Has hiring in property management ever felt a little like gambling? Even if you do everything right, the stakes are high, and random chance might work against you. The labor pool is tight and the turnover rate in multifamily housing is around 32%, nearly double the national average.
However, with a focused approach, property managers can hire and retain high-performing people who strengthen your operations and company culture.
At IRO Summit 2025, property management experts shared their thoughts on hiring and employee retention in multifamily. Here’s what they discussed.
Key takeaways
- Hire for passion and personality, train for skill
- Evaluate cultural fit and curiosity, not just experience
- Address performance issues directly and protect company culture
- Retain talent with recognition, growth and flexibility
- Recruiting never stops, and great hires may come from unexpected places
- Know and leverage your strengths
1. Hire for passion, train for skill
Experience is valuable, but passion and attitude often predict long-term success more reliably than specific credentials. Many of the best multifamily professionals start in other industries including retail, hospitality and food service. This makes sense because multitasking, empathy and customer service are cornerstones of successful property management. Unlike technical skills, work ethic and ambition cannot be taught.
Focus your interviews on how candidates approach people, problems and pressure. Ask behavioral questions such as “Tell me about a time you had to address an unhappy customer.” Listen for ownership and adaptability. The goal is to identify people who want to learn and grow, not just complete tasks.
In smaller operations, hiring for potential rather than polish builds flexibility and loyalty.
2. Evaluate personality, not just experience
A resume shows where someone has been, but not how they’ll perform in your environment. Candidates reveal who they are by the way they speak about their qualifications and interests. Look for people who speak positively about prior jobs and show genuine interest in your company, properties and services.
Situational interviews are another strong interviewing tactic. Present real scenarios, such as resolving a resident complaint or balancing conflicting deadlines. Evaluate their logic and empathy.
If you’re worried about committing right away, some companies test short-term placements to confirm mutual fit. Curiosity remains the best predictor of performance — the ideal candidate will do some research about your company before showing up and be eager to share what they’ve learned.
3. Know when to hold, fold or run
Even careful hiring can yield mismatches. Strong leaders recognize issues early and address them directly. Begin by diagnosing the problem: is it skill, attitude or environment?
If it’s a performance issue, offer structured coaching and measurable goals. If it’s culture or conduct, act quickly to protect team morale.
Feedback should be direct and ongoing, and termination should not come as a surprise. Dignity matters. The best operators balance accountability with empathy, ensuring every decision supports both performance and culture.
4. Build a culture that retains talent
Attracting great people is only half the challenge. Retaining them is what truly defines success. The average tenure in multifamily operations is just 18 months, which means every improvement in employee retention drives measurable savings.
Keep in mind that not everyone wants to work 70 hours a week at the highest-paying corporate gig they can find. Pay is not always the main factor keeping people in place. Recognition, flexibility and growth matter more.
Regular recognition, career development opportunities and clear paths for advancement increase loyalty. Even small operators can provide flexible schedules that help get the most out of your team. Employees who feel valued stay longer, deliver better service and build stronger relationships with residents.
5. Always be recruiting
Recruiting should be viewed as an ongoing process, not a reaction to sudden job openings. Great potential exists everywhere. You’ll find it inside your resident base, in service roles and in your own network.
Many times, referrals from current employees are especially valuable. These applicants have probably spoken to the person referring them and already understand expectations of the role.
Keep business cards ready. A server who handles a busy shift with composure might make an exceptional leasing agent. A retail supervisor adept at problem-solving could become a strong property manager. Broaden your reach beyond job boards by exploring state employment banks, community programs or local career events. Continuous recruiting ensures that when turnover happens, you already have qualified, motivated prospects waiting in the wings. The best leaders treat talent scouting as part of daily operations.
6. Understand your advantages over big business
A strong small business culture makes it easy to turn employees into advocates. When team members feel connected to leadership and believe their work matters, retention naturally follows. Independent rental owners have an advantage here: they can offer direct access to decision-makers and personal mentorship.
Create moments that reinforce connection. Provide shared lunches, professional development sessions and one-on-one check-ins. A consistent message of respect and growth builds trust and long-term employee retention.
Final takeaway
When done right, hiring and retention in property management are not games of luck. Hire for character, train for competence and act appropriately when the fit is wrong. Your reward is a resilient, motivated team that treats every resident interaction as a reflection of your company values. What more could you ask?
Special thanks to our panel moderators and Yardi Breeze clients Dawn Ford, Megan Orser and Kari Negri for their contributions to IRO Summit 2025 and tips on hiring and employee retention.
