Polycarpe Feussi.docx (original) (raw)

Polycarpe Feussi Independent Date Written: December 23, 2015 Abstract As a fast growing property management company in South Africa, City Property Administration (CPA) requires a skilled workforce to retain its leadership position in the market. Among the required skills, property managers have been the most difficult to find and to retain by the organisation. Being at the core of the operation and viewed as a critical skill, no property management enterprise can operate without property managers who are by default the operation managers. It is therefore imperative for CPA to explore new ways to retain its talented property manager and attract more. This implies that CPA should position itself as the employer of choice. Even though the South African national skill scarce skills survey of 2014 does not directly list property management as one of the sought-after skills, it encompasses the people skill, which is on the list of the top 100 scarce skills. City Property has suffered and continued to suffer as many property managers’ positions remain vacant for months and yet some incumbent found the job very challenging. The heavy workload, which is a direct result of resignation and insufficient numbers of property managers has negatively affected the talent and if not resolved will hamper the brand. Stress-overloaded workers have embarked on an exit or resignation, citing poor work life balance, growing the ratio of voluntary turnover within the organisation. This research aims to explore the available retention enablers as well as the removal or lessening of barriers to property managers, as a scare talent source to help CPA living it dream of addressing the future. This research has used a mixed-method approach which is an integration of both qualitative and quantitative research methods, with the aim to complement and fill the gap that each method has. The results show that the main concern centres on the adequacy of reward and recognition, whereas barriers are a lack of career development opportunities and promotion, lack of flexible work schedule and poor financial compensation. The leadership is advised to take appropriate measures to remove the barriers, to enhance the enablers so that CPA can enjoy a dedicated workforce that is committed to its values, working towards its visions by achieving mission milestones efficiently. Suggested Citation: Ndedi , Alain and Feussi, Polycarpe, Retention Enablers and Barriers at City Property in South Africa (December 23, 2015). Available at SSRN: https://ssrn.com/abstract=2707620