Run - Manager Park7 Employee Review

Park7 has consistently operated with very little structure or long-term planning. The lack of organization did not stem from recent sale changes,it has always been this way. There are no clearly defined company values, mission statement, or consistent recognition for long-tenured employees. Operations are largely reactive, with leadership addressing issues only once they have already become problems, rather than planning ahead to prevent them. On-site teams are told to “run their property like a CEO,” yet are given no actual tools to do so. Budgets are never shared, and while costs must be approved through internal systems, sites have no visibility into what will or will not be approved or how much they are allowed to spend. This makes ordering basic operational needs confusing and inefficient. Employees are expected to manage expenses responsibly without knowing their financial boundaries, which creates unnecessary stress and guesswork. Performance management is inconsistent. Formal annual performance reviews are rarely scheduled, and there is no structured annual bonus program. The only bonus typically offered is a “turn” bonus during peak season & a honey baked ham for Christmas, despite employees working extreme hours under intense pressure. During turn, teams are often given as little as three days to flip hundreds of student units—with residents moving out early in the week and new residents moving in by Friday morning. This is done to avoid losing rent, but it places an enormous physical and mental burden on site staff with little additional compensation or support just to gain an extra month of rent with no real bonus that is worthy. Support feels disconnected from on-site realities ( they know it and they don't care). Many corporate roles appear focused on keeping team status indicators “green” rather than producing measurable output. Working from home seems notably flexible and low-pressure for some corporate members, While on-site staff are expected to absorb constant operational challenges with no help or answers from their desk. In one marketing call meeting a support member openly discussed their recent raise and how they planned to spend it, rather than focusing on marketing strategy or leasing performance, which highlighted a lack of professionalism and awareness. Very dilly dally energy. ANY technology is underutilized across the organization. Key systems are not used to their full potential, competitive reports are largely manual, and marketing tools, websites, and social media feel outdated compared to industry standards. Meetings and initiatives that could be planned months in advance are often scheduled last minute with urgent deadlines. Training is minimal, follow-up is rare, and employees are frequently held accountable for tasks they were never properly trained to perform. Maintenance and capital needs at properties are often delayed or ignored, particularly at older assets, leading to safety concerns and leasing challenges. Vendor relationships have suffered due to slow payments or lack of follow-through, making it difficult to resolve issues quickly. PTO boundaries are inconsistent, with employees regularly contacted during time off. HR does not feel like a confidential or reliable resource, discouraging employees from raising concerns.