From the property manager who oversees daily operations, to the cleaning staff who keep spaces immaculate, to the security personnel who bring peace of mind and are often the first smile residents see each day, their contributions are invaluable but often underappreciated.
Retaining these essential employees is a reflection of a community’s values and makes savvy business sense. A high turnover rate disrupts the belonging that residents strive to foster, incurs unnecessary costs associated with recruitment and training, and may be an indication of a culture gone wrong. This is why it’s crucial to prioritize employee retention through a multi-faceted approach that acknowledges their unique needs, contributions and situations.
While, technically, all of a condominium’s employees work for another company, legally, a condo board has a duty to ensure the work environment is safe, inclusive and welcoming.
If employees aren’t happy with their working conditions, a corporation can collaborate with its management company to make improvements.
Property managers: the heart of a community
While condominiums come in all shapes and sizes, property managers will be the linchpin of the community—even if they interact less with residents compared to cleaning staff or security. They are tasked with navigating myriad responsibilities, so recognizing their expertise and dedication is paramount.
One strategy that can be particularly effective is providing annual performance-based bonuses. In my own condo, this is set at a base level of 5 per cent salary, which can move up or down depending upon their execution. In 2023, there were several large projects that came in substantially under budget because the manager dug for deals and used her network. She was given a portion of those savings to recognize her extra work.
On top of this, inviting property managers to participate in community events, such as holiday gatherings or barbecues, reinforces their integral role. Understanding and accommodating their commuting needs, such as flexible work hours or assigning a parking space, also demonstrates empathy and consideration.
Cleaning staff: the unsung heroes
Cleaning staff make shared living spaces hygienic and inviting, contributing significantly to residents’ quality of life. Annual bonuses can be tied to performance evaluations to acknowledge their commitment to maintaining a community’s standards. Setting a minimum wage above provincial guidelines also acknowledges the many staff who have extremely long commutes by bus and train.
As well, a simple thank-you note, a small gift card, and quarterly lunches for all employees boost morale and foster a sense of belonging. Be mindful of their working conditions and ensure access to proper cleaning supplies and equipment.
Security personnel: guardians of our safety
Security personnel work tirelessly to safeguard their communities, often in challenging circumstances. Annual bonuses of up to 5 per cent can increase with seniority. Helping out by paying for new shoes, lunches, and the occasional note of thanks also goes a long way.
This retention strategy may sound costly, but added up, it equates to about 2 per cent of the overall budget in my own building. Over the past 10 years, we have monitored the savings generated by this approach and found the return to be roughly four to five times. Our property manager, who has been with us for 12 years, saved us more than $80,000 in 2023 alone.
When an emergency happens, our staff, regardless of title or responsibility, will jump in to help, saving further amounts of money. Additionally, cleaning staff are the eyes and ears in the building. They know if something sketchy is happening or if someone is in distress.
Having an invisible ear to the ground is immeasurably valuable when assessing and mitigating risks within any communal building. Implementing these types of retention strategies cultivates a dedicated and loyal workforce that enhances the quality of life within a community and saves the corporation significant dollars. When thinking holistically and with empathy, it becomes a win-win-win-win.
Todd Hofley is the President of Toronto Standard Condominium Corporation 2164.
This article originally appeared in CondoBusiness’ fall issue in 2024.
