When the pandemic sent people home in a hurry, the sudden new normal impacted both employees and clients at Seabreeze Management Co.
The company largely handles planned communities with condominiums and townhomes, which last year were full of residents working from home.
“They noticed little things they hadn’t before about the interior and exterior of their homes,” said Seabreeze CEO Isaiah Henry. That meant more calls to Seabreeze representatives and a bigger workload.
The Aliso Viejo-based company manages about 100,000 homes throughout California, Nevada and Idaho. Seabreeze has been honored five times in the annual Top Workplaces program.
Employees and their clients soon learned the advantages of doing business remotely.
“Now we are all able to jump from meeting to meeting within minutes,” Henry said. “That’s something that has stuck.” About 60% of clients still prefer to meet via Zoom, he added.
But over the almost two-year pandemic, the company’s main focus has been on its 500 employees, Henry said: “Our employees have their own problems at home. We saw the need for greater compassion as an organization.”
Q: What hurdles did you face in making the pivot from an in-office to a remote workforce last year?
A: Long before the pandemic, we had systems ready and able for people to work from home. We already were focused on a results-only model. It’s more about commitment to the client than where the employee is, physically. As we quickly transitioned away from the office in March of 2020, we assured staff they did not have to move at top speed. Employees needed time to make adjustments in things like childcare and homeschooling.
Q: How did you continue to serve your clients?
A: Meetings between employees and our clients shifted to Zoom. We continue to Zoom with those who are not prepared to come back to the office.
Everyone has discovered that (Zoom) is more efficient. Before, a client might have to drive from one end of the county to another for a meeting in one of our offices. Now, we are all able to jump from meeting to meeting within minutes.
Q: What about those client services that can only be done in person?
A: In most of our planned communities, we do landscape walks about once a month. We pivoted to making those checks in a caravan of vehicles. We provided PPE for employees who had to enter high-rise buildings.
Q: Like everyone else, your clients were experiencing rough times. How did that impact the way they communicated with your employees?
A: As we have witnessed throughout the pandemic, people can take out their frustrations on the service community. There were some choice words directed at our staff. We told employees, “Don’t focus on the individual. They are just going through some pain – perhaps financial or health uncertainties.” And we would switch out staff quickly to make sure that particular employee did not have to deal with that particular client again.
Q: Have your commercial clients seen a decrease in office space demand?
Isaiah Henry is the CEO of Seabreeze Management Company in Aliso Viejo, CA. The business was voted one of the top workplaces in Orange County. (Photo by Paul Bersebach, Orange County Register/SCNG)
A: Our commercial clients have owner-occupied buildings. We don’t do large building complexes like the Irvine Co. So far, we have not seen greater default rates, but it’s a possibility. An owner might not be able to get a tenant into a space.
Q: How have you addressed face masks and vaccinations with your employees?
A: Earlier this year, people who wanted to go unmasked inside the common areas of our buildings could submit vaccine info. However, due to an uptick in (breakthrough COVID) cases, we have asked people to wear masks regardless.
Q: What have you done to help employees feel that they are still part of a cohesive work environment despite separation from one another?
A: Normally, we have big holiday parties. Last year, we had a drive-through party with live music. We handed each employee an Apple Watch. We put the money that ordinarily would have gone into a party toward special gifts.
Throughout the year, we have had contests – such as, decorate your work area – so that people could continue to feel like they’re part of a larger family. We’ve even had virtual happy hours.
Q: Many employers have been hit with staffing shortages. How is hiring going for you?
A: Hiring is tough across the board. We have 25 openings right now. It’s very competitive. Our number one challenge is recruiting and finding great talent. We do well at retaining, but getting people here has been a challenge.
Q: Are you looking for people with experience in property management?
A: Some of our greatest success stories are people who have come to us from outside the industry. We can teach you property management, but we can’t teach you how to care. If you find your energy in providing service to others, you can be a good fit here.
Q: Did you increase wages to discourage employees from leaving?
A: We have increased wages throughout the pandemic – not only to keep people here but because it’s the right thing to do.
Q: What has your company learned over the last two years?
A: When you see the entire world going through collective trauma, it reminds you how we’re all in this thing together. The company is not the only thing going through this. Our employees have their own problems at home. We saw the need for greater compassion as an organization. The big lesson from the pandemic is the reminder of the connective fabric we all exist within.
Seabreeze Management Co.
Founded: 1987
Headquarters: Aliso Viejo
Industry: Community association management
OC employees: 123
Website: seabreezemgmt.com
Quote: “When you see the entire world going through collective trauma, it reminds you how we’re all in this thing together. We saw the need for greater compassion as an organization. The big lesson from the pandemic is the reminder of the connective fabric we all exist within.” — Seabreeze CEO Isaiah Henry