Posts about General

Navigating the Skilled Workforce Challenges

The Skilled Labor Shortage Isn't Just a Hiring Problem. It's a Service Problem. The shortage of skilled tradespeople has been building for years. Now, with experienced workers retiring, fewer people entering the trades, and new industries competing for the same talent, the pressure is intensifying. According to Associated Builders and Contractors, the construction industry needs an estimated 349,000 additional workers in 2026, with demand expected to increase in 2027. A recent survey by the Associated General Contractors of America found that 88% of construction firms with openings for skilled trades workers said those positions were as difficult or more difficult to fill than a year ago. The challenge extends to property maintenance, too. The U.S. Bureau of Labor Statistics projects approximately 148,700 openings annually for general maintenance and repair workers through 2035, many driven by retirements and workers leaving the field. For property and community management companies, finding and retaining qualified maintenance professionals is increasingly difficult. But filling vacancies is only part of the challenge. The larger question is whether companies are developing people who can deliver the level of service residents, homeowners, and property owners expect. Technical Skills Are Only Part of the Job Property maintenance requires a different combination of capabilities than many traditional trades. An electrician may specialize in electrical systems and a plumber in plumbing, but a service professional working in multifamily housing or other managed communities needs a broader understanding of building systems and the ability to handle a wide variety of maintenance issues. Service professionals also represent the management company every time they interact with residents or homeowners. A technician may be highly qualified to repair an HVAC system, but that doesn't automatically mean they understand the expectations that come with serving people. How they communicate, respect the property, respond to concerns, and follow through can make the difference between a completed repair and a positive service experience. For owners, this matters because maintenance is one of the most visible expressions of a management company's performance. Residents and homeowners may have limited interaction with company leadership, but they experience its service standards firsthand through maintenance work. Even a repair completed correctly can leave a poor impression if the technician fails to communicate or treats the home carelessly. Over time, those experiences shape how people perceive their community and the management company responsible for it. Building the Workforce Rather Than Just Competing for It At WPM, developing talent internally has been a longstanding priority, well before the current labor shortage. In 2015, WPM introduced FLITE (Future Leaders in Training for Excellence) to help associates develop their leadership capabilities and prepare for increased responsibilities. A year later, WPM launched SMART (Service Mentoring and Response Training), a 12-month program that helps maintenance and service technicians develop the management, service, and customer relations skills needed to advance into leadership positions. Both programs reflect WPM’s broader commitment to developing people who understand the responsibilities of property management and the expectations that come with delivering service excellence. WPM looks for candidates with foundational technical abilities and the right attitude toward serving others, then provides opportunities to strengthen their skills through training and hands-on experience. The company also works with local trade schools, high schools, and colleges to help introduce people to career opportunities in property maintenance. WPM's Maintenance and Construction Services division provides another avenue for developing talent. Employees can gain experience across different property types, expand their technical knowledge, and move into divisional service roles as their capabilities grow. The approach has produced results. Through SMART, more than 30 technicians have advanced into service management positions, with at least a dozen still at WPM today. Some are among the company's most experienced service managers. What Owners Should Expect from Their Management Company No management company is immune to today's labor pressures, and outside contractors will always play an important role in community operations. But owners should look beyond whether their management company can fill today's open positions. How is the company developing its next generation of service professionals? What standards guide their interactions with residents and homeowners? And how is it preparing people to take on greater responsibilities as experienced employees retire or move into other roles? The answers speak to a management company’s ability to deliver consistent service over time. For WPM, developing talent internally helps retain institutional knowledge and build a pipeline of experienced professionals who understand the communities they serve. It also creates opportunities for employees to build long-term careers, supporting continuity as the company grows. Equally important, WPM develops service professionals around a shared understanding of what it means to care for a community and the people who live there. That includes recognizing maintenance concerns before they become larger problems, treating homes with respect, and understanding how everyday service interactions influence resident and homeowner satisfaction and a community’s reputation. For owners, the value is having a management partner that invests in the people and capabilities needed to protect their assets and deliver dependable service over time. The skilled labor shortage may be driving today's headlines, but workforce development shouldn't be a reaction to a labor crisis. It should be part of how a management company operates, and something every property owner expects from the company entrusted with caring for their investment.

Finding Your Fit in Property Management

Property management offers more career paths than many people realize. The key is finding the role, work environment, and organization that fit how you want to contribute and grow. Some people enter the field because they are interested in real estate. Others bring experience from customer service, sales, accounting, construction or administration. Many are simply looking for work that lets them solve problems, work with people and make a difference each day. For many of today’s job seekers, choosing a position is about more than the title or starting salary. They want to know what they will learn, where the role might lead, and whether they will have the support to grow. Property management can offer that, but the company someone chooses matters. More Ways to Build a Career Property management is much broader than leasing apartments or responding to maintenance requests. It takes people with different strengths to manage properties well and serve the people who depend on them. Someone who enjoys building relationships might find a fit in leasing, resident services, or community management. A person who likes working with their hands or solving practical problems may pursue maintenance or service operations. Others may build careers in accounting, compliance, technology, marketing, training, or business operations. Many roles also combine several kinds of work. A community manager may oversee budgets, lead a team, work with vendors, and communicate with homeowners and association boards. In many ways, managing a property or community is like running a small business. The work creates room to take ownership and bring forward ideas. No two days are exactly alike, and there is always more to learn. Work That Makes a Difference Property management can also be a meaningful career for people who want to help others. Associates help people find homes, maintain safe and welcoming communities and solve problems that affect daily life. In senior living, that may mean supporting residents and families through changing needs. In association management, it means helping volunteer boards make sound decisions for the communities they serve. The industry also offers stability. People will continue to need homes, and communities will continue to need skilled professionals to manage them. Because property management exists across many markets and property types, associates can build a career in many different directions and locations. That mix of purpose, variety and staying power is one reason many people who first “fall into” property management choose to stay. Growth Depends on the Right Organization Today’s workforce increasingly wants to understand what comes next. Candidates are asking whether they will receive training, whether their manager will actively help them grow, and whether there is a path to greater responsibility. As workforce expectations evolve, WPM Real Estate Management continues to strengthen how it prepares and supports associates throughout their careers. In-house learning includes role-specific skill development, customer service, management training and preparation for future leadership. Associates may also take advantage of tuition reimbursement and pursue professional certifications and learning through industry associations. Technology is another important part of that development. Property management systems continue to change how teams communicate, manage information, and serve clients. WPM invests in leading technologies and helps associates learn the systems shaping the industry. Career Growth Is Not Always Linear Career growth does not always mean moving directly from one title to the next. Sometimes experience in one area opens the door to another. Across WPM, associates have moved between divisions and shifted into new parts of the business. Some have taken experience from individual properties into company-wide roles in operations, marketing, or training. WPM CEO James Dahlgren began his own career with the company as an intern. He later worked onsite at a property before taking on greater responsibility and eventually moving into leadership. His experience illustrates an important point: understanding the business from the ground up can create a strong foundation for growth. And he is not alone. Throughout WPM, many associates have followed similarly evolving career paths. Brittany Milan advanced from receptionist to leasing specialist, and then through several property management roles to senior property manager. Tracey Kobett moved from business management at Lighthouse Senior Living into accounting roles across different divisions before becoming an assistant controller for the Multifamily division. Stephanie Murray built on her experience in property accounting, moving into executive support before advancing to human resources coordinator. Mike Mangum, Vice President of WPM’s Maintenance and Construction Services division, started onsite as a service technician before moving into increasingly senior roles and eventually leading the division. Not everyone will follow the same path, nor should they. What matters is finding a company that helps people build on their strengths, interests, and goals. Finding the Right Work Environment Fit also includes the way a team works together. Property management is responsive work. Some positions include on-call or weekend responsibilities. Others follow more traditional office schedules. In many roles, plans may shift when a resident, property, or client needs attention. A strong team makes that work more sustainable. Colleagues can step in when someone is on vacation, attending training, or using WPM’s paid volunteer day to serve the community. That support also helps ensure residents, owners, and boards continue to receive the service they need. Compensation and benefits still matter. But employees are increasingly evaluating the full experience: Will I be supported? Will I keep learning? Will my ideas be welcomed? Can I see a future here? An Investment in People Is an Investment in Service The value of employee development extends well beyond recruitment. When property management professionals receive strong training and have opportunities to grow, they are better prepared to anticipate issues, communicate clearly, and make sound decisions. Over time, they build the knowledge and relationships that contribute to continuity. For property owners and association boards, that can mean stronger service and more knowledgeable people supporting their investments and communities. For associates, it can turn an initial position into a lasting career. Property management may not be the first career every job seeker considers. But for people looking for variety, stability, meaningful work, and room to grow, it may be exactly the right fit. See what career opportunities are available at WPM Real Estate Management by visiting: WPMJobs.com .

Why Online Reputation is Your Most Critical Asset

How Online Reputation Impacts Leasing Performance Prospective residents often form an opinion about an apartment community long before they contact the leasing office or schedule a tour. In many cases, their first impression comes from a Google search, a star rating, recent reviews, and the way the management team responds. That means online reputation is no longer just a marketing issue. It is directly connected to lead volume, tour conversion, resident trust, and overall leasing performance. A community’s online presence tells the story of the resident experience, and that story can either build confidence or create hesitation. Star Ratings Shape First Impressions For many prospects, star ratings are an early filter. Before clicking into a community’s website or submitting a lead form, they may compare ratings across properties and quickly narrow their search. But reputation management is not only about maintaining a high score. It is also about showing consistent, recent feedback that reflects how the community is operating today. Older reviews may still influence perception, but current reviews help tell a more relevant story and balance the occasional negative review every community is likely to receive. How You Respond Matters, Too Prospects do not just read reviews. They also read management responses. A thoughtful, professional response shows that the team is engaged, accountable, and paying attention. Not all concerns can be fully resolved in a public forum, but the response itself can influence how future prospects perceive the community. Responses should not sound scripted or defensive. They should be specific, respectful, and, when appropriate, invite the resident to continue the conversation offline. In many cases, a prospect may judge the response as much as, or more than, the original complaint. Negative Reviews Are Part of the Process Every community receives negative reviews at some point. The goal is not perfection. The goal is consistency, responsiveness, and operational follow-through. One negative review is usually less damaging than a pattern of ignored reviews or repeated concerns that appear unresolved. When negative feedback reveals a recurring issue, it should be treated as an opportunity to look more closely at the resident experience. Used well, online feedback becomes more than a reputation tool. It becomes an operational insight, helping teams identify maintenance concerns, communication gaps, staffing challenges, or broader resident experience trends. Reputation Is Built Through Everyday Operations At the core, online reputation is built through the daily experiences residents have with the community. Positive reviews are often tied to simple but meaningful regular interactions, such as: Responsive maintenance Friendly and helpful communication Smooth move-ins Clear follow-up after concerns are addressed Positive resident events and appreciation activities Team members who make residents feel heard and valued For WPM communities, reputation management is closely connected to the everyday customer service experience. When residents have positive interactions, they are more likely to share them publicly. Making Reputation Management Part of the Culture A strong reputation requires ongoing attention and team-wide accountability for excellence in customer service, from responding to maintenance requests to communicating regularly with residents. At WPM, online reputation performance is monitored across apartment communities through a centralized Reputation Report Card. This allows teams to track Google ratings, review volume, review trends, response completion, and overall reputation performance over time. By reviewing reputation data regularly, managers can identify opportunities early and respond proactively. WPM also encourages teams to request reviews during positive resident touchpoints, helping prospective residents see a more current and complete picture of the community experience. Training Teams to Support Reputation and Performance Reputation management works best when everyone understands their role. WPM provides training and support for leasing teams, service teams, property managers, and regional managers, with a focus on best practices for responses to reviews, resident communication, online reputation trends, and the connection between everyday interactions and leasing performance. The emphasis is not on eliminating all negative feedback. Instead, the focus is on timely responses, clear communication, operational follow-through, and a steady flow of authentic positive reviews. A Strong Reputation Starts with the Resident Experience Online reputation reflects what residents experience every day. When teams communicate clearly, respond promptly, follow through on concerns, and create positive moments of connection, residents are more likely to share those experiences. At WPM, we know reputation management is not about shortcuts or quick fixes. It is earned through consistent, authentic service that adds value for residents, clients, and communities. When the service is strong, the online perception aligns with the lived experience. That is the foundation of performance that adds value.

What Multifamily Owners Need to Know About Lead-Based Paint Disclosure

For owners of multifamily properties, regulatory requirements are part of the cost of doing business. Many are familiar, some are complex, and most require consistent execution to avoid unnecessary risk. Lead-based paint disclosure is one of those requirements where doing it right, every time, matters. In established multifamily markets, a significant portion of housing stock predates 1978. Federal and state regulations require owners of most of these properties to disclose known information about lead-based paint and related hazards before a lease is signed. While the disclosure process itself is well-defined, the risk for owners typically lies not in the rule but in how it is managed day to day. Disclosure as a risk management issue Lead disclosure requirements exist to reduce risk for both residents and for owners. From an ownership perspective, the exposure is primarily legal and financial. Federal law allows for significant penalties when required disclosures are missed or improperly handled, and enforcement actions often focus on documentation, timing, and record retention rather than intent. In practice, disclosure-related issues tend to surface in predictable moments: audits, complaints, legal review, or ownership transitions. Inconsistent processes across a portfolio, incomplete records, or informal leasing practices can create gaps that are difficult to correct after the fact. For owners, the key takeaway is straightforward: disclosure is not a one-time administrative task. It is an operational control that needs to function reliably across properties and leasing teams. What owners should understand at a practical level At a high level, lead disclosure requirements are built around a few core expectations: Disclosure must occur before lease execution, and timing matters. Known information must be shared, including existing reports or records, where applicable. Acknowledgment and documentation are critical and must be retained for defined periods. Processes must be repeatable across units, properties, and markets. State-specific requirements may add additional obligations, particularly for properties located in jurisdictions with more detailed lead paint laws. Owners operating across multiple states benefit from an approach that accounts for these variations without relying on ad hoc judgment at the site level. Where risk tends to show up From an owner-risk standpoint, disclosure issues most often arise not because requirements are unknown, but because execution breaks down, particularly as portfolios grow, teams change, or processes evolve. Common pressure points include: Leasing teams working from outdated forms Disclosure materials not being provided uniformly across properties Records that are incomplete or difficult to retrieve Growth or turnover that outpaces process updates These gaps can increase exposure even for otherwise diligent owners. The operational challenge is ensuring that disclosure is embedded into leasing workflows in a way that holds up over time. LEAD DISCLOSURE: COMMON MISCONCEPTIONS Disclosure does not automatically require testing. It focuses on sharing known information and required materials, not creating new reports. Disclosure does not signal that a property is unsafe. Many well-managed, older communities comply fully with disclosure requirements. Disclosure is not a one-size-fits-all. Requirements may vary by state and sometimes by property type or tenancy circumstances. Disclosure works best when it is part of the leasing process. Treating it as an afterthought is where risk tends to surface. Transparency builds trust Disclosure is not a warning sign for residents, but rather information. Residents who receive clear, timely disclosures are less likely to assume information is being withheld or minimized. Clear, timely disclosure helps set expectations and reduces misunderstandings at the outset of the lease. This transparency often translates into smoother leasing, stronger resident relationships, and fewer disputes. But its primary value remains risk reduction and consistency. The role of a disciplined management approach For many owners, the challenge isn’t understanding that disclosure is required; it’s managing the details consistently across properties, teams, and jurisdictions. That’s where the right property management partner adds value. Effective managers treat disclosure as part of routine operations, not a standalone task. They act as a guide, helping owners understand what matters, where risk tends to surface, and how to maintain alignment without overcomplicating the process. That means: Monitoring regulatory changes so owners are not caught off guard Creating consistency across properties and leasing teams Maintaining documentation that is accessible, complete, and defensible This disciplined approach reduces friction during audits, legal review, or ownership changes and helps protect owners from avoidable exposure. A quiet but important differentiator Lead paint disclosure may never be a headline issue for most multifamily properties, but it remains an important part of responsible ownership. Consistent, well-documented disclosure processes reduce liability and support operational stability. Done well, disclosure also builds confidence: confidence for owners that the details are being handled thoughtfully, and confidence for residents that they are renting in a professionally managed community. Owners reviewing disclosure processes across their portfolios may benefit from a structured compliance review to ensure consistency across markets. Contact WPM to discuss how we help owners manage compliance with a disciplined, repeatable approach.

Start the Year Strong: A 10-Point Checklist for Community Association Boards

A new year is the perfect opportunity for Community Associations to reset, refocus, and plan ahead. Whether your association is a condominium, HOA, or master association, the work you do early in the year helps set the tone for smoother operations, clearer communication, and stronger financial stewardship. At WPM Real Estate Management , we partner with Boards to bring structure, guidance, and hands-on support so communities can move confidently into the year ahead. Use this Top 10 Checklist to help your community start the new year off strong. The Top 10 Checklist Review goals and priorities. Revisit last year’s goals and confirm what matters most this year, from capital projects to communication and financial stability. Approve and understand the budget. Ensure all Board members are aligned on assessments, reserve contributions, and the major expense categories driving the budget. Examine reserve funding and long-term planning. Confirm reserve assumptions and timelines so the community is positioned for major repairs and replacements. Confirm Board roles and communication protocols. Clarify responsibilities, decision-making pathways, and how communication flows between the Board and management. Set an annual calendar for meetings and key dates. Establish meeting cadence, annual meeting timing, budget milestones, and key community touchpoints. Evaluate vendor relationships and performance. Review current contracts and service expectations and confirm vendors are aligned with community needs. Plan for preventive maintenance. Prioritize inspections and routine maintenance to reduce emergencies and extend the life of common building components and amenities. Commit to clear, consistent owner communication. Share what is happening, what is changing, and why, so owners stay connected and trust remains strong. Stay informed on legal and regulatory requirements. Keep the Board current on compliance requirements and changing laws that affect the community. Invest in training and support for Board members. Provide resources that help volunteer leaders understand their role, feel confident and make sound decisions. How WPM Helps Boards Start the Year Strong Many Boards start the year with good intentions, but without a clear plan, the year can quickly become reactive. Our role is to help Boards build a strong foundation early so they can manage with confidence and consistency all year long. Here is how we typically approach the start of the year with association clients: Align on priorities and how decisions get made. We help Boards clarify goals, confirm roles, and establish communication protocols so work stays organized and decisions stay efficient. Establish a steady rhythm for financial oversight. We prepare detailed budgets, review financials with Boards in plain language, and support ongoing budget-to-actual review so decisions are informed and transparent. Support reserve and capital planning. We coordinate with reserve specialists, monitor funding levels, and help Boards plan for upcoming capital needs while balancing cash flow and long-term value. Strengthen vendor accountability. We help review contracts, manage vendor performance, and support preventive maintenance planning. Our managers help develop maintenance schedules and coordinate inspections, so issues are addressed before they escalate. Keep the community informed and the Board supported. We help Boards communicate clearly with owners, stay current on regulatory requirements, and gain access to the training and resources they need as volunteer leaders. We also assist with newsletters, notices, portals, and meeting communication to keep owners informed and engaged. When these pieces are in place early, communities tend to experience fewer surprises, clearer decisions, smoother communication, and better overall performance as the year progresses. A successful year does not happen by accident. It takes planning, consistent communication, and the right professional support. At WPM Real Estate Management, we pride ourselves on being trusted advisors to our community clients, helping Boards navigate challenges, plan strategically, and focus on what matters most. Want a strong start to 2026? Schedule a New Year Planning Session with our team to review priorities, confirm key dates, and set a clear path for the year ahead.

WPM's Commitment to Community Impact

At WPM, creating great communities begins with people. Our work extends beyond buildings and budgets. It’s about connection, understanding, and a shared belief that communities thrive when those within them look out for one another. It’s a philosophy that has guided WPM from the beginning and continues to shape our culture – and our commitment to give back. Our Community Impact Committee brings team members from every division together to turn that philosophy into action. The committee plans company-wide initiatives, supports local volunteer projects, and encourages Associates to contribute in ways that reflect WPM’s core values. Those values come to life through initiatives that have become part of WPM’s rhythm each year. Each year, we partner with the United Way of Central Maryland to host a silent auction, supporting programs that address housing, food insecurity, and workforce development. Teams across the company walk side by side in the annual Walk to End Alzheimer’s , honoring loved ones and supporting care and research. In the fall, we organize a Feeding America Food Drive , rallying Associates, residents, and partners to collect thousands of pounds of food for local food banks. Every winter, the Casey Cares Pajama Drive brings warmth and cheer to children and families facing illness or hardship. These campaigns are more than service projects; they’re shared experiences that connect people across communities and remind us why our work matters. Additionally, through partnerships with organizations like the Baltimore Hunger Project and Irvine Nature Center , Associates have packed weekend meals for children who might otherwise go hungry and helped create outdoor classrooms where thousands of students learn to care for the environment. These efforts reflect a long-standing truth at WPM: the best way to build community is to be part of it. That idea extends to how we empower Associates. Many of our most inspiring stories begin when someone sees a need close to home – a local shelter, a neighborhood cleanup, or an opportunity to support students through literacy and mentoring – and takes the lead. Through these small, Associate-driven initiatives, we’ve seen how individual passion sparks collective action. This spirit of ownership and initiative is one reason people who join WPM tend to stay. This year, we expanded community engagement through a Monthly Community Partner Spotlight, highlighting nonprofits nominated by our Associates. Each story raises awareness for local causes and inspires others to get involved. It’s another way WPM connects people not just to their communities, but to a shared sense of purpose. When people ask what makes WPM different, our answer always comes back to culture. Yes, we manage properties and community associations. But more importantly, we cultivate relationships with homeowners, residents, clients, and each other. Our commitment to service isn’t a campaign. It’s a reflection of how we think, how we lead, and how we show up each day. That’s what it means to truly create great communities.

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