Pros
* The Service Team was incredibly helpful and often served as one of the most valuable resources for learning the role.They were knowledgeable, approachable, and willing to assist when issues arose.
* Exposure to a wide variety of clients and systems within the property management and access control industry.
* Friendly coworkers and opportunities to gain industry experience.
Cons
* Training within the Multi-Family division was highly inconsistent and lacked structure. During my time with the company, there was no dedicated training program tailored to Multi-Family operations. New employees received generic onboarding and were expected to learn many role-specific responsibilities through LinkedIn Learning courses, word of mouth, and by repeatedly asking Customer Success Managers for guidance. Who many times would tell you to figure it out yourself.
*Only the former CSM was actively updating materials and new information coming in. Once she left it was always the answer of “oh yes so and so would update that”. Ok who is doing it now!?
* This approach was especially difficult because every client has unique requirements, workflows, and exceptions that are not adequately covered through generic training.
* There was a contradictory culture surrounding questions and training. I was frequently encouraged to ask questions, but when questions were asked, the response was often frustration or being told to “figure it out yourself.” At the same time, if employees attempted to work independently without asking questions, they could also be criticized for not seeking guidance. This created confusion and made it difficult for new employees to know what was expected of them.
* Management and communication within parts of the team could be improved. Some interactions felt unnecessarily confrontational or passive-aggressive rather than constructive and focused on development.
* Accountability was inconsistent, with process and training deficiencies often being overlooked while responsibility was placed on individual employees.
*Accountability and performance management appeared to be applied inconsistently. When I made mistakes, they were often addressed through formal one-on-one discussions and corrective conversations. However, similar mistakes made by others were sometimes treated more casually or brushed off. This created a perception of unequal standards and made it difficult to understand what expectations were being applied across the team.
*As a temporary employee, I was frequently told that permanent hiring was “in process,” yet there appeared to be little meaningful movement toward conversion. The repeated assurances without clear timelines or updates created unrealistic expectations and left employees feeling strung along.
