Property, Real Estate, and Community Association Managers

Plan, direct, or coordinate the selling, buying, leasing, or governance activities of commercial, industrial, or residential real estate properties. Includes managers of homeowner and condominium associations, rented or leased housing units, buildings, or land (including rights-of-way).

The occupation "Property, Real Estate, and Community Association Managers" has an automation risk of 45.6%, which aligns closely with its base risk of 46.3%. This risk level suggests that nearly half of the responsibilities within this profession are susceptible to automation, largely due to the repetitive and process-driven nature of many everyday tasks. For example, the top three most automatable tasks—preparing detailed budgets and financial reports, overseeing operations and maintenance, and coordinating repairs or construction projects—are increasingly managed by specialized software and property management platforms. Advanced property management systems can now automate financial reporting, schedule maintenance, track work orders, and even manage tenant communications, reducing the reliance on human intervention for routine and administrative activities. Despite these advances, several core responsibilities in this field remain resistant to automation due to their reliance on nuanced human skills and complex decision-making. Tasks such as negotiating with government leaders, businesses, and utility companies to support new projects, securing financing through loan negotiations, and contracting with architectural firms for new designs demand a high level of interpersonal communication, persuasion, and strategic judgment. These functions require not only a deep understanding of stakeholder interests and the regulatory environment but also adaptability and relationship building—qualities that current AI systems struggle to replicate. As a result, these tasks act as strong anchors preventing full automation of the occupation. A key bottleneck for automating this role further lies in skills requiring originality, where the measured impact is relatively low (2.8% and 2.9%). This indicates that while some creative or original thinking is necessary, much of the job’s value comes from organizational and managerial capabilities rather than highly innovative or inventive reasoning. Automation technologies still find it challenging to innovate new approaches, draft complex agreements, or devise solutions in negotiation scenarios. Therefore, the interplay between routine administrative work and tasks necessitating high-order human judgment explains why the risk is moderate and not higher, reflecting both the tangible effects of technology and the continuing importance of human skills in the profession.