and can make for a whole lot of anxiety. But it doesn’t have to be this way. An employer – in- cluding a board or property manager – can do a lot to miti- gate an employee’s jitters and set him or her up for suc- cess. Whether this means providing new hires a thor- ough-but-concise employee manual, a probationary pe- riod, a mentor, or a veteran employee that the new staff er can shadow varies from then we have a lifestyle director who plans job to job, employer to employer, and even all of the trips, outings and presentations employee to employee (everyone learns dif- ferently!). Regardless, it’s in the best interest monthly newsletter. Additionally, we have a of everyone involved for employees to feel maintenance person, and an administrative capable and supported as they keep your assistant who also serves as our concierge. building or association running smoothly. Th is is especially important in a com- munity association setting where a staff er is giving us a one-month notice. Th is allowed likely to be confronted by a parade of unfa- miliar faces, many of whom the employee and allowed the board to approve the start may be accountable to in some capacity. of the new hire 10 days before the previous Th e faster and more eff ective a manager or assistant left , thus overlapping payroll. Th e a board can introduce the employee to the overlap provided important initial training people and challenges that he or she will en- counter, the better for everybody involved. Th e Cooperator spoke with several man- agement professionals with very diff erent assistant and train her at the front desk po- perspectives to get their wisdom on how sition. best to orient the new person on the job; how to deal with staff that management cedures manual, which will be a fl uid docu- itself inherits when taking on a new client ment listing all staff position jobs and the community; and what to do when there is procedures which we use daily, weekly or no formal staff to speak of. Here’s what they monthly for each staff position. It is impor- had to say: Employee Orientation Joe Urbanczyk, a property manager with Fairwood Management in East Amherst, New York: “Th e best way to position a new staff the rules. I have a written job description for of my employees are union laborers, FYI.) I with the building and the unit owners.” Daphne Morton, a licensed community association manager at Carillon Club in Na- perville, Illinois: “Our HOA, Caril- lon Club, is a large gated community in Naper- ville that consists of 778 homes with a clubhouse; indoor and outdoor pools; tennis courts; bocce ball courts; garden plots; a three-hole golf course; and three large ponds. Four full-time staff members oversee all of this. I’m the com- munity manager, and at the clubhouse, along with preparing a Th e latter had been working here for three years, but departed in May, aft er graciously me to hire someone prior to her departure, for the new assistant, who could shadow someone with signifi cant experience in the role. And I continue to work with this new “We are also currently working on a pro- tant to have this type of manual in place – not only for new staff being hired, but also in case someone needs to step in and do the job of another staff member due to illness or an accident that causes a staff member to www.norrismclaughlin.com Dean M. Roberts Burt Allen Solomon Gerard Proefriedt Ezra N. Goodman Sharyn A. Tritto Michael T. Reilly Norris McLaughlin, P.A., (formerly Szold & Brandwen) offers full service representation of cooperatives and condominiums, based on over 90 years of experience, including:  Construction, professional and service contracts  Commercial, retail and professional leasing  Litigation  Landlord/Tenant proceedings and actions  Corporate governance  Shareholder disputes  Special expertise drawn from other areas of practice in the firm The firm’s cooperative and condominium clients range from smaller buildings to large multi-building developments. All receive timely and responsive service from our team of experienced attorneys. Naureen S. Rashid 875 Third Avenue, 8th Floor New York, NY 10022 t: (212) 808-0700 | f: (212) 808-0844 e: info@norris-law.com “Th e best way to position a new staff member for long-term success is to constantly train them in – and to reinforce – the rules.” — Joe Urbanczyk