Building the future

The property management industry is evolving rapidly, and its future depends on a variety of factors, including the ability to attract the next generation of workers, embrace new technologies, and adapt to shifting market dynamics. To shed light on the strategies shaping the future of property management, we received insights from experts in the industry on how firms can attract young talent, the importance of company reputation, the role of technology, and the challenges of a multi-generational workforce.

The key to attracting young talent?

Bob Freeman

The challenge of getting younger workers interested in property management lies in adapting the industry to the expectations of a new generation. For Bob Freeman, president of Freeman Webb Company in Nashville, Tennessee, the approach starts with creativity. “You need to be a little more creative in listing the jobs and with your benefits package,” he explains. “Younger people care more about time off than higher wages. They’d rather have more freedom. Some industries have the luxury of hybrid schedules, but ours is an onsite position, which makes it harder.” 

Nonetheless, Freeman’s company stands out by offering options for career progression. “We can show a great range of possibilities within property management,” he continues. “People can start as a leasing manager and rise through the ranks or move into asset management or construction. Beyond that, we offer significant rent discounts for people who work with us. For someone starting out, that’s very appealing.”

Zach Johnson

Zach Johnson, founder and president of Metropolitan Properties in Nashville, Tennessee, also sees property management as a valuable starting point for young professionals. “As a residual income business, property management provides financial stability while you build your career,” he says. “You get a stable income while building a network of contacts. It’s a springboard for future opportunities, whether that’s investing in the property, representing buyers, or working with developers.” This stability, Zach emphasizes, is often more attractive than commission-based roles in other industries.

Christi Lagasse

Christi Lagasse of SJA Property Management in Redmond, Washington, highlights the importance of growth opportunities in attracting younger workers. “We focus on long-term career development and the financial stability that property management offers,” she says. “Many of our property managers have been with us since the beginning, so there’s definitely room for growth within the company.” She points out that their team-based model, where specialized roles are filled in-house rather than relying on contractors, is particularly appealing to younger workers who value collaboration and the potential to advance. “Our average client stays with us for five years, so although we offer internships, we don’t focus on turn-and-burn relationships. We don’t like to have a lot of handoffs, and because of our company culture, people stay with us a long time.”

Impact of firm reputation on attracting talent

A firm’s reputation is crucial in drawing talent to the property management sector. “I think it’s a huge part of the equation,” Freeman says. “Look at how many people jump on a bandwagon over a sports team that’s doing well. It’s the same with businesspeople; they want to be part of a winning team. People want to know they’re working for a company that will improve their careers and make their resume look good,” he says. “Working with a team that has a great reputation gives them pride because it reflects how good they are.”

Johnson echoes this sentiment, sharing his own experience of building a brand. “Having a strong reputation is everything,” he says. “When we started our company in 2009, we did things differently—more aggressively, with fresh ideas. We created an environment with accountability, support, and room for innovation. That reputation helped us attract talent, and most of our folks came from competitors because word got out in the industry that we were doing things differently here. So, whatever specific niche you’re in, your brand, your logo, and what people say about you are very important.”

For Lagasse’s firm, which was founded in 2009, reputation is also fundamental to its success. “We’ve built a strong public image with 563 five-star reviews,” she says. “Good people want to work for good people. Our reputation is important not only for clients but also for potential employees. We make sure we exceed expectations and always listen to feedback, which helps us improve.” She adds that employee referrals are key in finding new talent. “Good people know good people, so when a position opens up, we ask our people who we should know.”

Role of technology in attracting younger workers

Technology is increasingly a deciding factor for young professionals when choosing where to work. Freeman’s company leads the way with its use of artificial intelligence (AI) in property management. “We use real AI as part of our CRM platform,” he explains. “Our single dashboard allows our team to review emails, social media requests, and messages all in one place. It’s seamless for tracking and following up with potential clients.” Freeman also highlights the creative opportunities offered by the company’s social media presence. “If you’re good at social media and creating [engaging content], there’s a chance to get involved in shaping our online presence,” he adds. “Last year, we had three posts go viral, with tens of millions of views.”

Lagasse says SJA is also working towards incorporating more technology. “We’re tech-savvy and use systems that make it easy for younger professionals to jump right in,” she says. “There’s not a big learning curve for them. While we haven’t fully implemented AI yet, we’re moving in that direction. We’re easing into using AI for proofreading emails, so when we go full into AI, everyone will be ready, whether younger or more seasoned professionals.”

Johnson also believes that technology plays a vital role in attracting young talent. His company uses Vantaca, a software that streamlines communication and simplifies managing tasks. “In property management, it’s a lot of volume and communication,” Johnson explains. “We have close to 5,000 residents, the phone’s always ringing, and the inbox is always popping. So we’ve worked closely with Vantaca to make it easier for managers to handle this through one platform. If we teach a young person how to set it up correctly and they have strong management skills, they can manage everything in one login.”

Navigating the multi-generational workforce

Managing a multi-generational workforce is a key challenge for property management firms, and Freeman acknowledges the different communication and motivation styles. “There are challenges. There are different communication skills, desires, and frequency, and the younger generations, by and large, want to work remotely. But I feel we do a great job making sure we value both new and seasoned workers and let them value each other. We have mentor groups for experienced employees to pass down technical skills, like filling out leases, and soft skills, like handling resident issues. Finally, we have an incentive program that rewards everyone if one person does well. It doesn’t matter who did it—everyone prospers.”

Lagasse’s firm also admits challenges in this area. “Younger professionals are tech-savvy, but our long-tenured staff sometimes struggle with new systems,” she says. To address this, the company has a dedicated systems manager who helps employees troubleshoot and provides ongoing support. “We’re committed to ensuring no one falls behind,” Lagasse adds. “Communication is key. We promote candor, want feedback on what’s working, and ensure nothing is ignored. If we can’t fully implement a suggestion, we make sure everyone understands the reasoning behind decisions. While it might be easier for younger professionals, our older generations can keep up.”

Johnson explains that property management requires “learning the room and how to speak to everybody’s voice and their needs.” This mindset helps ensure success by accommodating varying preferences, such as younger employees seeking more flexibility, while maintaining accountability through tools like email analytics to track performance.

Long-term success

As property management firms adapt to a changing workforce, the industry’s future looks promising. By prioritizing creative approaches to recruitment, embracing technology, and maintaining a strong reputation, companies are not only attracting the next generation of workers but also setting themselves up for long-term success. Industry leaders Freeman, Johnson, and Lagasse all agree that fostering an environment that values both innovation and experience is key to ensuring that property management remains a dynamic and appealing career choice for all generations.