-Property management assignments on the decline, appears we are becoming a leasing company where former focus of company (prior to CT buying) was property management assignments and landlord representation.
-Employees are leaving and not being replaced, assignments are being schlepped off on existing managers that already have full work loads. There is no focus on talent management.
-Upper management is out of touch with the St. Louis "initiatives" managers are being charged with. Most are for the sake of CT's compliance requirements and have nothing to do with our client's needs or methods of operation. The company is inflexible when it comes to these initiatives that our clients could give a crap about. It creates unnecessary work and doubling up of responsibilities. Much of the workload is placed on the PM's (i.e., entering leases, inability to delegate to other staff while on vacation, assistant managers have no approval authority, etc.). It appears that CT was formerly an industrial management company and has not taken into account our portfolio of office. A lot of assignments and client demands are complicated, they do not always fit into your easy property "mold."
-Communication from upper management is deplorable. PM's are left to "figure it out" when it comes to transitions or staffing but we have no decision making rights when it comes to staffing, has to be handled by the out-of-touch upper management.
-No salary structure-compensation is VERY inconsistent among employees