The definition of what makes a good property professional has evolved in response to economic, social and technological change. The 2008 downturn and the introduction of more regulation in the financial services sector has led to a drive towards higher standards of professionalism and accountability across the business world, including in property.

Nowadays, professional qualification requires not only a detailed understanding of, and adherence to, regulation, but also the expectation that individuals will continually develop these values.

But upholding and cultivating high standards of professionalism is just one quality we are on the lookout for. As the world has changed, our staff need to be representative of the increasingly diverse clients we serve, while the recognition of property as a stable and profitable asset class has driven a need for more data analytics and research skills. Traditional undergraduates are still very much required, but we need to supplement this with a pool of individuals with different skills, perhaps gained from financial or analytical backgrounds.

So, sometimes we’re looking for a different set of skills, but it would be wrong to assume that technical expertise alone guarantees success. Expectations of what ‘makes a manager’ have changed. Individuals joining the workforce today expect feedback and development from their seniors; to be told how their work contributes to the bigger picture and for their remuneration package to reflect not only their achievement but their potential. In turn, HR support to develop these skills is more informal: mentoring is commonplace and coaching is considered an aspiration, rather than a remedial measure.

As with many other careers, today’s technology means that work is seldom left at the office and that work/life balance now needs to be articulated and planned for, but the sociable nature of property brings with it unique challenges. More than most industries, working life often moves from the office to social venues after hours and participation in work-based sports teams is commonplace. Increasingly, flexible working provides an antidote for those with other commitments, and the prevailing view is that employees in few industries are lucky enough to call their clients and colleagues friends as extensively as in property.

Further information

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