Page 13 - New York Cooperator January 2019

YOU’LL LEARN SO MUCH YOUR HEAD COULD EXPLODE. (Our lawyers said we had to warn you.) NEW YORK HILTON MIDTOWN — THURSDAY, APRIL 11, 9–4:30 FREE REGISTRATION: COOPEXPO.COM THE COOPERATOR EXPO 2019 WHERE BUILDINGS MEET SERVICES COOPERATOR.COM THE COOPERATOR — JANUARY 2019 13 be absent for any length of time.” Laura Nicolini, an executive director for FirstService Residential in Lake Barrington, Illinois: “The training for a new employee in- corporates both the management company standards (employee handbook, review of FirstService Global Service Standards, etc.) and the community or building’s standards (training manual for position, building components). What I find to be most effec- tive is an on-boarding checklist that touches on as many training points as possible. This checklist should be divided up for training with the supervisor and also multiple staff members. This not only helps the new em- ployee learn, but also to socialize and meet their co-workers. Additionally, those co- workers are then invested in the success of the trainee and are there to support them in the future. “As the new employee completes their training checklist, the supervisor should follow up and ask the employee to show the supervisor what they’ve learned. This gives the opportunity for reinforcement and to close the gap on any missed training points. Frequent check-ins by the supervisor in the first several months are key to setting the tone, expectations, and long-term success of the new hire.” Steven W. Birbach, President and CEO of Vanderbilt Property Management LLC in Glenwood Landing, New York: “We actually don’t have a protocol in place for staff at a building that we take over as management, the rationale being that if a super or porter has been employed for 10 or 15 years, they may not appreciate be- ing presented with a job description noting every item management is expecting from them. Instead, we prefer to evaluate each employee and work with the board to meet their goals. Our first priority is cleanliness. We will evaluate a porter, super or handy- man and make any recommendations di- rectly to them. For example, the porter may ments. The super should also be involved in have been cleaning the entrance glass every which capital projects are being considered. morning for years; we may encourage them Their knowledge and insight is critical as to to re-clean in the evenings as well, since which project must be addressed and which residents coming home from work or er- rands may want to enter a pristine building, regardless of time of day. We also make sure per can save a building thousands of dollars that all rubbish and recycling is properly in repair costs. If repairs can be handled managed. If needed, we will prepare a de- tailed hour-by-hour job description which example, if a super can replace a shower staff can easily follow to make sure all areas body and install bath tiles, the association of concern are being addressed. “We also recommend that the super Similarly, a super who can make boiler or come to the board meetings to discuss burner repairs is in high demand.” maintenance and operations. The super is best prepared to answer questions on main- tenance issues regarding specific apart- can be held until the subsequent year. “Having an experienced and capable su- in-house, that will benefit the owners. For can avoid hiring a plumber and contractor. Marian Servidio, Owner of the Park Place Management Company in South Burlington, Vermont: “We actually don’t have a support staff per se. But for new owners, we send out a welcome letter and a list of information on how to operate their thermostat, who to call for what particular service, and that type of thing. Then, we have Community Associa- tions Institute (CAI) information about the various officers’ positions which we circu- late to board members, and offer to host an orientation meeting for any new or incom- ing board members that require guidance.” n Mike Odenthal is a staff writer/reporter with The Cooperator. ISTOCKPHOTO.COM