What Is Really Causing Today’s Extreme Talent Shortage

The best strategy for winning today’s talent wars is to retain your skilled employees by fighting the top causes of turnover.

By Bruce Tulgan For Training

After huge recent fluctuations in the labor market—record low unemployment before the pandemic, record job losses during, and record re-hiring in the aftermath—employers are facing more severe talent shortages than any time since we at RainmakerThinking began our workplace research in 1993.

While the particulars differ by geography, industry, skill specialization, and level, the evidence of talent shortages is widespread:

  • Voluntary unplanned turnover (the “quit rate”) is increasing.
  • Pent-up departure demand (the “want to quit rate”) also is increasing.
  • Open-position and time-to-hire rates are increasing.
  • Early voluntary departure of new hires (less than eighteen months) is increasing.


Many observers point to acute, post-pandemic, presumably short-term factors:

  • Workforce burnout and depression
  • Fear of infection—causing fear of returning to the workplace
  • Extended unemployment and other benefits
  • Increased family care needs
  • Location disruption
  • Specific industry changes (for example, health care, restaurant/hospitality, public safety)
  • Hastened retirements or career pausing
  • Postponed schooling/training/graduation leading to delayed workforce entry

While most of these acute factors above will ebb with time, there also will be lasting echoes, especially given the longer-term trends that have been steadily transforming the employer-employee relationship:

  • Globalization and technology have reached a point where the world is so highly interconnected and rapidly changing that adaptability has replaced stability as the strategic imperative.
  • Institutions must be flexible, above all else, so employers can no longer even pretend to offer job security to even the most loyal employees.
  • Individuals must fend for themselves and their families, so employees must be prepared to sell their work to the highest bidder, in whatever currencies the individual may value (money, time, location, or otherwise).
  • Employer-employee relationships become less and less long-term and hierarchical and more and more short-term and transactional, and new modes of work continue to emerge (first there was temping, part-timing, and consulting; and now the gig economy).
  • Employers have learned from the pandemic that they must be even more lean, flexible, and adaptable (read, smaller real estate footprints and fewer permanent workers) going forward; and many employees, for their part, are recalibrating their career ambitions and plans, opting—at least for now—for more life in the balance with work.

Meanwhile, the supply-and-demand curve for employees promises to be unforgiving to employers for the foreseeable future:

  • For jobs that require technical training and certification, whether, through a professional degree or apprenticeship to a skilled tradesperson, the pipeline is not keeping up with market needs.
  • For those service jobs that do not require training and certification, there are shortages of candidates with the soft skills necessary for optimum performance.
  • Organizations with significant “age bubbles” (those born before 1965) will begin to feel the steady effects as the oldest, most experienced employees retire. Those retirees take with them the skill, knowledge, wisdom, institutional memory, and relationships developed during their tenures.
  • By 2022, individuals born in 1990 and later will comprise more than 33 percent of the North American workforce, with similar figures for Western Europe and Japan and even higher percentages in parts of South America, Africa, and Asia. Organizations with high percentages of young workers will face an increasingly transactional workforce, not hesitating to request greater flexibility in their working arrangements.

The Talent Wars Are Costly

When open-position and time-to-fill rates are high, your teams remain perpetually understaffed. There are five costs:

  1. Sales realization opportunities are lost and over-promised-purchasers are ultimately disappointed due to lack of capacity to fulfill the demand for the work necessary to deliver your services and products.
  2. Current staff members become overcommitted as they seek to fill in work in positions that remain unfilled; overcommitment syndrome leads to mistakes, delays, relationship friction, diminished morale, and burnout—ultimately leading to increased turnover.
  3. Overtime costs increase.
  4. Perpetual understaffing workarounds become entrenched bad habits, leading the team further and further away from best practices.
  5. New hires do not get enough attention in the onboarding and up-to-speed training process.

That’s why one of the worst things that can happen nowadays is when one of your valued employees decides to leave. So why do good people leave even unexpectedly when you wish they would stay?

Top 4 Causes of Early (Within 2 Years) Voluntary Departures

There is great consistency in data over more than two decades, including the last two years, in the top causes of early voluntary departures among newly hired employees:

  1. Buyer’s remorse or overselling the job: When the newly hired employee is very disappointed by the real conditions of the job as compared with representations or promises made during the hiring process.
  2. Inadequate onboarding and/or up-to-speed training process: When the first days and weeks of a new hire’s employment are not rigorously scheduled with interactions, experiences, and assignments designed to make a connection between the new hire and the organization—its mission, values, history, culture, people, and work—and transfer to the new-hire ownership of at least one concrete task, responsibility or project.
  3. Hand-off to a disengaged or unsupportive manager: When the manager does not provide clear expectations, regular feedback about performance, resource planning/troubleshooting/problem-solving, credit, or reward for performance.
  4. Limited flexibility when it comes to assignments, schedule, location/workspace, or other preferred work conditions.

While much hiring was postponed during the pandemic, where hiring was occurring, some of the underlying conditions contributing to these causes were exacerbated, leading to unnecessary hiring failures. At the same time, some new hires suffering these causes may have hesitated to leave their jobs during the pandemic, even if they had concluded that taking the job was a mistake.

When employees (new hires or longer-term) decide to quit—but not until “the time is right”—we call this “leaving in your head,” or “leaving without leaving.” This phenomenon is sometimes the explanation for diminished performance or bad attitude from a previously “good” employee.

Leaving without leaving is also a big component of pent-up departure demand.

Top 5 Causes of Current Pent-up Departure Demand/Mid-Stage Voluntary Departures

The top causes of current pent-up departure demand in today’s workforce also overlap with data over the last two decades regarding top causes of middle-stage (two to five years) voluntary departure:

  1. Overcommitment syndrome for an extended period with no end in sight: Siege mentality (incoming assignments, requests, opportunities feel like an assault); burnout.
  2. Disengaged or unsupportive manager: When the manager does not provide clear expectations, regular feedback about performance, resource planning/troubleshooting/problem solving, credit or reward for performance; or efforts to provide some flexibility when it comes to assignments, schedule, location/workspace, and other work conditions.
  3. Limited flexibility when it comes to assignments, schedule, location/workspace, or other preferred work conditions.
  4. Lack of career path: No clear steps toward role/position growth or advancement.
  5. Relationship conflict: Cliques, ringleaders, or other exclusionary social formations.

Again, the pandemic—with its attendant dangers, fears, lockdowns, supply chain disruption, market volatility, and other pressures—exacerbated many conditions underlying these causes. While many people did leave jobs (or the workforce altogether) during the pandemic, many others have stayed in place waiting for the right time to leave. As hiring soars to record highs in the post-pandemic era, quit rates also are soaring as pent-up departure demand is released.

What Can You Do?

Your #1 strategy for winning today’s talent wars is to retain the valued employees you already have by fighting these top causes of turnover. You’ll save yourself the costs of replacing that valued employee—the costs of recruiting, onboarding, and up-to-speed training for a replacement. You’ll keep earning a return on investment in the recruiting, onboarding, and up-to-speed training investment you have made in your existing employees. You’ll prevent disruption and increased work burdens that could affect the rest of your employees. You’ll prevent diminished morale and copycat departures. And the more you control turnover among good employees, the more robust your bench strength of home-grown talent who could be available for other positions throughout the organization. While you cannot control the large acute factors and the long-term macro factors driving the larger talent shortage, you CAN fight the causes of turnover in your own team/organization among your own talent. That is the first strategy.

Voices & Vignettes From CMCAs

As CAMICB continues to celebrate its 25th anniversary, we reached out to CMCAs who’ve held the credential for 25, or more, years. Many CMCAs graciously offered to share their experiences, highlights, career paths and advice with us. 

Kelly Lynn Reznicek, LCAM, CMCA, AMS, PCAM is the Director of Community Management for Inframark, AAMC in Katy, Texas. When Kelly started in the association management business, she was very young and eager to make a difference. She read everything she could about being a professional manager and attended all available training programs. Said Kelly, “I was thirsty for knowledge and eager to take the M-100 class. After the class, I studied for the CMCA exam and passed on my first try. Earning the CMCA credential immediately added value to my company and increased my salary. It also proved to my colleagues that I was committed to my education and being a professional community association manager.”

Kelly’s favorite part about being a professional community manager is helping people and solving problems. According to Kelly, “When I was younger, I wanted to be a teacher. I then wanted to be a counselor for children, followed by an attorney. Even though I am not a teacher, a counselor or an attorney, this business has allowed me to develop the same wide variety of skills as I would’ve had I chosen those other career paths.”

Kelly’s advice for those entering the profession: “Keep learning. Never stop believing in yourself and never think you’ve seen it all. Be humble, kind and honest. Show compassion, sympathy and empathy for others but most importantly, be a good listener so you completely understand a person or situation.”

Voices & Vignettes From CMCAs

As CAMICB continues to celebrate its 25th anniversary, we reached out to CMCAs who’ve held the credential for 25, or more, years. Many CMCAs graciously offered to share their experiences, highlights, career paths and advice with us. 

Lou Gargiulo, CMCA, is the CEO & Founder of Great North Property Management, Inc., serving the New England Region.  Lou reflects on how condominium living has changed drastically over the past 25 years. He states, “The associations’ by-laws and rules and regulations have either become outdated and difficult to apply to today’s standards or are so overtly complicated, it’s hard to manage without legal advice.” Lou earned the CMCA credential to help navigate these changes and challenges that he was experiencing in an evolving and growing industry, and feels he is a better manager as a result. 

Said Lou, “The CMCA credential recognizes individuals who have successfully demonstrated the core knowledge, skills and abilities required to manage a community association; this is very important when addressing Board members and can elevate a company’s employees from a sea of management companies competing for the same business.”

“Earning the CMCA credential, and taking advantage of the networking opportunities CAI offers, has certainly propelled my career forward,” adds Lou.  Over the years, Lou has had the opportunity to meet with, and learn from, numerous subject matter experts on the many facets of community association management while serving on various committees and subcommittees focusing on different aspects of the business. Because of these opportunities, Lou was able to grow his business from 10 associations to over 350 associations operating in four New England states. “Over the years, I’ve had the opportunity to provide employment, training, and a great livelihood to countless team members,” said Lou.

One of Lou’s favorite aspects of professional community association management is the constant changes taking place in association living. He embraces change and the consistency of constant change. In fact, one of his favorite quotes from Heraclitus is, “The only constant in life is change.”

Lou goes on to explain, “I always concentrate on what I can control and accept change as a new beginning to a stagnating method of operations, no matter how small the change may be. When faced with a major change I seek out people who can teach me, then I adopt those who I can teach. Once the excitement of change has been embraced, the rest falls into place quickly; people want to be on the right side, so they willingly accept the change and the new set of processes.”

Based on years of experience, Lou offers four key pieces of advice for new or less experienced managers:

  • Good organization and communication skills are extremely important as a community association manager – hone those skills.
  • Be empathetic. When you’re dealing with a difficult person, know they are likely frustrated with their own issues or problems; it’s not necessarily you. Try to find out what’s happening in their life that’s making them unhappy, sometimes it can be a heartbreaking discovery. 

Voices & Vignettes From CMCAs 

As CAMICB continues to celebrate its 25th anniversary, we reached out to CMCAs who’ve held the credential for 25, or more, years. Many CMCAs graciously offered to share their experiences, highlights, career paths and advice with us. 

John Schick, CMCA, AMS, PCAM, is a Management Executive with Hawaiiana Management Company, Ltd. in Honolulu.  He was a member of the Beta Test Group for the original CMCA examination. Prior to entering the field of professional community association management, John spent 20 years in the United States Air Force and then two decades in motion picture exhibition and theatre building – clearly many talents and interests!

Now with 29 years of community association work in his vast professional repertoire, John finds what he likes most about this profession is assisting home owners and helping them understand the system and how it works, including training board members and helping them  make the best decisions to benefit their properties.

He also enjoys the networking offered at industry-related events. Accepting his PCAM designation at a CAI convention in Ft. Lauderdale in a room full of CAI members was a highlight of his community association management career.

John offers important advice for new managers entering the field, “This is a unique industry. Call on all the life experiences you’ve had to help you come up with solutions. Do not assume you know or understand it all. And, be sure to ask your co-workers questions; someone has certainly been there before you.”

25 Years Of Advancing The Essential Credential 

By Drew Mulhare, CMCA, AMS, LSM, PCAM, Chair of the CAMICB Board of Commissioners

It was a privilege to celebrate the 25th Anniversary of Community Association Managers International Certification Board at the recent CAI Annual Conference & Expo: Community Now.  After more than 18 long months, we safely gathered with industry colleagues and friends from all over the country for educational sessions, business partners and managers meetings, networking and a bustling exhibit hall. The energy was palpable. 

To mark the organization’s 25th Anniversary, CAMICB produced a short video that focuses on two working professional managers, speaking candidly about the impact the decision they made at the start of their careers—to earn the CMCA credential—has had over the years, as they have built successful careers in professional community association management. They exemplify the essence of the CMCA credential. We proudly premiered the video at the conference; for those of you who weren’t with us in person, or haven’t had a chance to take a look, please go to: https://www.youtube.com/watch?v=QHEXLsS1DZg.

Reflecting On CAMICB’s Mission & Milestones

CAMICB has a singular mission: to administer the CMCA examination at the highest level and to award and maintain the CMCA credential as a benchmark of commitment to professionalism in the field of community association management.  

CAMICB was founded to serve the field of community association management: to offer a professional credentialing examination that would begin to firmly establish community association management as a discrete profession. Today, we’re honored to represent the nearly 22,000 CMCA credentialed managers worldwide.

As an organization, we’re proud of what CAMICB has accomplished over the course of the past quarter century:

  • We’ve provided a cornerstone upon which thousands of professional managers have built their careers, moving on to earn the prestigious designations offered by CAI and maintaining a commitment to continue to grow professionally through on-going continuing education.
  • We’ve built an examination program accredited—and, now, twice re-accredited—against the rigorous standards of the National Commission for Certifying Agencies: independent, third party validation of CAMICB’s commitment to maintaining the CMCA examination and the CMCA credential in compliance with best practices in professional certification.
  • This past year, CAMICB was recognized by the ANSI National Accreditation Board as complying with ISO/IEC Standard 17024: the highest level of international, globally recognized accreditation awarded to a professional credentialing body.
  • We’ve established CAMICB as a strong, independent, autonomous professional credentialing body while maintaining and strengthening a strategic alliance with CAI, an alliance which has benefited both organizations as we support a shared commitment to professionalism in the field and to rigorous continuing education, in the United States and around the world.
  • We’ve worked since the awarding of the first CMCA credential to promulgate a set of Standards of Professional Conduct which offer the residents our credential holders serve an assurance that their credentialed manager has attested to compliance with the highest standards of ethical and professional conduct.

And, we’ve never lost sight of the fact that the credential functions to support the individuals who strive to build successful, rewarding careers in professional community association management and, in turn, to support the residents of the communities they manage. Finally, we are grateful for – and applaud –  our CMCAs who continue to tirelessly navigate a difficult Pandemic landscape to make sure the health and wellbeing of the residents and communities they manage remain a top priority as the COVID- 19 Pandemic lingers on.

Emotional exhaustion is rampant, and returning people to the “old normal” will not help

By S. Chris Edmonds for SmartBrief

To what degree are team members treated with respect in your work culture? How often are they validated for their ideas, efforts and contributions each day?

Far too many work cultures — and leaders — dismiss, discount and demean team members’ ideas, efforts, contributions and concerns. Those lousy work cultures have a powerful negative impact on team members’ well-being.

Meanwhile, the pandemic continues to wreak havoc on families, businesses and sanity.

TinyPulse’s 2021 state of employee engagement report examined the post-pandemic impact on engagement. 66% of respondents agreed that employees in their organization are experiencing emotional exhaustion.

On top of that, the Bureau of Labor Statistics reported that in July 2021, voluntary quits totaled nearly 4 million, on par with the quits from the previous three months — the highest quits totals the Bureau has seen.

Emotional exhaustion leads some folks to quit and leave. Some folks quit and stay.

Business leaders will not resolve employees’ emotional exhaustion by staying with the “old normal.” Old school, autocratic, “my way or the highway” leadership styles are not the way to entice team members to come back to work. Nor will those command-and-control leadership styles inspire Gen Y or Gen Z workers to flock to your organization.

Employees of all generations desire and deserve workplaces where they are respected and validated for their ideas, efforts, and contributions, every day.

There is a proven process, including the practical tools required, that the world’s best leaders leverage to co-create a workplace where people expect respect while driving results. Through a carefully crafted culture refinement process, they developed workplaces people find not just civil but innovative, gratifying, productive and, yes, fun.

These leaders:

  • Define a work culture that puts good first, valuing respect as much as results
  • Align all plans, decisions and actions to their desired work culture by modeling, coaching, measuring and celebrating the demonstration of formalized values and behaviors
  • Refine their desired culture by validating aligned leaders and players and by mentoring misaligned leaders and players

Create a workplace where trust is contagious, validation is pervasive, and growth — both personal and professional — is constant. Learn more about this proven approach in “Good Comes First.”

A Job Analysis Survey Of Global Community Association Managers Is Critical To Validating The CMCA Examination

By Madeline Hay, CAMICB Manager of Exam Administration

Over the past 25 years, the Certified Manager of Community Associations (CMCA) credential has been a catalyst in establishing community association management as a discrete profession. The common interest community housing model exists around the world and there has been consistent interest in the CMCA credential, the educational pathways to achieve the credential and the continuing education requirement to maintain the credential. Passing the CMCA examination and maintaining the standards of the CMCA certification is proof that a manager is knowledgeable, ethical and professional. CMCA-certified managers have the skills to safeguard the assets of homeowners’ associations, giving homeowners peace of mind and protecting home values across the globe.

We, at the Community Association Managers International Certification Board (CAMICB), are incredibly proud that the CMCA credential is the only international certification for managers that is accredited by the US-based National Commission for Certifying Agencies (NCCA) and the globally recognized ANSI National Accreditation Board (ANAB). This dual accreditation underscores the strength and integrity of the CMCA credential. As we continue to celebrate our 25th anniversary year, we are reminded of our number one priority: maintaining, updating and validating the CMCA examination. 

The process we use is rigorous, systematic and in strict compliance with best practices in the credentialing industry. A crucial step in this process is completing a job analysis to examine the current state of community association management – the responsibilities of a professional manager and the knowledge and skills required to fulfill those responsibilities. We carry out this process approximately every five years to provide a benchmark for updating the CMCA exam. Our next job analysis cycle begins this year, concluding in 2022. 

The job analysis approach we use involves collecting and aggregating information and insights from job incumbents and occupational experts to determine the content specifications for the CMCA exam. This process is illustrated in the graphic below. A significant component of the process is an electronic survey sent to thousands of association management professionals worldwide to gather information about their job duties and requirements. The survey results will be reviewed with the pool of subject matter experts comprising the CAMICB Exam Development Committee to obtain their input and judgments regarding current trends in the profession and the importance of the knowledge for competent performance in the field. 

As the CMCA credential has grown internationally, this upcoming study will build on that growth. Joseph Caramagno, MA, who leads the survey process and analysis and is a Senior Research Scientist for Human Resources Research Organization (HumRRO), CAMICB’s test development partner said, “While the job analysis survey has taken a global approach in the past, we’re making changes to the process to reach even more managers working around the world.”  Caramagno explained, “The focus for this survey cycle is to fully understand, at a global level, the essential tasks and duties that comprise a manager’s day-to-day work and what they must know to carry out those duties effectively. Additionally, this input will help shape our understanding of the profession.”

The survey will be available to managers all over the world in the second quarter of 2022, and managers at all levels of experience must participate to ensure we have broad representation and an accurate view of the profession.

Said Chair of the CAMICB Board of Commissioners, Drew Mulhare, CMCA, LSM, PCAM, “This process is a critical component to maintaining and validating the exam as the results guide the development of a new CMCA exam blueprint, which assures we are testing what we need to be testing. In addition, this comprehensive survey will help us emerge with a clear vision of what the field of association management around the world is today, how it has changed over the last five years, and what the minimum requirements for certification are when we take that global perspective.”


By John Keyser for Common Sense Leadership

I just finished the book, All In, which is Billie Jean King’s autobiography. Wow! She has accomplished so much in her life – for women, for people of color, for the LGBTQ community, and numerous others. She surely, in the eyes of a great many, is helping form the world for the better.

While I wanted to read the book as I know a lot about Billie Jean, I was also struck by the title, All In.

I believe the title, All In, encapsulates the principles of helping to make things better and thinking like an owner. Whatever our position, we should always feel a responsibility to help our company be the best we can be. Being “all in” as Billie Jean is, has enabled her to accomplish so much.

There are important takeaways in All In. Two that I feel are especially relevant for all of us in business, including the nonprofit and religious worlds, are:

  • Never stop learning, and
  • Relationships are everything.

With regard to learning, let’s realize that we can learn from everyone!

  • The best ideas are bottom up ideas.
  • Want something improved? Ask the people doing that work.
  •  Ask questions.
  •  Listen, listen, then listen some more.
  • Take notes.
  • Thank people. Let them know they are appreciated and valued.

With regard to relationships, this is what leadership is – relationships. Relationships which inspire people, empowering them, helping them feel good about themselves, and helping them be successful. And we must realize that developing and maintaining these relationships are accomplished via conversations, ideally one-on-one conversations.

Too busy? Then change that. Nothing is more important than our colleagues!

“All in” dedication, helping to make things better, and thinking like an owner, having a personal interest as well as a professional interest in our company’s success – if we bring these principles and practices to our work, we’ll very likely have a successful, satisfying, and fulfilling career, and be admired and respected by our colleagues.

Whether we have a goal of being a top-level executive in business or rather having a satisfying career in which we know we did our best and feel fulfilled, we cannot be half-hearted in what we do.

There is a great lesson in Mother Theresa’s philosophy, “Not all of us can do great things. But we can do small things with great love”. While this is certainly true in life, it is very true in business as well.

Be “All In” in every aspect of our life – and success, love, joy, connection and meaning flow.

CAMICB Names Matthew Green Associate Executive Director and Madeline Hay Director Of Exam Administration 

Virginia Pierce Promoted to Program Specialist; Cecilia Montero Carranza Promoted to Credentialing Associate

The Community Association Managers International Certification Board (CAMICB) announced Executive Office Staff changes to better serve credential holders, candidates and the growing community association management profession.  

“As the CMCA credential has grown both nationally and internationally, a focused effort has been made to align the CAMICB staff team in a way that will serve the CMCA credentialing program, our candidates and credential holders, and the field of community association management as effectively and responsively as possible, now and in the years to come,” said CAMICB Executive Director, John Ganoe.  

CAMICB Operations

Matthew Green will now serve as Associate Executive Director. Matthew has been instrumental in advancing the CMCA program in the NCCA reaccreditation process and he was the lead in the effort to secure accreditation for the credentialing program against ISO Standard 17024. This promotion reflects Matthew’s broad responsibility for oversight of key operational elements of CAMICB, notably the accreditation compliance efforts. Prior to joining CAMICB in 2018, Matthew was the Director of State Affairs for Community Associations Institute (CAI) for seven years where he advocated on behalf of the more than 68 million residents and employees of condominium and homeowners associations.

Administering The CMCA Examination

Madeline Hay, who joined CAMICB in 2017, supervises the CMCA examination program, focusing on exam and business development, quality control, international expansion, and data analytics. Madeline has been promoted to Director, Examination Administration.  

In her new role, she will be actively engaged in all aspects of CMCA exam development and delivery. In doing so, she will serve as primary liaison with CAMICB’s test development partner, HumRRO.  Madeline will work to expand the pool of working Subject Matter Experts (SMEs) making sure they are used effectively and responsively to support all aspects of exam development. In addition, Madeline will spearhead the development and execution of the new Job Task Analysis. 

In August, CAMICB welcomed a new team member, Susan King, who serves as Examination Coordinator. In this new role, Susan has responsibility for the administrative aspects of the CMCA exam, including the application process, management of the candidate pool, and results delivery. 

A Strong Infrastructure

There are many behind-the-scenes activities that are critical to smoothly executing the nuts and bolts of the CMCA credentialing program. As CAMICB’s Program Specialist, Virginia Pierce is the principal point of contact for the CMCA renewal, recertification, and reinstatement processes. Her expanded responsibilities include working closely with the Associate Executive Director to ensure the CMCA credentialing program meets the quality assurance benchmarks and accreditation compliance measures.

CAMICB places a premium on providing high quality customer service to its credential holders. Cecilia Montero Carranza has been extremely effective in fulfilling this important role and as a result has been promoted to Credentialing Associate. Her expanded role includes oversight of the CAMICB office, website, and credential holder database. 

Said Chair of the CAMICB Board of Commissioners, Drew Mulhare, CMCA, LSM, PCAM, “I thoroughly enjoy working alongside this talented and dedicated team of professionals. I wish each of them well and look forward to continuing our important work together as they shift – so deservingly – into new roles with broadened responsibilities.”

Best HOA & Condo Websites for your Association

By Charlie Wilson for Loop21

A website is a handy tool for any homeowners association. It defines how a community interacts with its residents and eases communication. What’s more? An HOA website makes it easy to access community rules and improves transparency between the residents and the management. Are you seeking ideas for the best HOA and condo website? Well, every association has unique needs, but there are must-have features to look out for.

What features define the best HOA websites?

The features matter a lot when it comes to the choice of website. Although all associations are different, the site should make it easier to manage your community. To build a website with the best features, seek help from an HOA Website company, and consider the following characteristics.

1. Dedicated domain

The website should feature a dedicated domain. This makes it easy for others to locate it, thus the need to choose something straightforward.

2. Resident portals

The HOA website should also have portals to serve both existing and potential homeowners. The current members should access account balances, file service requests, and retrieve vital documents with ease.

3. Online payment options

Online payment options are also vital. Collecting dues using conventional means is inconvenient and time-consuming. The best websites integrate an online payment option, allowing homeowners to settle dues using their user accounts.

4. Calendar& Communication channels

 The site should also feature a community calendar for events, communication channels, and polling abilities. Lastly, it should be mobile-friendly and easy to use.

What are the best HOA& Condo websites?

1. The Towers Of Channelside

This is a perfect choice for people seeking to build a condo association website. The site features an easy-to-use interface with clear and professional images of both the building and neighborhood. Still, it provides basic information about the community, and the clickable links appeal to all visitors. A vital feature of the website is the resident portal. You can include private access with logins assigned to all members.

2. Kensington Glen 

Kensington Glen website is one of the best HOA & Condo websites. It’s renowned for its crisp, clear images on the landing page and all over the site. Moreover, it features a call to action, which prompts user interaction among members. The site is easy to use and very inviting, and you can use it to list the homes for sale in the neighborhood. This is an impressive bonus that allows residents to learn more about the house on sale.

3. Islands of Cocoplum

This HOA website is excellently designed and features professional photos and an aerial view of the property. It includes features like property information, contact information, excellent imagery, and private resident portals.

4. Waterfall South Jacksonville Beach Condos

Waterfall South Jacksonville Beach Condos makes a great association website due to its intuitive features. It presents simple clickable links on the homepage directing users to useful information and services. It also features information and contact details, making it easier for visitors to get an idea of the property.

Final Thoughts

An HOA website is a great way to organize and automate responsibilities. It acts as a central spot where all members can access information and build better relationships. It also helps board members to keep residents posted on any initiatives and events. However, the best HOA website incorporates various features to enhance communication and ease payments.