Time-Wasting Rentals: What Really Costs Time – and Why Almost No One Measures It

Property listings are ready, viewings are underway – and yet there is simply not enough time. New hires do not solve the problem. Overtime doesn't either.

The greatest loss of time does not occur in the visible tasks, but in between them: handovers, follow-up questions, missing information. These intermediate steps do not appear on any task list – but they consume capacity.

It is not the tasks that consume time – but the in-between.

Those who know the invisible time-wasters can systematically reduce them – without more staff.

The most common time-wasters in letting are not mistakes made by employees. In this article, we show where time is actually lost – and what can be done about it.

What are time-wasters in letting?

Time-wasters in letting are invisible efforts between process steps – not the tasks themselves. They are handovers without clear statuses, follow-up questions due to missing information, and waiting times caused by unclear responsibilities.

Typical time-wasters in the letting process:

• Handovers without context: Information must be passed on verbally or via email because no system reflects the status.

• Follow-up questions due to missing information: From practical experience we know: 12 to 18 follow-up questions arise per letting process because data is not in the right place.

• Context switching between systems: According to an international study (Gloria Mark, UC Irvine), every switch between portal, email, Excel, and ERP costs 23 minutes and 15 seconds of recovery time.

• Email as a coordination channel: EverReal practical assessment: 30 to 60 emails are generated per letting process – a symptom of a lack of system logic.

• Lack of measurement: Less than 15% of organizations systematically measure the actual process duration. Without measurement, there is no visibility.

Why does it fail in practice today?

The invisible time-wasters remain hidden because they do not appear on any task list. They arise structurally – not due to a lack of effort.

Handovers force follow-up queries

When a process moves from one person to the next and no clear statuses are defined, follow-up questions inevitably arise. "Where does the process stand?" is the most common question in letting teams. How missing connections between steps create chaos is explained in our article Why chaos arises despite processes.

Context switches cost recovery time

Anyone switching back and forth between four to six systems loses, according to an international study (Gloria Mark, UC Irvine), 23 minutes and 15 seconds of recovery time with every interruption. With several system switches per hour, this adds up significantly.

Missing information generates follow-up questions

If the next step does not know what the previous one completed, 12 to 18 follow-up questions arise per process from the practice of typical management companies – internal coordination that crowds out productive work.

No measurement means no visibility

30 to 60 emails per letting (EverReal practical assessment) are a symptom, not a cause. As long as less than 15% measure the process duration, the problem remains invisible.

What this costs – effects and ROI

Risks of unrecognized time-wasters

Total effort: According to an international study (Deloitte, Real Estate Operating Models), the manual effort is 8 to 15 hours per letting process. According to an international study (McKinsey), 35 to 45% of this is spent on pure coordination – which is 3 to 7 hours that could be avoided.

Costs: With 100 lettings per year and an average hourly rate of 12 euros, this results in an avoidable coordination effort of 36,000 to 84,000 euros – a realistic order of magnitude from the practice of typical management companies.

Capacity bottlenecks: Underestimated effort leads to overload and staff turnover. Teams work more – but not more productively.

Efficiency gains with visible time-wasters

Practical experience values:

• Effort per letting can be measurably reduced when handovers are structured

• Follow-up questions drop when statuses become visible in the system

• Capacity is created without new employees

Practical example

Three employees, 15 parallel letting processes, four systems. The team leader estimated the effort per letting at 5 hours. A structured measurement – including follow-up questions, waiting times, and system switches – revealed: 11 hours.

After introducing a structured process logic with clear statuses and a central overview:

• 40% fewer emails per letting process

• Effort reduced from 11 to 7 hours

• Follow-up questions systematically halved

• For the first time, a valid data basis for capacity planning

The difference did not come from a new tool – but from visibility.

Record time spent per process step

Measure the actual effort per letting – not the perceived one. Explicitly record follow-up questions and waiting times as separate categories.

• Document every process step with time spent

• Record follow-up questions and waiting times separately

• Note context switches between systems

Make handovers and follow-up questions visible

Identify where most follow-up questions arise and which handovers stall most frequently. Map each follow-up question to a process step.

• Keep a follow-up query log for two weeks

• Identify the most common handover problems

• Mark system switch points

Prioritize and systematically eliminate time-wasters

Start with the biggest lever. Define clear statuses and information obligations for the three most time-consuming handovers.

• Identify top 3 time-wasters

• Define statuses and completion criteria

• Measure the impact after four weeks

Loss of time in letting occurs between steps – not within them. What is not measured cannot be improved.

Those who know and eliminate time-wasters gain capacity without new employees. The first step: measure the actual effort – not the estimated one.

How loss of time affects the overall duration and what helps against it is explained in our article on shortening the letting duration. The complete context is provided in our guide to optimizing the letting process.

How long does a letting really take from start to finish?

According to an international study (Deloitte), the manual total effort is 8 to 15 hours per letting process. According to McKinsey, 35 to 45% of this is spent on coordination – meaning 3 to 7 hours that do not serve the actual processing.

Where do the greatest losses of time occur in the letting process?

During handovers between people and systems, in follow-up questions due to missing information, and during context switches between different tools. These intermediate steps do not appear on any task list, but they tie up most of the capacity.

How can you specifically measure effort in letting?

Through structured time recording per process step – including follow-up questions and waiting times as separate categories. The difference between estimated and measured effort shows the extent of the hidden time-wasters.