6 Key Strategies for Addressing the Challenges of Floating Property Management Teams

Floating property management is an effective model for dealing with staffing shortages. It ensures that you always have a flexible, mobile team that moves between properties based on need so that there’s hardly any role that’s left vacant. But anyone who’s tried to manage floating teams knows the reality isn’t that simple.

Floating staff often have to deal with last-minute scheduling, miscommunications, and even constant pressure to adapt to new environments. If the situation isn’t managed correctly, it can easily lead to burnout, service inconsistencies, and high turnover—the exact opposite of what you were aiming for.

So, how do you keep this effective model from becoming a logistical disaster? The key is to learn to tackle the challenges head-on while managing team expectations.

Why Addressing the Challenges Floating Teams Face Isn’t Optional

Anyone who runs a business knows that employees are the heartbeat of an organization—and because of this, it’s important to look after their well-being. Research has consistently shown that employees’ well-being directly impacts productivity, engagement, and overall company performance.

For example, a meta-analysis of 339 independent research studies comprising data from 1,882,131 employees and 82,248 business units found a strong positive relationship between employee well-being and desirable workplace outcomes, including higher productivity and lower turnover rates.¹ One of the most significant contributors to an employee’s overall mental and physical well-being is usually workload-related.²

A 2024 release by the National Apartment Association (NAA) provides a deeper perspective. According to the report, about 34 percent of property managers say they lack good work-life balance, which can be tied back to overburdening workloads.³ Many of these property managers report how the heavy workloads negatively affect their mental and physical health.

Studies have also shown that employees who experience chronic work-related stress are more likely to suffer from mental health issues like burnout and depression.⁴ When this happens, they often disengage, struggle to perform at work, and usually leave their jobs entirely. And the impact doesn’t stop there—whether it’s turnover, lost productivity, or low engagement, the cost of unmanaged workplace stress is estimated to be around $300 billion annually for U.S. employers.⁵

The good news is NAA’s 2024 report shows that 83% of property managers are happy with their jobs. A solid reason for this is that they feel supported by the management. Support can take different forms, but at the end of the day, it boils down to taking steps to address the challenges team members face at their jobs. In the next section, we’ll examine strategies you can take to make your floating team feel well-supported at their jobs.

6 Workforce Management Tips to Make Your Team Feel Supported

Here are six ways to solve the common workforce challenges floating teams face so you can give your team the support they need.

1. Scheduling Needs to Be More Than Just “Fair”

Rotating employees evenly between properties sounds like a fair system. But in reality, not all properties are the same, and not all shifts feel equal. Some locations are high maintenance, constantly dealing with tenant issues and repairs, while others run smoothly with minimal intervention.

If scheduling doesn’t account for these differences, some employees will feel like they’re always stuck with the most demanding jobs, while others seem to have it easy.

A fair system isn’t just about dividing shifts evenly—it’s about creating balance. Some properties need consistent staffing because tenants expect familiar faces. Others can work with a rotating team as long as everyone is appropriately trained. Instead of moving employees around at random, it’s better to assign them based on property needs, skill sets, and even their own preferences when possible.

Let employees see how assignments are made and allow them to swap shifts when needed. If possible, have them rank preferred locations—not so they always get their first choice, but so managers can factor in what works best for both the team and the properties.

2. Avoid Throwing Employees into New Properties Without a Plan

Floating employees may walk into a property without knowing where things are, how maintenance requests are handled, or who to contact if something goes wrong. This can slow them down, make them feel unsupported, and lead to errors, delays, and frustration for both employees and tenants.

A common solution to this challenge would be to “standardize processes,” but no two properties are identical. Trying to force every location into the same system might not work as expected. Instead, the better approach is to prepare employees for each property’s unique setup before they start working there.

Create a quick cheat sheet that includes key contacts, common tenant issues, maintenance procedures, and a basic floor plan. This way, employees don’t have to figure everything out on the spot. For properties with frequent floating staff, assign a regular “anchor employee”—someone who’s always there and can be the go-to for floating team members when they need help.

3. Communication Can’t Just Be a Group Chat

Most teams rely on group texts, emails, and occasional meetings to keep everyone informed. But when it comes to real estate management, that might not be enough. Employees constantly moving between properties need a clear, structured way to stay updated—otherwise, they waste time figuring out what’s been done and what still needs attention.

To address this challenge, use centralized, accessible updates. You can achieve this by creating:

A shared digital board (Google Docs, Notion, or a management app) with daily notes on tasks, issues, and property updates.
Short, recorded video updates from managers instead of long emails that no one reads.
A simple check-in/check-out system where employees log what they worked on so the next shift knows what’s been completed.

This way, employees no longer have to ask the same questions or redo tasks that were already handled.

4. Employee Burnout Isn’t Just About Hours—It’s About Control

Burnout doesn’t just come from long hours or heavy workloads—it comes from feeling like you have no control over your job. One of the most effective ways to combat this is to let employees have a say in their assignments.

If a team member prefers specific properties, prioritize them when possible. While full customization may not always be feasible, simply considering preferences when making assignments can make employees feel more valued and respected.

Predictability also matters. Even in a floating model, creating some structure can go a long way. Instead of assigning employees randomly each week, establish a more consistent rotation. For example, having employees rotate between the same three or four properties regularly allows them to become familiar with each location’s operations, reducing stress and improving efficiency.

Lastly, acknowledge the extra effort your floating team puts in. Unlike fixed-location staff, they constantly have to adapt to different work environments, which requires additional mental effort. Even small gestures—such as reimbursement for travel, extra time off, or public recognition—can make a big difference in keeping morale high and reducing turnover.

5. The Right Tech Makes Everything Easier—If It’s Rightly Used

Many people invest in fancy software, but it only pays off if everyone uses it correctly. If half the team still relies on group texts while the other half logs everything in an app, it might lead to more confusion.

So, it’s crucial to pick a simple, mobile-friendly system that doesn’t require a 30-minute training session every time someone needs to log in. This way, it’s easy enough for everyone to navigate.

6. Company Culture Still Matters, Even Without a Fixed Office

Floating employees don’t have a home base, which makes it easy for them to feel disconnected. They don’t get the small talk in the office or the daily interactions that help build relationships.

To fix this, make deliberate efforts to build culture:

Hold in-person meetups whenever possible, even if they’re just casual lunches.
Recognize floating employees publicly for their work.
Make sure managers check in regularly—not just about work, but about how employees are feeling.

Get the right people for the right workforce strategies with The Liberty Group.

Even with the best strategies, success ultimately depends on having skilled, reliable professionals who can adapt to multiple properties and keep operations running smoothly. That’s where The Liberty Group comes in.

As a leading staffing partner in property management, The Liberty Group connects companies with top-tier talent, from property managers to leasing professionals and maintenance teams, ensuring you have the workforce to support your operations—whether for temporary coverage, direct hires, or specialized floating team solutions. If you’re looking to build a more efficient and adaptable real estate team, we’re here to help.

Contact us today, and let’s find the professionals who will keep your properties—and your business—running at their best.

References:

Global Happiness and Well-being Policy Report 2019. Global Happiness Council, Sustainable Development Solutions Network, Accessed 19 Feb. 2025, s3.amazonaws.com/ghwbpr-2019/UAE/GH19_Ch5.pdf.
“Mental Health at Work.” World Health Organization, 2 Sept. 2024, www.who.int/news-room/fact-sheets/detail/mental-health-at-work.
“The Voice of the Property Manager: Assessing the State of Property-Management” National Apartment Association, 2024, www.naahq.org/sites/default/files/2024-09/NAA_VOPM2024%20FINAL%20copy.pdf.
Salama, Wagih, et al. “Impact of Work Stress and Job Burnout on Turnover Intentions among Hotel Employees.” International Journal of Environmental Research and Public Health, vol. 19, no. 15, 7 Aug. 2022, pmc.ncbi.nlm.nih.gov/articles/PMC9368148/.
“What Is the True Cost of Work-Related Stress?” The American Institute of Stress, 20 Apr. 2022, www.stress.org/news/what-is-the-true-cost-of-work-related-stress/.