Performance management and incentive design for Office Park Managers: fair measures for a team tenants judge
Tenants judge the park by how quickly a fault is fixed and how politely they are told. A small team needs plain measures, a regular chat and recognition that reaches the night shift.
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Share your requirementsWhy performance management and incentive design matters in office park managers
In a park, performance is mostly seen by tenants, who tell the general manager about the one bad call and rarely about the hundred good ones. Staff then feel judged by the loudest complaint. Night technicians and gate supervisors are rarely seen by anyone senior, so their good work is not noticed at all.
A fair approach picks a few measures the team can influence: how quickly a call is acknowledged, whether it was closed with the tenant, whether repeats happen. It adds a monthly one-to-one for each person, including the night shift, and links recognition and pay steps to what was agreed.
How to set it up
1. Pick three or four measures
Examples are time to first response, calls closed with the tenant informed, repeat faults on the same system and attendance on difficult shifts. Agree them with the team and explain how each is counted.
2. Hold monthly one-to-ones
Fifteen minutes per person, including night staff, at a time that suits their shift. Cover what went well, what was hard and what help they need. Keep short notes.
3. Collect tenant feedback in a light way
A quick monthly check with tenant admin contacts, with specific comments linked to the staff involved. Share praise as readily as complaints.
4. Treat honest mistakes differently from carelessness
Agree how a missed fault is reviewed: what happened, why, what changes. People who report their own errors should not be punished for it.
5. Link recognition to the plan
Use the results to decide who moves up the ladder and who gets a bonus where one is offered. See performance management process for the yearly cycle.
Check these first
Before changing anything, find out what is true today. These take an afternoon and use your own records.
- Ask the team what the manager looks at to judge their work, and compare with what you think.
- Check whether night staff have had any one-to-one in the last three months.
- Read the last six tenant complaints and see which were about people and which about systems.
- List the people recognised in the last year and see if any are from night shifts.
GullyHR can do this with you. Read how we approach performance management and incentive design in general, or share your requirements and we will tell you where to start.
Questions owners ask
Yes, if the measures are simple and within the team's control, such as response and closure. Avoid targets that depend on tenants' behaviour. Confirm tax and legal treatment of any bonus with a qualified professional.
Use closure with the tenant informed, handling of repeat issues, and a sample of calls reviewed with the person. Do not rank on call count alone, as long calls are sometimes the right ones.
Start with a conversation about what is going wrong, such as tiredness, skills or home issues. Agree a short plan with a review date. A move to day shift or extra training is often better than a warning alone.