However, unachievable standards have a de-motivating effect on employees and ultimately do more harm than good. As in many industries, objective standards for real estate service performance can be obtained from industry associations, private-sector sources and internal corporate officers. Once standards are set, employees must be trained on policies and procedures in order to meet the standards. To be useful, training must address procedures that are specific to each employee's skill base. For example, employees at PM Realty Group receive about four days of intensive training on procedures relating to their specialty.
Engineers learn the finer points of preventive maintenance and service request procedures.
Leasing personnel learn how to develop marketing plans and conduct lease analyses. Human resources personnel are instructed about training, counseling services and hiring practices. After standards have been set and training has been conducted, the quality control manager must gather data to judge the effectiveness of the program through some measurable means. Quality management reviews, involving extensive personnel interviews and investigations by third-party firms, can be used to pinpoint problems on lagging properties or to discover methods that have led to breakout success at other properties. Internal performance management reviews determine strengths and weaknesses within particular areas of expertise.