Annual work plan for residential property

Keep your position and do your job well. Work plan is a working idea conceived by people for follow-up work before work. What I bring below is the annual work plan of residential property, which I hope will help you.

First, the implementation of three-level qualification of property evaluation.

According to the relevant regulations of property management in Jianghua Yao Autonomous County, Hunan Province, our temporary qualification is one year and will expire on April 23rd, 200X. The temporary period of 1 year has now exceeded the prescribed period, and its relevant qualifications are evaluated by the administrative department according to the parameters such as property management area. According to the current management area, our company can be rated as a four-level enterprise. Our company undertook about 80,000 square meters of commercial and residential integration of the property management project of Impression Du Yao in Jianghua County in 20 1X year 65438+February, plus about 80,375.95438+0 square meters of Jinlong Garden project. At present, the property management area of our company is about 6.5438+0.6 million square meters, which is far from enough for property enterprises. If the preliminary plan can successfully win Longhua Century City and Huayuan International, it will also be a bigger cornerstone for our company in residential property. Therefore, the evaluation of enterprise grade will be one of the important tasks in the first half of next year. In exchange for a formal enterprise level, it will be more beneficial for our company to gain the weight of market competition. Therefore, in the second quarter of 20 1X, we began to prepare relevant materials for qualification evaluation, so we did not fight unprepared. Try to pass the examination.

Second, internal management work

human resource management

Since the establishment of 200X, the property management company has set up a management office manager-engineering manager-security-cleaning. However, the effect of specific personnel positioning and division of responsibilities is not obvious. For example, there is no perfect system for filing service center documents, personnel, related contracts, system establishment, community planning and engineering maintenance standards. 20 1X will readjust the management structure and establish a sound management system and post responsibilities. In the appointment of existing personnel, we should adjust our posts or introduce new talents in accordance with the principle of survival of the fittest. In the work of employees in various departments, more guidance will be given.

In the promotion of employees, pay more attention to the rotation of different positions, strengthen the training and selection of internal employees, and bring out a truly high-quality team. Carry out employee vocational training, and cultivate employees' spirit of love and dedication. Really regard the development of the company as your own career. In the future development of the project, it is necessary to openly recruit certain positions for internal employees. It is conducive to the enthusiasm of the company's employees and the optimization of employee resources.

In the training work, the system will be gradually improved, and the training received by employees will be targeted and quantified as a sub-item of year-end assessment. Managers must have a strong property management major. Grassroots employees must enter the company to receive relevant system training and on-the-job training. After entering the company, skilled workers must hold relevant national certification certificates. 20 1X, the training focus shifted to the management office and the team leader. At present, grass-roots managers are the weakness of human resources in companies. 20 1X to carry out various trainings to strengthen the training of employees at this level.

(2) Quality management

Service quality management has not been implemented, and the expected effect will not be achieved without strengthening implementation. It can be seen that the service center does not pay enough attention to the rectification items and complaints put forward by the owners of the community (it can be said that there is no specific solution and method). The most important thing is that the awareness of community owners to accept the concept of property service industry has not changed, the training of employees has not been implemented enough, and the standards for implementation have not been truly implemented. Therefore, the implementation of service quality management will be carried out on 20 1X, laying a solid foundation for the company to pass the qualification review, and strive to pass the third-level qualification and obtain relevant certificates in the second quarter of 201x.

In the first half of 20 1X, the person in charge of the property management company took the lead in compiling the service quality system document to make it more applicable and effective for the company. Write concise and effective quality management training for service quality documents. Implement a project-based service quality system for new projects, and implement different standard service quality systems.

In the year of 20 1X, the service center manager is responsible for the implementation of quality management, and the company appoints the service center manager to focus on quality management and coordinate with the property leaders to sort out relevant information. Including the internal quality management of the project, the owner's complaints and handling, the collection of management data and documents, the production of project quality management analysis report, etc. At the same time, cooperate with relevant management departments and owners to conduct annual quality management analysis and investigation, obtain effective internal management information and owners' suggestions, and rectify and gradually improve the unqualified items of the project.

(3) Administrative work

It is understood that Jinlong Huayuan service center failed to play a connecting role in 20 1X, and there are some shortcomings in management. Therefore, in 20 1X, it is necessary to strengthen community management and do a good job in personnel, labor and archives outreach. A suggestion mailbox is set up in the company, specifically at the front desk on the first floor of the service center, for employees to inquire about the company's current situation and various problems in their work and life, and the person in charge of the service center specially takes time to understand and reply. At the same time, the company must hold a collective work meeting every quarter or conduct regular service quality inspection.

In 20 1X year, the service center will designate the person in charge to purchase consumables. The procurement form is fixed supplier contract service, which is conducive to saving costs and standardizing operation. Submit the material purchase list for the next month on 25th of each month, and collect the purchased materials on 3rd of the next month. While effectively ensuring the normal operation of the project, we should pay attention to effective cost control.

(D) corporate culture and brand building

Huaan Property is a young enterprise. Relying on the economic development environment of Jinlong Real Estate Company and Yongzhou, Huaan Property inherits the efficient service quality standards and solid internal management of Jinlong Real Estate Company. Create a brand of Hua 'an property service and a vibrant corporate culture. In 20 1X, Huaan Property Company will hold a series of activities to cast the company's brand and culture. Such as: job skills competition, service level competition, chess and cards competition, etc. , so as to enhance the cohesion of the enterprise, enhance the sense of belonging of employees and stimulate their enthusiasm for work. Serious work discipline, starting from a small place, such as: wearing uniform clothes to work, meeting and greeting, taking the initiative to help the owner, sorting out their post items after work, cleaning and so on. Then hold various competitions, actively participate in various meetings and trainings related to property management, and establish a good image in the hearts of community owners.

Third, external expansion.

Three years have passed since the property management company was established in April 200X. If 20 1X can't expand the management area, not only will the qualification classification become a problem, but in the long run, it will be eliminated as soon as it stops. Therefore, the expansion pressure of the company is even greater, and the focus of 20 1X must be shifted to this aspect (including the business management of Jinlong Huayuan). The property management market in Yongzhou, Hunan Province, residential quarters will remain the largest market for a long time to come, followed by commercial buildings and industrial parks. With the current scale of our company, it is difficult to receive large-scale and high-grade residential properties in the market. Therefore, small and medium-sized properties will be the first choice for the development of our company. At the same time, residential property is the most competitive property type in the market. Our company should explore the commercial property, industrial property and public property market without giving up this kind of property. Take the road that no one else has taken.

In the first quarter of 20 1X, we will organize personnel to conduct a thorough survey of the market, and the survey results have adjusted the company's expansion direction. The property management company undertook Impression Du Yao project on 20 10 and 12, and felt that the company lacked a professional team to engage in property management. This project is bound to be a great test in the future with manpower input. Jianghua county's property market is unfamiliar (including Yongzhou's property market) and lacks information. Although many investigations have been made around it, other property management has failed to have a good trend. Therefore, in 20 1X, it is necessary to step up the expansion work and increase investment. It is planned to set up a special human resources department to recruit high-quality personnel (grass-roots management and grass-roots employees of various departments) to work hard for the smooth growth of Hua' an property and the sustainable development of the property market.