Inside Self-Storage

APR 2019

Inside Self-Storage (ISS) is an information source for industry owners, managers, developers and investors covering news, trends, facility operation, finance, real estate, construction, development, marketing, technology, insurance and legality.

Issue link:

Contents of this Issue


Page 72 of 93

If a candidate is currently employed as a self-storage manager, have someone phone-shop him to evaluate his customer-service skills. You want to ensure the person you hire answers the phone in a timely and professional manner and sets an appointment to visit the facility. In short, he should try to close the sale. Next, dig deeper into your candidate. There are numerous companies that specialize in background checks, personality testing, drug testing and credit reports. You can find them online or ask other owners for a recommendation. Signing Paperwork Once you've done your due diligence and decided to hire, have the new staff member sign a letter of employment. The letter should spell out the manager's job duties, pay and bonus structure, and any goals you expect him to achieve. This puts you both on the same page regarding expectations. Some storage facilities are still being built with a manager's apartment. If your new hire will live on site, he should sign an apartment lease that stipulates the grounds for housing, for example: • The manager will live in the apartment rent-free as long as he is employed at the facility. • The manager will have X days to vacate once employment ends. • The apartment can be used only as a residence for the manager and can't be sublet. • The manager is responsible for any damage to the property, whether from himself, a pet, a family member, etc. Most states are "employment at will," which means you can give notice of termination to your manager—or he to you—at any time. The lease will come in handy if you terminate, the manager refuses to vacate, and you have to go through the eviction process. Though it won't necessarily stop him from "squatting," it'll make it easier to evict him and reclaim your apartment. Orienting and Training Give your new hire a formal orientation. This is the time to discuss company rules. It's critical to have a clear, concise policies-and-procedures manual customized to suit your company philosophy. Go over it with the manager. Discuss job duties and responsibilities, chain of command, etc. Again, make sure you're both on the same page. The next step is training, which should cover facility and corporate forms, your rental agreement, phone techniques, facility tours, site maintenance, sales and marketing, computer programs, and processes for collections and lien sales, just to name a few key items. If your new hire is inexperienced in self-storage, you'll need to spend a minimum of 10 days to get him up to speed. If he has industry experience, your training time may be less. If possible, conduct training away from the hustle and bustle of the facility office, even if that means setting up a table and chairs in a vacant unit. It doesn't matter if a manager has been in the industry for 25 years or this is his first trek into the business. All staff needs to be trained and, in some cases, re-trained. Just because an employee has years of experience doesn't mean he'll automatically perform tasks the way you want them done. Training is an essential part of success; it's the little things that set your staff apart from the competition! Even your relief managers need to be trained. Don't think of them as simply holding down the fort while the manager is away. If trained thoroughly and properly, these employees should be ready to move into a full-time position when you acquire or build your next project. Finally, it's imperative to give your management team the tools they need to do their jobs effectively. These include maintenance supplies and equipment, an organized office, easy-to-use software, and more. Communicating Open communication is another important element of successful staffing. As a team, you and your employees should be able to discuss any positive or negative aspect of the job. One suggestion is to have the manager call in his daily deposits to your office. While you can track the income through your management software, establishing a daily call gives you the opportunity to discuss other issues such as marketing, maintenance, problem tenants, etc., without making the manager feeling like he's being micromanaged or stripped of authority to make day-to-day decisions. Define your expectations! Most people aren't mind-readers. If you aren't happy with someone's job performance, tell him what you require. Visit your facility regularly or hire an outside company to conduct semi-annual or yearly audits. Let your managers know up front that there will be regular facility inspections so there aren't any surprises. It's also important to include manager input when designing marketing or maintenance programs, creating annual budgets, implementing rate increases, etc. Empower your team. You hired and trained them, now let them manage! If you don't trust their judgment, you likely made the wrong choice in hiring. If you come to that conclusion, terminate employment; allow them to find a suitable position elsewhere and yourself to get the right people for your operation. Evolving Things can change rapidly in the self-storage industry. It's important to evolve with the times and stay up-to-date on trends and developments including lien laws, marketing techniques, and systems for improving productivity. Managers need to be trained on new systems or have refresher courses. As part of their professional development, provide subscriptions to industry magazines and send them to storage seminars and conferences. You don't have to be a genius or own a crystal ball to have a successful storage facility. By following these basic hiring and training philosophies and implementing clear-cut policies and procedures, you should be able to match your staff to your business goals and philosophies. Give your managers the tools to be successful, pay them well, reward them with obtainable bonus programs and pat them on the back for a job well done. Let them know you appreciate having them as part of your team and acknowledge the role they play in the success of your business. Pamela Alton is the owner of Mini-Management Services, which has been placing self-storage managers in positions all over the United States since 1991. She also offers staff training, operational consulting, and facility audits and inspections. For more information, call 321.890.2245; e-mail; visit April 2019 I ISS 69

Articles in this issue

Links on this page

Archives of this issue

view archives of Inside Self-Storage - APR 2019