The recent article concerning hiring relief managers addressed some very good points and provided lots of great ideas. One of the biggest problems that I encountered was that who ever I hired, my full time management team always found fault with them. I got between the proverbial rock and a hard place; I was always caught between the relief person and the manager. I finally decided that if you can’t beat, them then make them part of the process. So, I make my managers interview and participate in the hiring process. I consult the manager about who they would like as a relief person. I make them outline the type of traits they are looking for and for what specific duties the relief person will be responsible. (This is usually discussed at length.) I then ask for suggestions as to where to find this “super-relief” person and go from there. Having made the manager part of the process, they began to feel that they have input into who is going to be taking care of “their” store. I often find that my managers have a strong sense of ownership of their facility. This is not really a bad thing.

 

After interviewing several candidates (hopefully), I pick the top two and send them to talk with the management team. I always discuss ahead of time what questions and topics are appropriate. (wouldn’t want to get into any trouble with the state authorities) The management team and I discuss the candidates and make a decision. This seems to make everyone, from the management team to the relief person, feel a part of the process.

 

Next, I schedule the relief manager’s training with the management team at the location that they will be providing coverage. By doing this, the relief learns all the little quirks and pet peeves that the manager may have. (You know we all have them.) And eureka! I suddenly stopped hearing complaints about the relief person never putting the pens back in the holder cup the proper way or that he didn’t stamp “paid” on the receipt in the right place!

 

I do make a point to drop in on my relief managers from time to time just to see how they are feeling about things. You want to maintain contact with them to make them feel part of the overall team. This will also prevent the idea that they are working for the management team and not you. I currently have great relief managers. My complaints are down and productivity is up! And isn’t that really the bottom line?

 

Ann Parham, President & owner of Joshua Management, headquartered in San Antonio.  Joshua Management was created through a twenty year quest to provide comprehensive customer service to the self storage industry offering site management, employee training, financial reports, accounting, audits, brokerage and marketing.  A Parham Group Company.  for information visit: www.joshuamgmt.com or call 210.477.1222.