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Appropriate training goes a long way toward helping new hires succeed in affordable housing onsite management.

This impacts resident relations, marketing efforts and relation-ships with monitors and others because all must then focus onrebuilding these connections.

We have learned that by implementing the steps described,those new to the industry can receive the support and assistancethey need to be successful.

Because a community’s site manager sets the tone and vibe ofa property, these factors are useful when evaluating a potentialonsite manager:

• Local background and ties to the community. These employ-ees are better able to identify with residents and understand themarket, and may have ideas about how to reach target audiences.

• Stability and support. Will this new employee have a supportsystem beyond that shown by the company?

• Motivation/attitude. Many can be taught how to do the job,but new hires must also have the proper disposition to havelong-term success.

Progress Through ProbationGiven the importance of the site manager’s role—but remem-

bering that it is an entry-level position, setting a probationary peri-od is critical. A 90-day probationary period can be sufficient as itgives both parties the opportunity to “size each other up.” Manage-ment company supervisors can use this period to evaluate the newhire’s initial performance prior to investing in formal training.

BY BRIAN CARNAHAN, HCCP, and ROBERT HELLMUTH, HCCP

L ike many industries, entering a career in property management brings challenges, particularly to those who have never worked in affordable housing.

Bringing industry experience to the job is ideal, but notmandatory. And employees who have some multifamily propertymanagement knowledge are preferable to those with none, justas someone with affordable housing experience is preferable tosomeone with no affordable housing experience.

The skill sets developed in many service-oriented businessesthat include direct communications with the customer (resi-dents) are transferable to a multifamily housing industry profes-sion, particularly with regard to onsite staff positions such asleasing professional and community manager.

However, affordable housing requires a unique, additionallevel of knowledge, compared to market rate communities, suchas distinct knowledge about compliance and regulations. Havingan experienced staff person at the affordable housing communitywho can help guide any new hires during the first few months onthe job—especially those who have never worked in any form ofproperty management—is invaluable.

Both hiring and training employees who are new to the apart-ment industry appropriately will go a long way in ensuring thatthey can learn and grow in their positions from the start. By notfocusing on such training during a new-hire’s first few monthson the job, management may suffer turnover at the position.

Getting a Foot in the Door

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During this 90-day probationary period:• Not much formal training should be

offered, but the focus should instead beplaced on intensive teaching and concen-tration on company policies and proce-dures, fair housing, tenant relations andcompliance (with specific requirementsof that project’s funding sources).

• The new employee needs to learn tobalance compliance, resident relations,marketing, reporting and the otheraspects of the job.

• It is a good policy to not allowemployees to approve applications or signleases during their new-hire probationperiods.

• Consider assigning new hires a men-tor during this period—someone in asimilar position on whom the newemployee can rely.

Lines of authority and communicationshould be clarified during the probationperiod—and throughout the employ-ment term. State housing finance agen-cies often get questions from propertymanagers that instead should first be

directed within the company. This couldbe because the employee does not knowwho to ask, or cannot find the rightanswers. Therefore, are lines of authoritymade clear to the new hire? Does theemployee know to whom he or sheshould address questions?

Knowing who to go to with questions is

important for several reasons. First, itensures the employee gets the rightanswers. Second, it provides a trainingopportunity. While it is helpful for employ-ees to build relationships with monitoringagencies or investors, those relationshipsshould evolve through the normal courseof business, not through interacting oncompliance or management questionsthat should be directed internally.

Time For State-Specific Training

Once the probationary period is suc-cessfully completed, and if the newemployee’s property is operating success-fully, more formal training in compli-ance can be offered. It is at this point that

some on-the-job training can provide agood foundation for learning.

State-specific training is important atthis time. While a broader national view ofcompliance can be useful later, it is criticalnot to confuse new employees with anational perspective. New employeesshould attend housing credit agency-spon-sored training within six to nine months ofinitial employment. An employee’s overalllevel of instruction should be determinednot only on the costs and time involvedwith training, but also the employee’sresponsibilities. If all compliance issues areresolved by the management company’scentral office, a site employee may needrelatively less training.

Brian Carnahan, HCCP, is Director ofthe Ohio Housing Finance Agency’s Office of Program Compliance, where he oversees the compliance monitoring of tax credit, HOME and Section 8 communities. Carnahan can be reached at bcarnahan@ohiohome.org.

Robert Hellmuth, HCCP, is owner ofSawmill Road Management Companybased in Dublin, Ohio. Sawmill Roadmanages a portfolio of multifamilydevelopments, most of which are LIHTCfinanced. Hellmuth can be reached atsawmillroad@woh.rr.com.

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It is a good policy to not allow employees to approve applicationsor sign leases during their new-hireprobation periods.

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