BDC Magazine - Online version December 2015 Issue - 216 | Page 34

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PROPERTY MANAGEMENT SPECIAL: MAINSTAY GROUP

David also comments on how the com-

tion of use to the sector as a whole. This is
something which Mainstay encourages
also: “Where we go, others follow. But you
can only do that really if you get people to
think on the wider impact of what they
do,” details David.
Acknowledging Mainstay's team as a
driving force for the business, Stephen comments: “Our business wouldn't be what it is
today without our people. Property management has become increasingly diverse
over the past few years and so you do need
to incorporate so many different types of
skills. We value our staff and, because we
look to entertain only the brightest and
most talented of people, we invest heavily
into developing their skills and creating
opportunities for them. We have a very
diverse training programme here with leadership opportunities, undergraduate and
graduate schemes, structured day to day

“Just recently we
asked the team
what training
they might like as
individuals and,
with only one or
two small
exceptions we
think we'll be
able to deliver
on all of those
requests within
the next year.”

pany looks to take this approach further in

David Clark,
Part Owner
and Chairman
of Mainstay

company's approach to staff management,

the coming years, both from Mainstay's
perspective, but also from that of the
employees themselves: “Just recently we
asked the team what training they might
like as individuals and, with only one or
two small exceptions we think we'll be able
to deliver on all of those requests within the
next year. That's a massive undertaking on
our part but it's important, particularly in a
market such as ours which is fairly liquid in
terms of staffing – people can and do usually move around. With us, however, our
staff is our greatest asset. We don't own
anything, we don't make anything and so
our asset is the individuals.”
It's no surprise that, as a result of the
Mainstay is increasingly being regarded as
an employer of choice, both regarding

training programmes, professional training

those looking to break into the industry and

up to IRPM and RICS, and we have even

those perhaps looking to relocate to a more

opened our own 'Mainstay Open Award

stable working environment – something,

Framework' which actively, and positively

as noted by David, to be quite rare in the

encourages staff to take advantage of the

property management arena. Though this,

training and development opportunities

in and of itself is testament to Mainstay's

which we have available.”

good name as an employer and role model
in responsible HR, and what this effec-

There are a wide variety of courses

tively brings to the company is some-

available for those in the employ of

thing truly outstanding.

Mainstay, and this list is seemingly
ever-expanding

alongside

the

DEVELOPING LONGSTANDING RELATIONS

needs of the industry and the staff
themselves. Current courses for
members of staff at all levels

As explained previously, the

include things such as: opera-

nature of the property management

tional health and safety type

industry

is

one

courses, national property

whereupon individual man-

workshops, communication

agers often struggle to find

skills,

continuity within specific

such

as

business

reports and letter writing and,

organisations

- a trait

in truth, just about anything

which can be attributed

Mainstay decides could either

most likely to the volatile

support the development of its

nature of the market and

team as individuals or offer a

the workload placed upon

more expert solution to its

individual managers. Not

clients: “There are all sorts of

only

does

Mainstay

training courses which appeal to all

ensure that its managers

members of staff at all levels of the

are given sensible work-

company,” adds Stephen further.

loads so that they can
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