It's not easy working in the highly volatile real estate industry. Expectations are higher than ever before. Investors want higher returns. Building occupants demand a level of service that encompasses on-the-spot response to comfort, productivity, and safety/security concerns (and a reporting mechanism that corroborates resulting actions); employers insist on doing more with (and for) less.
Counter that with low unemployment rates and a dramatic shift in the talent pool (a multi-generational workforce, ranging from the experienced but aging Baby Boomers to a crop of amazingly bright but novice college graduates), and it has--and will continue to--become increasingly difficult to attract the best possible employees.
What's your--and your team members'--worth? When is the best time to make a career move? How do you get a leg up instead of being looked over when climbing the corporate ladder? What does it take to find and hire "A" players and how do you retain them?
The Numbers Game
In any discussion about career development, one of the first (but most disconcerting and debatable) topics involves compensation. More often than not, a matrix of salary numbers for "like" positions can be more destructive than constructive. Why? Two jobs with the same title can be as different as apples and oranges, based upon a professional's responsibilities, the size of his or her portfolio, his/her company's stature in the industry, and location/geography. Employers, too, are often reluctant to reveal statistics on dollars dedicated to compensation, fearing negative fallback from their existing staff. "Do I think most of …
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