Property Manager Job Description: Role Summary, Duties, and Hiring Template

Use this property manager job description to post a clear, compliant job ad, then customize it by property type and seniority. It includes KPIs, interview prompts, and compensation tips so you can hire confidently. Updated 2025.

Quick Template: Copy‑Ready Property Manager Job Description

Copy, paste, and replace bracketed text to fit your portfolio and policies.

Job Summary (2–3 sentences)

[Company] is hiring a [Property Manager/Community Manager] to oversee [number] [units/sq. ft.] across [asset type: multifamily, single‑family, commercial, HOA]. You will lead leasing, resident relations, maintenance coordination, budgeting, and compliance to achieve occupancy, collections, and service goals. Success looks like stabilized occupancy, low delinquency, on‑time work orders, and strong owner/board satisfaction.

Key Responsibilities (10–14 bullets)

Lead leasing and marketing to meet occupancy and revenue targets.
Manage the resident/tenant lifecycle: showings, screenings, move‑ins/outs, and renewals.
Collect rent, enforce policies, resolve delinquencies, and coordinate legal actions when required.
Triage maintenance requests; dispatch vendors/techs; meet service‑level agreement (SLA) timelines for emergency and routine work orders.
Oversee property turns; plan preventative maintenance and capital projects.
Conduct regular inspections (move‑in/out, seasonal, safety) and document findings.
Prepare and manage annual operating budgets; approve invoices; track NOI against plan.
Produce monthly owner/board reports: financials, KPIs, variance notes, and action plans.
Negotiate and manage vendor contracts; ensure insurance/waivers and performance.
Ensure compliance with landlord‑tenant laws, Fair Housing, habitability standards, and HOA/lease rules.
Maintain accurate records, trust accounting integrity, and required notices/documentation.
Support reputation management: resident communication, surveys, and online reviews.
Partner with leasing/assistant/maintenance teams; escalate risks and recommend improvements.
Uphold safety, risk management, and incident reporting procedures.

Qualifications & Skills

Required: 2–5 years in property management or related real estate operations.
Required: Proficiency with property management software (e.g., AppFolio, Buildium, Yardi) and Excel.
Required: Working knowledge of Fair Housing and local landlord‑tenant laws.
Required: Strong communication, conflict resolution, and vendor negotiation skills.
Preferred: Relevant credential (IREM ARM/CPM, NAA CAM, BOMI RPA, or CAI CMCA for associations).
Preferred: Real estate license where required by state or managing brokerage.
Preferred: Budgeting, CAM reconciliation (commercial), or association board coordination (HOA).

Requirements & Working Conditions

Valid driver’s license, reliable transportation, and ability to travel between properties.
Ability to lift/move up to 25 lbs. and climb stairs/ladders for inspections as needed.
Schedule: Full‑time; occasional evenings/weekends; rotating on‑call coverage.
Background and reference checks per company policy; eligibility to work in [country].
Licensing: [State] real estate/property management licensing per role scope.
EEO: [Company] is an Equal Opportunity Employer. We welcome applicants of all backgrounds and encourage candidates who meet most, but not all, requirements to apply.

Compensation & Benefits (with KPI-linked incentives)

Base salary: [$X–$Y] commensurate with portfolio size, market, and experience.
Bonus: [5–15% of base] tied to KPIs (collections, occupancy, renewals, NOI, SLA adherence).
Differentials: On‑call stipend; leasing/renewal bonuses where applicable.
Benefits: Health, dental, vision, 401(k) with match, PTO, paid holidays.
Perks: Mileage reimbursement per IRS rate, phone stipend, education/certification reimbursement, [housing discount for onsite roles].

Customize by Property Type and Seniority

Use the notes below to tailor responsibilities, requirements, and KPIs to your asset class and role level.

Residential Property Manager (multifamily/single-family)

Residential roles emphasize leasing velocity, renewals, service quality, and fast turns. For single‑family, geographic spread and vendor networks matter; for multifamily, onsite team leadership and amenity operations are key. Highlight practical metrics and workflows that speed decisions and protect compliance.

Highlight leasing pipeline metrics: days‑to‑lease, app‑to‑lease conversion, and renewal rate.
Add unit turn targets: 3–5 days (multifamily) or 7–10 days (single‑family).
Emphasize resident communication, community standards, and Fair Housing fluency.
Include oversight of onsite leasing/assistant staff and maintenance techs.
Note after‑hours emergency response and seasonal maintenance (e.g., HVAC, snow/landscaping).

Commercial/Industrial Property Manager

Commercial PMs balance tenant relations with advanced financials and building systems. Expect complex leases, operating expense recoveries, and vendor/contract oversight. Clarify technical scope and reporting expectations to set appropriate seniority and pay.

Add CAM budgeting and annual expense reconciliations; explain gross vs. NNN lease nuances.
Include TI coordination, certificate of insurance tracking, and access/safety compliance.
Call out MEP systems, preventative maintenance schedules, and elevator/fire life‑safety inspections.
Track KPI mix of occupancy, leased vs. physical occupancy, collections, and operating expense variance.
Preferred credentials: BOMI RPA, IREM CPM; experience with Yardi/RealPage and COI platforms.

HOA/Community Association Manager

Association managers work for the board to enforce covenants, manage dues, and coordinate common‑area assets and vendors. Board governance, meeting cadence, and covenant processes shape daily priorities. Specify association counts and amenity complexity to set workload expectations.

Emphasize board meeting prep, minutes, and execution of resolutions.
Include covenant enforcement, architectural review workflow, and appeals handling.
Note dues/assessment collections, delinquency mitigation, and reserve study planning.
Vendor oversight for landscaping, pools, gates, security, and community events.
Preferred credentials: CAI CMCA/AMS/PCAM; familiarity with state HOA statutes.

Assistant vs Senior Property Manager

Differentiate autonomy, decision rights, and KPI ownership to set expectations and growth paths. Clear role lines reduce escalations and help candidates self‑select. Note reporting relationships and site counts to anchor scope.

Assistant PM: Support leasing, notices, invoicing, work order coordination, resident communications; exposure to budgets and reporting.
Property Manager: Own day‑to‑day operations, KPIs, vendor contracts, and budget execution.
Senior/Regional PM: Oversee multiple sites/teams, capex planning, pro formas, escalations; mentor staff and drive portfolio‑level KPIs.
Scale ratios: Assistants typically support 1–2 PMs; seniors manage 3–6 sites or 1–3 PMs.

Core Responsibilities Explained (What Property Managers Do)

This section clarifies how core duties drive outcomes and compliance.

Leasing & Marketing Vacancies

Property managers plan pricing, promotions, and listing distribution to convert leads into signed leases. Strong ad copy, fast response times, and smooth tours reduce days‑vacant. For example, syndicating to major ILS sites and enabling self‑guided touring can cut time‑to‑lease by several days. The goal is a predictable pipeline that sustains target occupancy.

Rent Collection, Delinquencies & Evictions

Collections safeguard cash flow and NOI. PMs set clear payment policies, monitor ledgers, and escalate from reminders to repayment plans to legal action per state law. A structured timeline—notice to pay/quit, filing, court, and possession—reduces losses and legal risk. Consistency plus empathy improves cure rates while protecting compliance.

Maintenance, Repairs & Vendor Management

Effective maintenance blends preventative schedules, quick triage, and cost control. PMs categorize emergencies vs. routine, dispatch vendors/techs, and track SLAs (e.g., life‑safety within hours; routine within 24–48 hours). Vendor pre‑qualification, W‑9/COI collection, and rate cards keep quality high and surprises low. Clear scopes and photo documentation reduce disputes and drive accountability.

Inspections, Risk & Compliance

Regular inspections catch small issues before they become expensive or unsafe. PMs document conditions, enforce habitability, and coordinate insurance claims when needed. Fair Housing and reasonable accommodations require consistent policies and written records. Good documentation is the best defense in audits, disputes, and renewals.

Budgeting & Financial Reporting

Budgets translate strategy into monthly targets and variance controls. PMs forecast income/expenses, manage CAM reconciliations (commercial), and produce owner/board reports with KPIs and variance commentary. For example, explain a utility variance and corrective actions like retrofits or vendor rebids. Transparent, timely reporting builds trust and enables decisions.

Resident/Tenant Relations & Retention

Service quality drives renewals and reputation. PMs set communication standards, resolve issues quickly, and recognize resident milestones. Proactive renewal offers and maintenance follow‑ups can lift retention several points, compounding NOI over time. Happy residents are your best marketers and your cheapest turns.

Licensing, Certifications, and Software Tools

Use this section to set compliant requirements and raise the bar on candidate quality.

License Requirements (by state overview + resources)

Many states require a real estate license to market, lease, or manage property for a fee; some exempt salaried onsite residential managers working under an owner/agent. Association managers in states like Florida need a CAM license for larger HOAs/condos, and broker supervision is common for trust accounting. Always verify with your state real estate commission or licensing board and align your JD with your supervising brokerage’s compliance policies. When in doubt, state “license required or ability to obtain within [X] months.”

Recognized Certifications (IREM CPM, NAA CAM, BOMI RPA)

Industry credentials signal training, ethics, and readiness for complex portfolios. For residential, NAA CAM and IREM ARM are strong mid‑career designations; CPM suits senior/portfolio leaders. Commercial candidates with BOMI RPA demonstrate building operations and financial depth. For HOAs, CAI’s CMCA/AMS/PCAM map to increasing board/governance complexity. Use “preferred” to widen your funnel unless your portfolio demands advanced skills.

Property Management Tech Stack

Right‑sizing your tools improves speed and accuracy; list the platforms candidates will use.

Small portfolios: TenantCloud, RentRedi, Avail, Buildium Essential; QuickBooks for accounting.
Growth/mid‑market: AppFolio, Buildium Growth, Rent Manager; Property Meld or UpKeep for maintenance; HappyCo or zInspector for inspections.
Enterprise: Yardi Voyager, RealPage, MRI; COI tracking, BI dashboards, and AP automation.
Communication: Resident portals, SMS, call tracking, and CRM for leasing workflow.
Access and tours: Smart locks, self‑guided tour tools, and ID verification.
Compliance/records: E‑signature, document management, and trust accounting controls.

KPIs and Performance Metrics for Property Managers

Define outcomes up front so you can manage, coach, and bonus fairly.

Occupancy, Renewal Rate, Delinquency, Work-Order SLAs

Occupancy: Stabilized multifamily 95–97%; single‑family 92–96% depending on seasonality; commercial targets vary by market and lease roll.
Renewal rate: Multifamily 45–55%; single‑family 50–65%; commercial often 60%+ on expiring suites.
Delinquency (30‑day): Residential ≤2%; commercial ≤1% with exceptions for negotiated workouts.
Work orders: Emergencies within 2–4 hours; routine within 24–48 hours; unit turns within 3–5 days (MF) or 7–10 days (SFH).
Bonus add‑ons: Online review ratings, response time under one business day, and inspection completion rates.

Reporting Cadence and Owner Satisfaction

Set a monthly reporting cadence with mid‑month check‑ins for variance risks. Pair financials with KPI dashboards and a one‑page narrative of actions and asks. Quarterly business reviews help align capex and rent strategy. Track owner/board satisfaction via periodic surveys; aim for a positive trend and actionable feedback loops.

Compensation Benchmarks (Salary, Bonus, and Differentials)

Use benchmarks to set competitive, performance‑aligned offers; adjust for metro, asset complexity, and team scope.

National Medians and Metro Adjustments

According to the U.S. Bureau of Labor Statistics (BLS) for Property, Real Estate, and Community Association Managers, the May 2023 median annual wage was approximately $60,000–$61,000, with the typical middle range spanning the mid‑$40Ks to low‑$80Ks. Large metros and Class A assets often command 10–30% premiums; HOA portfolio managers’ pay varies with association count and complexity. Cross‑reference BLS and real‑time sources (e.g., Glassdoor, Indeed) for your metro before posting.

Bonus Structures Tied to KPIs

Tie variable pay to outcomes the PM controls. Common designs include 5–15% of base tied to collections, occupancy, renewals, NOI vs. budget, and SLA adherence. Residential roles may add per‑lease or per‑renewal bonuses; commercial roles may include CAM accuracy and tenant satisfaction. Keep formulas simple, transparent, and paid quarterly to reinforce behavior.

On-Call, Vehicle, and Phone Stipends

Clarify after‑hours coverage and pay. Many firms add a rotating on‑call stipend, overtime eligibility per law, and time‑in‑lieu policies. Provide mileage reimbursement at the IRS standard rate, or a vehicle allowance for heavy travel. Phone and data stipends are common; onsite roles sometimes include housing or rent discounts.

Interview Toolkit: Questions, Scenarios, and Scorecard

Standardize your process to reduce bias and improve signal.

Behavioral & Scenario-Based Questions

Tell me about a time you reduced delinquency—what steps and timeline did you use?
A prospect alleges discriminatory treatment after being denied: walk me through your response.
A chiller goes down at 6 p.m. on Friday—how do you triage, communicate, and document?
Your budget is trending 5% over on repairs: what levers do you pull and how do you report it?
Two residents are in conflict—how do you de‑escalate and close the loop?
Describe your make‑ready process and typical turn timelines.

Practical Assignment (Mini Case)

Provide a small packet: a delinquency list, three maintenance tickets, a variance report, and a Fair Housing complaint email. Ask for a 24‑hour action plan, tenant communications, vendor dispatch notes, and a one‑page owner update. Evaluate clarity, compliance awareness, prioritization, and math accuracy.

Scorecard Template (Skills, Experience, Culture Add)

Score 1–5 across:

Legal/compliance judgment (Fair Housing, notices, documentation)
Operations (leasing pipeline, maintenance SLAs, turns)
Financial acumen (budgets, CAM, reporting)
Communication and conflict resolution
Software proficiency and data hygiene
Ownership mindset and teamwork
Use structured notes; require consensus on must‑have thresholds to keep evaluations fair and EEO‑aligned.

30-60-90 Day Plan for New Property Managers

Give new hires a runway tied to KPIs and relationships.

Days 1–30: Learn portfolio, meet owners/boards/tenants, audit leases and ledgers, review vendor contracts and SLAs, and validate access, keys, and life‑safety. Establish reporting calendar and quick‑win maintenance items.
Days 31–60: Tune pricing/marketing, implement delinquency workflow, normalize work order triage, and draft budget or reforecast with early variance notes. Launch renewal offers and resident touchpoints.
Days 61–90: Present KPI trends, finalize preventative maintenance plan, rebid underperforming vendors, and propose capex priorities. Lock bonus metrics and meeting cadence going forward.

FAQs

Do property managers need a real estate license?

Often yes, if you market, lease, or manage for a fee—requirements vary by state. Some states exempt salaried onsite residential managers or limit trust accounting to broker supervision; association managers in certain states need a CAM‑type license. Check your state real estate commission and align your JD with its rules and your brokerage policy.

How many units can a property manager handle?

Rules of thumb vary by asset and support: single‑family 100–150 doors per PM with leasing/maintenance support; garden‑style multifamily 150–250 units with onsite staff; commercial 300–600k sq. ft. depending on mix and complexity; HOA managers often handle 6–12 associations (roughly 1,200–2,500 units) depending on board activity. Adjust for class, condition, seasonality, and tech.

What’s the difference between a property manager, community manager, and facilities manager?

Property managers own financial/operational outcomes and compliance. Community managers often emphasize resident experience, events, and front‑of‑house operations within the PM’s financial framework. Facilities managers focus on building systems, maintenance, and vendor work—often reporting to or partnering with the PM. Choose based on whether your primary need is financial/tenant management, community engagement, or building systems.

What software should a property manager know?

Common platforms include AppFolio, Buildium, Yardi, Rent Manager, and RealPage; inspections via HappyCo or zInspector; maintenance via Property Meld or UpKeep; e‑signature and resident portals; and basic Excel. Smaller portfolios may use TenantCloud or RentRedi plus QuickBooks integrations.

Downloadables

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JD Templates (Residential, Commercial, HOA, Assistant/Senior)

Residential Property Manager JD: Emphasize leasing velocity, renewals, unit turns (3–5 days MF; 7–10 days SFH), Fair Housing, maintenance SLAs, and resident satisfaction KPIs. Include software (AppFolio/Buildium), on‑call, and EEO statement.
Commercial Property Manager JD: Add CAM budgeting/reconciliations, lease abstracts, TI coordination, COI tracking, MEP systems, and vendor contracts. Prefer BOMI RPA/IREM CPM; include Yardi/RealPage.
HOA/Community Association Manager JD: Focus on board governance, covenants/ARC, dues collections, reserve planning, and community vendor oversight. Prefer CAI CMCA/AMS/PCAM.
Assistant vs Senior PM JD: Split duties into support vs ownership of KPIs, budgets, vendor contracts, and team leadership. Include growth path and certification reimbursement.

Interview Scorecard & 30-60-90 Plan

Scorecard: Rate legal judgment, operations, financial acumen, communication, software, and ownership. Require evidence‑based notes and panel debrief.
30‑60‑90: Use the plan above; plug in your properties, SLAs, budget dates, and KPI targets. Add weekly 1:1s and a 45‑day check‑point for support and course‑correction.