The addition of technology, AI and automation is allowing onsite staff more time for personal, resident connections. 

As artificial intelligence and automation move from emerging tools to operational essentials, the rental housing industry is rethinking not only how portfolios run but how residents and teams are supported. What was once about efficiency alone has evolved into a broader idea about scale, experience and human connection and how technology can create smarter systems without losing the personal touch that defines the industry.  

“Technology is a pretty broad category, but when it comes to AI specifically, we’re still in the early stages of testing and learning how it can best support our operations,” says Todd Watkins, COO and General Counsel, RailField. “Right now, we’re using AI in small ways such as comparing financial models to double-check work, analyzing market outlooks and performing research on market trends.”  

Technology must be chosen because of the problems it solves, which include reducing repetitive work, improving consistency, assisting staff and residents and supporting long-term operational strategy. “Resident expectations center on convenience, speed and accessibility—whether submitting service requests or reviewing payments,” says Theresa Steen, SVP of Operations, Quinn Residences. “AI solutions help us meet these needs through instant responses, consistent and reliable communication and user-friendly self-service options. However, we believe technology should amplify, not replace the human touch. By combining automation with personal engagement, we ensure residents feel both supported and genuinely valued.”  

Industry leaders are increasingly focused on intentional adoption: Choosing the correct tools, deploying them thoughtfully and ensuring they enhance both performance and people. “Evaluating new technology is less about chasing innovation and more about solving real operational problems at scale,” says Chris Simon, Executive Vice President, RADCO. “The first filter is strategic alignment. Does the tool clearly support core objectives like NOI growth, cost containment, resident retention or labor efficiency? If it doesn’t move one of those needles, it shouldn’t be a priority.”  

Strategy and Transformation

Across the rental housing industry, technology has become a core component of long-term strategy rather than a standalone operational upgrade. The emphasis has shifted from reacting to problems as they arise to anticipating them through predictive insights and integrated data systems.  

“AI and automation have transformed operations from reactive to predictive, enabling earlier issue detection, smarter maintenance and real-time performance visibility,” Simon says. “Leasing and marketing have become more efficient, with data driven through AI-powered chatbots, lead scoring and dynamic pricing resulting in faster response times, higher conversion rates and improved revenue consistency.” 

Organizations are increasingly focused on building smarter, more scalable operating platforms that allow for growth without relying solely on additional headcount, but they don’t want to affect the personal touches or relationships either. “In leasing specifically, AI has helped us increase tour bookings and conversions while freeing onsite teams to spend more time engaging in person, rather than chasing emails and texts,” says Rob Dinwiddie, Executive Vice President – Marketing and Management Services, Landmark Properties, Inc. “Just as important, automation has reduced burnout. When AI takes on repetitive tasks—follow-ups, scheduling, routine questions—our teams can focus on problem-solving, relationship-building and hospitality. That’s been one of the biggest benefits: Better outcomes for the business and a better day-to-day experience for our people.”  

This strategic mindset also shapes how new technologies are evaluated. Rather than chasing innovation just to have it, leaders prioritize tools that support fundamental objectives such as labor efficiency, cost containment, resident retention and risk reduction. “We focus on technologies that drive measurable gains in resident and prospect experience, team productivity and operational efficiency,” Steen says. “Our key priority is to give time back to our teams so they can focus on meaningful human connections. We leverage pilot programs to validate impact, requiring vendors to prove measurable results before scaling. To assess ROI, we compare performance before and after implementation to gauge improvements in efficiency and financial outcomes. Ultimately, our approach to AI is centered on enhancing the resident experience through smarter, more responsive operations and genuinely supporting our teams.”  

Just as important is how technology fits into organizational culture. Companies are intentional about positioning technology as a tool that elevates people rather than replaces them. By removing repetitive, administrative work and standardizing best practices, tech creates capacity for teams to focus on higher-value activities and more strategic contributions. When done well, this transformation strengthens operational resilience while improving both employee and resident experiences.  

“Leveraging AI isn’t always about working faster but working smarter,” says Jessica Heckman, Executive Vice President of Multifamily Operations, Larken Associates. “We’re always trying to improve the resident experience and leasing process. Sometimes it’s as simple as analyzing your existing tools and making sure they are optimized and consistently being updated. You may already have the correct technology in place, but you may not be using it to its full potential.”  

Those pilot programs and different testing phases of a project are vital for its success and is it vital to the operations of the company. “The first question we ask is whether a solution helps us operate smarter—not just faster across the diversity and scale of our portfolio,” says Dixie Anderson, SVP of Software Support, RPM Living. “That means prioritizing platforms that integrate well, scale consistently and create trusted data foundations we can expand over time. We are especially focused on technologies that position us for the future, including those that enable predictive insights, AI-driven decision-making and more transparent performance visibility for our clients. If a solution improves outcomes at the property level while strengthening our long-term platform strategy, it becomes a compelling investment.”  

Common tasks and workflows such as scheduling tours or answering questions are now automated or done with limited human supervision or interaction. “We’re now able to streamline the leasing journey by automating repetitive workflows and delivering a more seamless experience for renters,” says Art McCann, Senior Vice President, Information Technology, Bell Partners. “For example, AI-powered leasing assistants can manage inquiries and schedule tours around the clock, which means prospects get quick responses and our team can focus on more meaningful interactions. Our property management systems now centralize everything from lead tracking and applications to e-signatures and payments, breaking down silos and making processes more efficient. Virtual tour tools and self-guided showing options make it easier for prospects to view properties on their terms, while predictive analytics help us anticipate demand and renewal rates more accurately.” This process shortens the leasing cycle for prospective residents and onsite teams, lowers costs and drives occupancy.   

“Technology is only worth adopting if it improves performance, enhances the resident experience and supports our teams in doing their jobs better,” says Cindy Fisher, President, KETTLER. “If it does not create long-term value for our clients and our platform, we won’t adopt it.”  

Experiences and Expectations  

As technology has evolved so have expectations, both from residents and from the teams serving them. Residents increasingly expect their rental housing experience to mirror the best digital interactions they have elsewhere in the retail and service world, with mobile-first access, self-service options, instant responses and transparency now viewed as baseline requirements. “Technology touches almost every aspect of our residents’ lives, and they expect it to work seamlessly,” Fisher says. “At KETTLER, our focus is creating a frictionless experience using technology to support their needs and make living in our communities more enjoyable, while still allowing for that seamless transition from digital services to personal interaction. Technology should enhance relationships, not replace them. Our people make the difference because there are some things people simply do better.”  

Leasing, payments, maintenance requests and communication are expected to be fast, seamless and available outside traditional office hours. “We view technology, especially AI solutions, as a force multiplier for people, not a replacement for them,” Anderson says. “Our focus is on using automation to remove routine work so our teams can spend more time building relationships, solving complex problems and creating vibrant RPM managed communities. The real shift is not that AI can answer questions or summarize information; it is that it allows our organization to operate with greater clarity and speed. By reducing administrative friction, we are able to scale more efficiently while improving service for residents and clients.”  

At the same time, expectations have moved beyond simply being digital-first. Residents want interactions that feel smart, relevant and personalized rather than basic. AI-powered leasing assistants, self-guided tours, real-time maintenance updates and intelligent communication platforms help meet these demands by delivering speed and consistency. When implemented thoughtfully, these tools reduce friction, shorten leasing cycles and improve satisfaction and retention.  

Despite this shift toward automation, housing remains deeply personal. Residents still value relationships, judgment and trust, especially during high touch-points like move-in and maintenance requests. The most effective operators use technology to handle routine, transactional interactions while preserving human engagement for high impact situations. Clear escalation paths and resident choice ensure that automation enhances rather than replaces personal service.  

These same principles apply internally. Teams are more likely to embrace new technology when they understand how it improves their daily work and supports better resident interactions. Successful organizations involve front-line staff early, focus training on practical benefits and highlight “real” wins that demonstrate reduced burnout, smoother workflows and better results. “Resident expectations around technology have shifted toward frictionless, mobile-first experiences—from self-service leasing and digital payments to real-time maintenance updates and smart-home features,” McCann says. “At the same time, residents still value empathy, responsiveness and trust, especially during moments that matter, like move-ins, service recovery or life changes. We balance this by using automation to handle routine, transactional tasks efficiently, freeing our onsite teams to focus on high-touch, relationship-driven interactions where human judgment and care make the biggest difference. We value handing off to a live person, maintaining the human touch for those who prefer real interaction. The goal isn’t technology versus people—it’s technology that empowers people to deliver a better resident experience.”  

When technology is framed as a teammate, one that removes friction and creates space for meaningful work, adoption becomes motivated rather than mandated. “When our teams see that technology gives them more time to focus on residents, leasing and asset performance, adoption happens naturally,” Fisher says. “AI is helping remove the repetitive burden from our administrative teams so they can focus on delivering great service and building stronger communities. When technology makes the day easier and helps our communities perform at a higher level, our teams quickly see the value.”  

In this ever-shifting balance of efficiency, effectiveness, connections and dedication, technology fades into the background while human interactions come to the forefront. This allows communities to blossom while the technology cycle frees teams for relationships, community enhancements and reviewing operational priorities.  

Michael Miller is NAA’s Senior Managing Editor.