How to improve the quality of property management

Property management is not only a labor-intensive industry, but also a service industry, and there are many homogenization phenomena. In the era of knowledge economy, changing the traditional concept of the organizational structure of property management enterprises, attaching importance to the selection, training and authorization of employees, establishing a service-oriented corporate culture and strengthening communication with residents are all ways to improve the satisfaction of property management services. Only by improving the service satisfaction of customers (referring to households) can we increase the market share accordingly and the property management enterprises can win in the increasingly fierce market competition.

As a service industry, property management provides extraordinary goods-

Service. Therefore, property management enterprises should also pay attention to the discussion and research on residents' related behaviors, that is, residents' satisfaction with property management services. The author thinks that in property management enterprises, how to change the traditional concept of organizational structure of property management enterprises, attach importance to the selection, training and authorization of employees, establish a service-oriented corporate culture, strengthen communication with residents, and determine practical service concepts are the main factors affecting the improvement of property management service satisfaction, and are also reliable methods to improve property management service satisfaction.

First, change the traditional concept of the organizational structure of property management enterprises.

In order to maintain competitiveness, property management enterprises must attach importance to service satisfaction in the process of property management and improve service quality as much as possible. The author believes that the method of improving residents' satisfaction should be based on ensuring the balance between property management enterprises, employees providing services to residents and residents themselves.

"In the service industry, if there are no satisfied employees, there will be no satisfied customers." Employees who provide services to residents are the only contact media between enterprises and residents. If employees are dissatisfied with the enterprise, it will bring irreparable losses to the enterprise. Therefore, property management enterprises must attach importance to front-line employees and grass-roots managers who are in direct contact with residents, rather than putting them at the bottom of the organizational structure. It should be placed at the top of the organizational structure, because these people are people who directly contact and serve residents. The change of the traditional concept of the organizational structure of property management enterprises shows their concern for residents' satisfaction. In order to improve employees' satisfaction and loyalty and arouse their enthusiasm for work, property management enterprises can adopt forums, joint-stock system reform, improving employees' working environment, fair competition opportunities and perfect welfare. So that employees from all walks of life can feel that they are part of the team, enhance their sense of identity with the enterprise, and thus consciously form a sense of responsibility of "every man is responsible for the rise and fall of the enterprise" in service, thus achieving the goal of household satisfaction. Many well-known brand property management companies regard "employees are also gods" and "being kind to employees means being kind to themselves" as team motto, fully mobilizing employees' enthusiasm and improving employees' satisfaction with the company.

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Second, pay attention to the selection, training and authorization of employees.

In a property management enterprise, excellent employees should have the flexibility to deal with problems, tolerance to tenants, the ability to change behavior in time according to different scenarios and the personal accomplishment of putting themselves in the tenants' shoes. These qualities are more important than age, education, knowledge, training and intelligence. For property management enterprises, it is very important to hire employees with necessary interpersonal skills and high quality to ensure high-quality service. Although there is no completely reliable method to evaluate people's service orientation, a large number of interview skills can still be used to evaluate managers and front-line employees in key positions, such as abstract questions, situational sketches and role-playing. Front-line employees have direct contact with residents, unless they complain. Under normal circumstances, property management companies cannot effectively supervise them. In order to ensure proper behavior in the absence of direct supervision, it is necessary to authorize employees. At the same time, residents also hope to be treated equally by employees of the company and get the same service as others, and necessary authorization and appropriate employee training are the key links to ensure service consistency.

Staff training includes corporate culture training, professional technical skills training and smart training. Through corporate culture training, property management enterprises can instill the value concept of service first into employees, improve their working attitude, promote their unity and cooperation, and provide the best service. Professional technical skills training is very important for cleaners, maintenance workers, green chemicals and security guards. The content includes professional knowledge training related to property management (as long as it is related to property management, you must know the answer, but you can't say "this is not my job responsibility") and professional skills training (such as professional skills training for plumbers, mechanical and electrical equipment maintenance workers, and green chemicals). Intelligent training is a higher level of employee training. Through specific case analysis and situational learning, teach employees how to interact with residents to achieve satisfaction. For example, how to share worries for residents, how to have a heart-to-heart talk with residents, and how to handle residents' complaints. Paying attention to these problems can effectively improve the ability of employees to deal with problems, and then stimulate the morale and creativity of employees.

Third, establish a service-oriented corporate culture.

Corporate culture is a belief, value or behavior pattern gradually formed in the process of enterprise growth and followed by relatively stable enterprise members. It is a code of conduct that restricts the behavior of individual or group enterprises, and it is a guiding system that can produce cohesion and give enterprises distinctive personality. Almost all property management companies have put forward the slogan of "service first" and "tenant is God", but corporate culture is definitely not equal to a few dry slogans. In daily work, an enterprise can communicate with some information about how an employee takes personal risks for the benefit of the company and residents, and then consolidate the enterprise by combining the corresponding reward system.

Service enterprise culture. Only in this way can the enterprise's value concept really give employees a certain degree of autonomy, so that employees have the right to make their own decisions without the supervision of the traditional level. Generally speaking, it is to let employees serve the residents from the heart, not to serve. Relevant research data show that when employees have a strong service orientation, residents will feel that their services are first-class. If employees sincerely put the interests of residents first, they will provide first-class services, which can be felt as residents.

Fourth, strengthen communication with residents.

Because residents' expectations of service results will affect their perception, property management companies should strengthen their understanding of residents. By registering household information, they can understand the relevant situation of each household, such as age, personality, occupation, education level, etc., and then divide the households into picky, generous, economical and enjoyable categories according to the situation. For different types of households, preparing a set of communication methods in advance and training employees in advance will inevitably reduce contact with households. In addition, property management enterprises should increase the transparency of management services, and let residents know about relevant laws and regulations, common sense and operating procedures and rules of enterprises through publicity columns, symposiums and collective activities. And make residents participate in the service process, thus improving the service quality. As a result, the enterprise's property management service has not only been recognized by residents, but also increased residents' familiarity and understanding of the enterprise, strengthened the relationship between the two sides, and is conducive to the further coordinated development of the relationship between enterprises and households.

To sum up, as a service industry, property management enterprises are still low-profit industries, but we should see that the ultimate goal of property management enterprises is to make profits. In order to maintain a certain marginal profit and competitiveness, enterprises must improve the efficiency and quality of service delivery as much as possible. Therefore, only by paying attention to the service process can we form a distinctive and competitive quality service. In order to achieve this goal, property management enterprises should attach importance to employees who directly provide services to residents, strengthen staff training, pay attention to instilling service-oriented corporate culture, strengthen communication with residents, and improve service quality, service means and service level, so as to improve residents' satisfaction with property management services, and lay a solid foundation for property management enterprises to expand market share, increase market share, and finally improve their comprehensive strength and market competitiveness.