Page 15 - New Jersey Cooperator January 2019
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NJCOOPERATOR.COM  THE NEW JERSEY COOPERATOR —  JANUARY 2019    15  WWW.HOMESTEADMGMT.ORG.HOMESTEADMGMT.ORG.HOMESTEADMGMT.ORG.HOMESTEADMGMT.ORG  WWW  WWW  WWW  328 Changebridge Road   Pine Brook, NJ 07058   973-797-1444  •  •  284 Route 206 South  Hillsborough, NJ 08844  908-874-6991  •   •   NEW JERSEY | NEW YORK | PUERTO RICO  1211 Liberty Avenue, Hillside, NJ 07205  58 W. 58th Street, 7A  New York, NY 10019  Toll Free: 877MMiller (877-664-5537)  TOTAL SUPPORT   AFTER A PROPERTY LOSS  FIRE | SMOKE | WATER | WINDSTORM | COLLAPSE | BUSINESS INTERRUPTION  MULTI-FAMILY, COMMERCIAL, HOSPITALITY, INDUSTRIAL, AND RESIDENTIAL PROPERTIES   n  24/7 Emergency Services  n  Policy Analysis  n  Property Damage Assessment  n  Full Claim Preparation     n  Negotiate Loss and Values  n  Negotiate Maximum Settlement  n  Facilitate Prompt Reimbursement  n  Third-generation, Family-owned  PROUD MEMBERS OF  M. MILLER & SON  LICENSED PUBLIC INSURANCE ADJUSTERS   SINCE 1960    MMSON_NJ_Cooperator_newspaper_COLOR 1/4_Layout 1  7/20/18  1:09 PM  Page 1  sign a receipt for the packet can help moti-  vate the staff  member to read it and under-  stand their individual responsibilities.”  Joe Urbanczyk, a property manager with-  Fairwood Management in East Amherst,   New York:  “Th  e best way to position a new staff    member for long-term success is to con-  stantly train them in –  and to reinforce –   the rules. I have a written job description   for each position that I staff , and an em-  ployee handbook for each of my buildings.   (None of my employees are union laborers,   FYI.) I like to take a hands-on approach   with each new hire in order to get them   acquainted with the building and the unit   owners.”  Daphne Morton, a licensed community   association manager at Carillon Club in Na-  perville, Illinois:   “Our HOA, Carillon Club, is a large gat-  ed community in Naperville that consists   of 778 homes with a clubhouse; indoor and   outdoor pools; ten-  nis 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   community man-  ager, and then we   have a lifestyle di-  rector who plans all   of the trips, outings   and presentations   at the clubhouse,   along with pre-  paring a monthly   newsletter. Additionally, we have a main-  tenance person, and an administrative as-  sistant who also serves as our concierge.   Th  e latter had been working here for three   years, but departed in May, aft er graciously   giving us a one-month notice. Th  is allowed   me to hire someone prior to her departure,   and allowed the board to approve the start   of the new hire 10 days before the previous   assistant left , thus overlapping payroll. Th  e   overlap provided important initial training   for the new assistant, who could shadow   someone with signifi cant experience in the   role. And I continue to work with this new   assistant and train her at the front desk po-  sition.  “We are also currently working on a pro-  cedures manual, which will be a fl uid docu-  ment listing all staff  position jobs and the   procedures which we use daily, weekly or   monthly for each staff  position. It is impor-  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   be absent for any length of time.”  Laura Nicolini, an executive director for   FirstService Residential in Lake Barrington,   Illinois:  “Th  e 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 stan-  dards (training manual for position, build-  ing components). What I fi nd to be most   eff ective is an on-boarding checklist that   touches on as many training points as pos-  sible. Th  is checklist should be divided up   for training with the supervisor and also   multiple staff  members. Th  is not only helps   the new employee learn, but also to social-  ize  and  meet  their  co-workers.  Addition-  ally, 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  com-  pletes their train-  ing checklist, the   supervisor should   follow up and ask   the employee to   show the supervi-  sor what they’ve   learned. Th  is gives   the opportunity for   reinforcement and   to close the gap on   any missed training   points. Frequent check-ins by the supervi-  sor in the fi rst 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 being   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 fi rst 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   have been cleaning the entrance glass every   “Th  e super should also be   involved in which capital   projects are being con-  sidered. Th  eir knowledge   and insight is critical as to   which project must be ad-  dressed and which can be   held until the subsequent   year.”        — Steven W. Birbach  continued on page 17

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