Andrea Rawas

Despite challenges of the on-going pandemic, recruitment at Edon is still going strong.  Like many workplaces, Edon is taking necessary precautions to protect team members throughout this time, including utilizing virtual interviews to assist in the recruitment process. Check out our tips for conducting virtual interviews, including key tasks to do before, during, and post interview.

Be prepared to ace your next virtual interview with these helpful tips.

1. Device Check

We’ve all run into technology issues during the past year as teams adapted to new applications. Prior to the interview, ensure your device is up and running properly. We recommend downloading the software being used for the interview beforehand, such as Microsoft Teams. If possible, conduct a test meeting with family or friends to verify your microphone, audio, and video settings. A strong internet connection is also key for a successful interview.

2. Location, Location, Location

We know it is impossible to eliminate every possible distraction at home or work during an interview; however, try to find a space that will allow for as few interruptions as possible. A quiet space away from others who may be living with you, whether family members, roommates, or pets, will help eliminate outside noise. It’s also a good idea to find a space with a neutral background to prevent visual distractions during the interview (this could be your home office or simply a blank wall in one of your rooms). Refrain from using virtual background options as these can be distorted by your movements. 

3. Camera Ready

As with in-person interviews, you want to put your best foot forward, even virtually.  Dress in business casual attire from top to bottom… as you may need to deal with an unexpected interruption during the call. Don’t give the interviewers a reason to focus on anything other than what you’re saying. Dressing like you would for an in-person interview is also a way to set you in a business frame of mind.

4. Eyes Up Here

Connecting with interviewers virtually may be difficult; however, in order to maintain eye contact be sure to look directly at the camera when asking or responding to questions. If you’re looking at the screen or off to the side, it can appear that you aren’t interested in the discussion. Also try to remember the camera can pick up everything, so sit with your feet firmly planted on the ground and avoid continual movements like adjusting in your chair.

5. Ready for Anything

As with any technology, things can go wrong no matter how much you try to prevent it.  At the start of the interview request a phone number from the interviewers just in case you get disconnected. Also be ready to handle unexpected interruptions such as noise or the possibility of something or someone dropping into camera view.  If required, briefly apologize for the interruption and request a moment to deal with the situation.  Remember to mute your microphone or turn off your camera before leaving!

6. Follow up

While it may be customary to thank your interviewers at the end of the meeting, a follow up email further expressing your thanks and interest in the position is a great idea.  Not only will this reinforce your interest in the role, it also leaves a great impression on the interview team.

Property management has been rightly compared to the role of a circus ringmaster. Juggling a multitude of balls in the air, property management can involve putting out little and big fires – figuratively only – meeting with clients about an urgent request or checking that plumbers, electricians and caretakers are getting a project done on time and on budget.

And, that’s just what a property manager’s typical morning can look like.

Effective property management ensures facilities continue to operate efficiently and safely for tenants.

In the world of real estate, property management is not a flashy or glamorous job, but it is a critical part of ensuring the long-term health and maintenance of buildings and people’s safety. Unforeseen events and breakdowns are all part of what they handle. But mitigating surprises involves being hyper-proactive with preventive maintenance, constantly checking on the current state of HVAC systems, a water treatment system or a roof that leaks after every heavy snowfall. Another day on the job can mean responding to a tenant’s request to string up or take down the Christmas lights or orchestrating an efficient cleanup of bags and bags of confetti following a concert at an auditorium.

Just one property management portfolio alone at Edon can involve overseeing more than 350,000 square metres and cover an assortment of buildings and facilities: airplane hangars, museums, institutional buildings, a conservation area, or an entertainment venue.

Let’s take a look at five obvious and not-so-obvious areas of responsibility in the job of property management:

How old is that HVAC system or roof?

A strong operations and maintenance program can transform a poorly designed or outdated building to outperform a well-designed building that is neglected. This is something any good property manager and their team knows. The day-to-day job of checking and evaluating a building’s critical assets – whether it be mechanical or electrical – is vital to a building’s longevity and optimal functioning. So is having a solid preventative maintenance program in place, something Edon’s property managers are responsible for implementing or improving when overseeing a portfolio.

Keeping tenants happy and safe

Edon’s Property Manager Martin Cote and his team in Edmonton were tasked with the job of replacing or refurbishing all critical assets of a 70,000m², 10-storey, 36-year old building. It required a solid coordination effort with 2,000 tenants in the building, which also sees an average of 600 visitors a day. That role included setting the budget, reviewing and awarding tenders for contractors, and scheduling team members to avoid business disruptions as much as possible. That’s just one example of Total Property Management (TPM) offerings.

The show must always go on, says Property Manager Jason Kulak who has overseen entertainment venues in Alberta. He has fielded daily tenant and performer requests for everything from lighting, to room temperature and placement of furniture as well as making contingency plans for mechanical failures, all ensuring nothing got in the way of the enjoyment of a performance.

Ready for a snowstorm… or a pandemic

As sure as winter arrives early in Alberta, a Property Manager’s job can seem a bit like a weather prognosticator. Part of Edon’s worry-free customer solutions includes snow removal from parking lots and sidewalks so they are cleared and safe for people coming to or leaving work. It’s part of a property manager’s role to get in front of unforeseen or fast-moving events, like weather, and to pull a team together that is ready to efficiently remove ice and snow so Edon’s clients trust the job can be done in a timely manner. Edon’s property managers have also been at the forefront of helping clients in their efforts to manage COVID-19 through enhanced technology, cleaning measures and screening protocols.

On time, on budget and with the right team

Property managers know time is money and are involved in setting and overseeing large budgets, well into the millions of dollars. “Getting the right people to do the job is key,” says Senior Property Manager Rick Nielsen. When a client needs an important initiative implemented, Nielsen relies on the strength of his team, like all property managers must, to ensure it’s done right the first time.

Continual certification and learning

Working in property management, like many professions, requires one to become a life-time learner. Most property managers are equipped with facility management and real property administrator certifications, but their education does not end there. Because property management involves so many areas, people in the field need experience and knowledge in health and safety, handling of hazardous materials, mechanical and electrical, as well as environmental and regulatory knowledge.

But at the core, property management is all about keeping clients and tenants happy and safe – juggling all those balls with professionalism and skill. It’s all in a day’s work in the fast-paced world of property management.

It was January 2016 when Edon first embarked on a tremendous journey. The goal was simple: implement a quality program certified to the ISO 9001:2015 standard in less than a year. Easy? Perhaps not.

Fast forward to four years later and we’ve successfully built a quality-focused culture within the organization, with an award to boot. The American Society for Quality, Calgary Chapter, awarded Edon the Calgary Quality and Business Excellence Award for its successful program implementation in such a short time frame. How did we do it? These six factors were key to pushing forwards towards the goal.

Create a Game Plan

Results are driven by clear objectives, timelines, and responsibilities. Edon made it a company goal to achieve this certification, which aligned all team members on a common path. It didn’t matter where you worked or what your job description was, each member contributed in a defined manner to the overall goal.

Motivate the Team

Ambitious goals require innovative motivation. That’s where football came in. Edon tracked its program’s status visually on a football field. Progress advanced players towards the end goal, while setbacks caused the opposing team to gain an advantage.

Ask for Help

Hire a consultant who is familiar with the standard to assist in performing a gap analysis. It is important to thoroughly vet consultants, especially for cultural fit. If it doesn’t work out move on and cut your losses. A consultant who is interested in understanding your business and molding the standard to work for you is far more valuable that a consultant who forces you to change to meet the standard. At the end of the day it must make sense for your business.

Test, Test, Test

One of the biggest complaints we received early on was that the people creating policies and procedures didn’t understand how it impacted operations. Asking for feedback and testing procedures first before rolling them out is key. Edon developed a committee with representatives from across Alberta to test initiatives in their regions and provide feedback on an ongoing basis.

Control the Narrative

Change does not come easily for most people. Certifying Edon’s quality program created additional workload and frustration among many in the organization. To combat this, Edon ensured its senior management team was on board from the beginning, which trickled down into middle management and employees. Benefits of the new program and why the change was important helped employees understand its necessity. Continual communication on the program’s status and admitting areas that needed improvement were key to keeping employees engaged. At the end of the day, those who were strongly against the change had to question whether they were with us or not.

Extensive Training

The last piece of the puzzle, but also the most important, is a strong training program. As a result of the fast pace set from the beginning, processes were rolled out quickly and in large quantities. At times it was difficult to keep straight. Edon developed a series of modules and short training videos to review each process and train new employees. Additionally, in-person training was provided to each region across Alberta, allowing employees to ask questions and air any grievances. Since then, continual training has become an important part of the program’s success.

Property Manager Troy Mckellar has been working with Edon Management for almost seven years.

When Troy Mckellar heads to work, he never knows what the day will hold. Among the many things he likes about his job is the element of surprise that keeps him engaged in his role as Property Manager for one of Edon’s largest commercial clients.

It may sound daunting to oversee about 1 million square feet over several buildings, but Mckellar enjoys the unforeseen moments, which recently included supervising the repair of five leaks in the roofs of two large facilities after accumulated snowfall melted quickly.

At times like these, Mckellar is especially grateful to his staff.

“Honestly, I like the people. I like the atmosphere. There is never really a bad day,” he says.

Mckellar has been with Edon Management for nearly seven years, where he says he’s had nothing but positive experiences that have allowed him to grow in his career. He began in building operations, which involved duties such as responding to client requests, performing preventive maintenance and mechanical inspections. Eventually, he was approached by senior management for a larger role.

Mckellar eagerly took on the Operations Supervisor job learning the ins and outs of the client’s needs and specifications. This eventually led to becoming Property Manager, a job he’s had for around 2.5 years and one that added many new responsibilities.

Along the way, he has acquired facility management and real property administrator certifications, both of which helped him gain the skills for the maintenance and operation of buildings in a cost-effective manner. The Property Manager role has him overseeing a six-storey office tower, a couple of large buildings for storing massive machinery, as well as off-site distribution centres.

Mckellar’s team consists of 36 people, mostly in operations and caretaking. And much of the job entails responding to weather-related issues, such as snow removal – or the fallout of a heavy snowfall that caused a leaky roof.

“We are all hands on here,” he says of his team.

Mckellar says his advice for anyone thinking of a property management role is to seek out strong mentors.

“I’ve had a number of them, and I found it to be quite positive. Learning from a couple of different people it gives you a broader perspective,” he says. One person at Edon may approach a project one way and someone else another way. Weighing the various viewpoints allows you to figure out the best way to approach a task or project.

Mckellar describes his job as a bit of a hybrid – he digs into issues the client has brought to his team’s attention, and also spends a lot of time writing reports and programs, and drafting budgets for the client. There are also executive-level meetings to attend where there might be discussions about future opportunities for privately owned real estate or current build and renovation plans.  He’s also responsible for scheduling and working with contractors on various projects and tasks throughout the sites he oversees.

Through it all, Mckellar says, he needs to use his leadership skills while also being prepared to be hands-on.

“My leadership philosophy is based around a number of objectives: primarily leading by example, encouraging and motivating my peers through building a positive environment, setting goals and committing to them, and providing my team with the support they need as well as healthy communications.”

Success at managing client issues on a large scale always depends on keeping the lines of communication open, Mckellar says, with ongoing dialogue through email, phone calls and meetings. Because much of his job includes teamwork, Mckellar stands by this belief:  “Ultimately, being a strong leader comes down to the passion, dedication and commitment that inspires others to harness and propel similar values.”

Like businesses everywhere, Edon has had to adapt to an ever-changing workplace amid the COVID-19 pandemic. We recognize the challenges that this once-in-100-year health crisis has created for our nearly 500 employees and clients.

It’s hard to believe it’s been eight months since our world was turned upside down. But Edon’s work re-entry and workplace protocols have proven we can surmount the seemingly insurmountable and succeed. Our philosophy – even before the pandemic – can be summed up in what NBA star Michael Jordan stands by: “Obstacles don’t have to stop you. If you run into a wall, don’t turn around and give up. Figure out how to climb it, go through it, or work around it.”

And who would know better than some of our very own directors, along with their team members? They have had to adapt to new provincial guidelines, support new client requests, communicate in new ways with clients and employees, help staff navigate workplace protocols and offer support to individuals and team members when someone has to take time off work for potential exposure to COVID.

Here are some observations and tips for working in the pandemic from five of Edon’s managers and directors.

Tony Kuruvilla, Regional Director of Operations, South
Understanding clients’ needs and adapting
Our clients are in the same boat as us. Don’t forget that our customers have faced or are facing increased challenges to conduct their business, just like us. In some of our contracts, we can see the client is turning to us for guidance and support, such as disinfecting spaces through electrostatic spraying. It’s our job to support our clients, and it is an opportunity to fulfil Edon’s purpose of a worry-free solution. As our clients’ priorities shift, we need to ensure we’re changing with them and providing support.

We are now in the new normal. Things have changed and we have to conduct the same business in a different way. For example, we’ve adapted to using new meeting technology such as Zoom and Microsoft Teams. As well, our client’s site layouts have changed to accommodate physical distancing while allowing us to still interact with others.

Pro tip: Always take your laptop (or critical business tool) home with you every night.

Randy Hodl, VP, Corporate Services
Fostering a sense of security for employees
During times of unrest, companies must develop a sense of security for employees to continue to function. To bolster that sense of security we made numerous changes within the office environment, changing office protocols, such as traffic flow, meeting room protocols, identification of six-foot boundaries and a lot of communication.

Decision-making
Limited information and an overwhelming amount of inconsistent information can challenge decision-making at all levels of the company. The always-shifting government directives on COVID is one of the challenges. Another is how other companies made their changes, creating opportunities to determine new best practices.

Pro tip: Recognize that each team member requires varying levels of support and each must be individually managed. This is not the time to use “broad brush” policy and procedure.

Mike Kulak, Sr. Property Manager
Following protocols
The big lesson learned is how important it is to follow COVID guidelines. We encountered a positive COVID case and following Alberta Health Services contact tracing guidelines, self-isolation protocols were enacted. Thankfully, all of the test results have come back negative. This is a testament to the effectiveness of Edon’s protocols as we always use hand sanitizer, practice social distancing, wear masks when inside offices, and frequently sanitize common touch points, among other guidelines.

Pro tip: Remember to stay home if you’re sick.

Daniel Tower, Operations Manager
Empathy and a positive attitude
One key lesson is to be understanding with all of our team members as we live and work through these troublesome times. A potential COVID exposure requires team members to isolate from their place of work, their family, and friends. Some might feel shame at being potentially exposed, some regret they are not able to perform their duties, and some might be depressed about being isolated. Our team is a close-knit group and we all keep each other positive, especially when one of our team returns from a difficult quarantine period. There are no easy COVID scares but, with a little teamwork and a positive attitude, our Edon team is successfully living through, learning, and growing in this new world.

Pro tip: It remains vital to follow the proper protocols, especially when it comes to PPE (masks, gloves) as well as hand hygiene. We have all learned how to properly wash our hands to prevent the spread. It seems so simple but it makes such a big difference.

Tanya Shantz, Director of Asset Management
Timely & Open Communication
Whether it be communicating changes in building services, facilitating government financial assistance programs, addressing tenant requests or launching new pandemic related protocol, timely responses have never been so critical. This is especially true when considering health and safety as well as the long-term viability of the businesses located within the buildings we manage.

Adaptability
Change can and will happen even when you don’t expect it! It’s how you react and embrace change that will determine the outcome. With the shift from the workplace to remote work scenarios, people and businesses alike have had to adapt quickly. Whether it is the use of new technology, online etiquette, varying remote environments, modified service levels, mandatory personal protective equipment or physical distancing, our teams’ willingness to accept these changes and move forward together has resulted in a positive outcome and stronger team overall.

Pro tip: Since we are all in this together, transparency and open communication enables us to work more effectively as a team, lean on each other when in need and ultimately, provide better support to our customers and business partners alike.

The interviews have been done, your background checks are complete, and the job offer has been accepted and signed. It’s your first day on the job at Edon Management. You might be feeling a range of emotions: nervous, excited, or maybe relieved to have finally landed employment.

Now what?

It doesn’t matter if you’ve been hired as a cleaner, an operator, a building supervisor, an office administrator, or a director – no one gets thrown into their position without support.

Edon, with just under 500 employees, has hired 83 people in the past 12 months across Alberta. It’s a testament to its growth and success, and a good time to talk about the company’s onboarding process.

It is Edon’s goal to make sure each employee understands what the company does – providing worry-free building solutions to clients – but also learning its workplace culture, code of conduct and ethics. And of course, we’ll also fill you in on what you’ll be doing in your new role.

Day 1 – Orientation

On Day 1, new employees will be greeted by a Human Resources representative and given an orientation session. New hires will learn about the services Edon provides to clients, through a comprehensive PowerPoint presentation. There is an overview of Edon’s commitment to its many clients, the wide variety of properties the company works with, and the major programs and services offered, including safety and quality management. The training helps new hires understand the steps Edon takes to achieve a high quality of service through all levels of the operation.

From there, every new hire receives an internal safety orientation and Workplace Hazardous Materials Information System (WHMIS) training, the national safety standard for any workplace that deals with hazardous materials. WHMIS training takes about an hour to complete and is followed by a short quiz that earns you a signed certificate of completion.

The next 90 days

Once orientation is completed, training becomes aligned specifically to your individual role. Each position has a 90-day training document, detailing all of the information related to the job. This is a tailored training checklist for each role, and the document helps support both the manager and the new employee, so that nothing is missed. When the 90 days is completed, every employee should have a solid understanding of what the expectations are in their role.

Work-life balance

We are all busy people and Edon recognizes that our lives extend beyond the workplace. Supporting that idea, the company offers flexible work hours for a host of positions. For example, an employee, because of a particular home situation, may need to work earlier or later in the day, and the company makes every effort to accommodate these requests. When it comes to vacation time, Edon offers three weeks’ holidays for most positions, as well as paid personal time. The basic entitlement in many Canadian workplaces is two weeks.

Growing with the company

Edon is also committed to helping employees who want to further develop their skills and advance their careers. Managers are encouraged to have ongoing conversations with their staff regarding employment goals and objectives. For anyone wishing to pursue career development, this process can happen during the twice-a-year Performance Assessment and Training (PAT) review, a good time to set career goals, objectives, action plans and outcomes, with regular check-ins and follow-ups.

If an employee wishes to earn a certificate or diploma that dovetails with their career aspirations, Edon offers a tuition reimbursement program–as long as the course is related to their current role.

For example, if an Edon building operator wants to get a 4^th Class Power Engineer Certificate, they can work out with their manager how to accommodate school hours. Once the certificate is complete, the employee will be reimbursed 50 per cent of the cost. The remaining 50 per cent is paid once the employee has completed two years in that role. The same would apply to a property administrator, for example, who wanted to work towards their property management designation (RPA, FMA, or CPM). These types of advancements apply to many roles within the company.

Edon is willing to support employees who may want to move into different roles or take on more duties, such as a building operator who would like to transition into a supervisory position.

“We do support a lot of people with career growth, taking on more responsibility,” says Nichola Belsheim, Human Resource and Payroll Manager. “If people have the potential, we want to support that. It’s good for them, it’s good for us and that helps with employee retention.”

In a large, multi-faceted organization like Edon Management, we rely on our Centres of Excellence (COE) to ensure we deliver optimum value to our clients. Our COEs enable us to offer consistent quality throughout our operations, remain nimble, drive innovation and respond quickly to change – all vital to our clients and tenants and ultimately to our own business and employees.

Why does Edon have Centres of Excellence?

This is not just a passing corporate fad, but rather a shared philosophy that ensures all the moving parts of our business work together as “One Team.” Over three decades, COEs have grown to 12 units, collectively called EPlus, responding to the changing needs of our clients, tenants and employees. Edon’s Corporate Support Team is the glue that binds the entire team.

But that doesn’t mean there will always be only 12 competency centres. Our clients can be assured that, like any good organization, we are always evolving as our work changes, such as taking on new contracts or pivoting to unforeseen external factors. Each of the excellence centres works with the integrated whole to minimize challenges and get the job done to everyone’s satisfaction.

Every ship has a good captain and crew

Our integrated network reduces silos between groups and offers a consistent quality and communication process in our day-to-day business operations so that everyone can succeed in their workplaces and fulfill their responsibilities.

You can think of our EPlus COEs as a bit like a ship’s captain and crew. Every person on board needs to understand and agree on how the ship should operate, and on the most efficient and safe route to the destination. Each unit in our excellence centres makes sure everyone involved has the right tools for the job and the resources to navigate the most effective route. Yes, there might be some bumps along the way, but our unified approach makes the journey smoother.

Here are a few examples of our newer COEs that illustrate our responsiveness in the workplace:

• Our Pandemic Recovery Program (EPReP) was established to ensure a safe return to the workplace during the coronavirus and maintain the health of our clients, tenants and the public.
• Our Building Security program (ESecure) was created to respond to new contracts that require asset and building occupant protection through security guard services.
• Our Sustainability program (EGreen) is in response to a need for a safe, efficient and cost-effective environment that optimizes performance and reduces energy consumption.

How do our clients benefit?

Our “One Team” philosophy tells our clients that we have a strong support system in place, ensuring that all contracts run smoothly, ultimately fulfilling our clients’ and tenants’ needs. You’ll know that each of the centres are consistently monitoring and meeting KPIs and taking proactive measures to implement improvements and efficiencies, not just at the contract level, but also centrally at the corporate level.

Each of our COEs have qualified experts in fields such as Project Management, Quality Management, Human Resources, Safety, Sustainability, Caretaking, Grounds Care, Security and Facility Operations who develop best practices, train resources, and regularly audit to ensure compliance.

Accountability is another positive outcome of our COEs. Why? Because it allows not only managers, but also field level resources, to be accountable to our high operating standards – irrespective of contract or location.

The Edon promise

Our success is your success. That’s why when we obtain a new contract the COEs make sure a high level of service is established right from the start. Our business improvement philosophy is that the people we work with are integrated into our practices. This philosophy aligns with Edon’s process and culture, whether it’s an employee, client, subcontractor, supplier or any other interested party.

We want you to know that we pride ourselves on a customer-focused business approach. Our EPlus Centres of Excellence are a large part of what makes Edon the thriving business that it is today.