• Staff safety and privacy could be better protected. Employees were expected to display personal photos and direct contact details publicly, which raised concerns about safeguarding.
• Workloads were often heavy, with large portfolios and demanding service-level targets.
• Performance expectations were high, sometimes creating a pressurised environment with limited support.
• Required travel between multiple locations (e.g., Luton and Milton Keynes) could be excessive and time-consuming.
• Limited understanding from some managers about the realities of the property management role, leading to unrealistic demands.
• High staff turnover, suggesting that workloads and management culture could be improved.
. Inexperience Regional Managers and Senior management resulting in a lack of support and decision making