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When filling an open position, follow these steps to find the right person for the right job by hiring for the right reasons.

Hiring successfully often is like completing a difficultpuzzle: It requires managers to identify the rightpiece and then determine where it fits best.Following these important steps in the hiring

process will help ensure that managers minimize their risks andimprove their chances of creating a picture-perfect office.

Finding the Right FitWhen hiring a leasing consultant, for example, managers

probably realize the person needed is someone who is personableand can persuade others through effective salesmanship. Whilethat is important, it’s also important to find someone that fitsinto the office culture and overall team. Leasing and sellingapartments is only a portion of this position. The best candidatealso is outgoing, knows how to handle unhappy residents or dif-ficult prospects, has the right attitude about learning, is orga-nized, can manage his or her time and communicates well bothverbally and in writing. Managers too often think they knowwhat they are looking for on the surface and do not take the timeto determine which candidate meets the most—if not all—ofthe skill requirements.

BY LAWRENCE BERRY, CPM

Solving The Hiring Puzzle

The Multi-Person InterviewThe more staff involved in the interview process, the

greater the chance of finding the best candidate. Includingothers in the process provides different perspectives of thecandidates. With a variety of interviewing styles and ques-tions, managers have a greater opportunity to learn about acandidate. Including other team members in the processimproves the chances of overall buy-in when welcoming thenew employee. Everyone wants to feel they are a part of operations,

Standing Out in a Crowd

T he current unemployment situation creates additional challenges in the hiring process, as the

national unemployment rate is near 10 percent and January reports showed unemployment rates worsenedin 30 states. However, reported job postings in Januarywere at their highest level in more than a year.

Applicants today must set themselves apart from anincreased number of other applicants vying for the sameposition. Interviewers are facing a significantly highernumber of applicants and résumés in need of review.Studies from business schools and employers suggestthat the strongest candidates are those who offer statis-tics that link their past performance with success. Forexample, “During the past two years I was responsiblefor improving income over prior year results by an aver-age of 3.6 percent, decreasing operating expenses by2.4 percent and providing an average annual NOIimprovement of 9.6 percent.” That will grab employers’attention. Candidates, naturally, must then be able toback up their claims. –L.B.

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and involving others can be extremelyrewarding.

Consistent QuestionsAsk the same series of questions to all

candidates. This provides for a compari-son of answers and provides an equalplaying field when interviewing. Never askquestions that can simply be answered“yes” or “no.” For example, when askingabout a candidate’s ability to be a teamplayer, try, “Please share with me specificsas to why you believe you are a teamplayer and provide examples.”

Have candidates validate theirstrengths through follow-up questionssuch as: “You say you are an excellentservice person. What, in your mind, arethe specific qualities that determineexcellent service?”

Test the CandidateThis does not necessarily mean psy-

chological profile tests, but rather thecandidate’s ability to do the job. To beable to adequately test performance, themanager must be knowledgeable in thearea being questioned or involve some-one who is.

For example, before hiring for amaintenance technician position, sug-gest that managers take classes onHVAC refrigerant certification andswimming pool operations certification.This will enable them to better under-stand the position’s responsibilities andask relevant questions during the inter-view. In the case of HVAC, ask candi-dates to troubleshoot a problem. Forexample: An interior blower unit isworking, but the outside condenser isnot. What are you going to check first?

Candidates who say that they willcheck the refrigerant levels would indi-cate they are not fully knowledgeableabout air-conditioning systems, becausechecking the electrical componentscomes first. Managers who are not con-fident in their knowledge of mainte-nance systems must find someone whois knowledgeable to conduct the inter-view. Another option is to have candi-dates accompany service techniciansduring onsite service calls.

Applicants’ Credit History Facing Greater Scrutiny

Agrowing number of employers are conducting credit background checks onapplicants for some positions, worried about rising rates of employee theft

and fiduciary issues. According to companies that have gone this route, the finan-cial information can offer insight into a candidate's level of responsibility.

However, those whose previously solid credit has been hit hard by the recessionargue that they are victims of circumstances beyond their control. The Fair CreditReporting Act gives employers the right to conduct background checks on currentand potential employees via third-party firms, as long as the individual gives con-sent. Some 47 percent of employers say they check the credit history of applicantsfor certain positions, notes a Q4 2009 survey by the Society for Human ResourceManagement (SHRM) of more than 430 organizations--an increase from 42 percent in late 2006. –Source: NAA’s Industry Insider, March 23, 2010

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Ask Difficult QuestionsIf managers ask easy or “softball” questions, they will proba-

bly get “softball” answers. Apartment employees do not work 9-to-5 jobs and don’t always deal with happy customers. Thecharacter of an employee shows not only when things are goingwell, but when employees are challenged. For maintenancetechnician candidates, try, “Accepting this position means youwill have to be on-call after normal office hours. You may becontacted at 2 a.m. by a very angry resident. In addition tobeing a qualified service person, you also have to act as theproperty’s ambassador during times of need. Are you preparedfor this? What do you believe is important when handling thistype of delicate situation?” Answers to these types of questionsalso help define the manager’s expectations of candidates.

Check ReferencesChecking references is where being Sherlock Apartment

Homes is important. Unless this function is outsourced, it is themanager’s responsibility to verify and confirm information pro-vided by applicants.

In one case, a manager said she had called the candidate’slast two employers at least three times apiece, faxed the autho-rization for information and could not even get a return phonecall. That’s a red flag. Within a few weeks upon hiring thatcandidate, it was very apparent that a poor hiring decision hadbeen made.

Don’t RushOne big mistake managers make is not taking the appropri-

ate amount of time to ensure they are finding and selecting thebest candidates for positions. Being short-staffed, many man-agers wear blinders and focus on filling the position immedi-

ately. Working smarter has a lasting benefit and makes up forchallenges brought on by short-staffed teams. Consider that ifthe wrong candidate is hired, the process to find their replace-ment sets the community back even further. Take the time now to hire the right person, for the right job, and for the rightreasons.

Lawrence Berry, CPM, is author of “Complex, A Guide To Apartment Management.” He has served as President of two NAA affiliate associations and is a board member of two state associations. He can be reached at lawrenceberry@comcast.net.

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Learn More In New Orleans

L awrence Berry, CPM, will present

“Leadership is No Illusion…It’s a Necessity” from 1 p.m. to 2 p.m. on Friday, June 25, at the2010 NAA Education Conference & Exposition in New Orleans. Visitwww.naahq.org/educonf.

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