Determining a Recruitment Strategy
The relationship software marketing firm Contactually recently published its “Brokerage Recruiting Playbook,” which offers guidance on bringing agents into one’s business. Contactually surveyed 150 leading brokers and owners nationwide and found that 68 percent considered recruiting to be their top priority.
The “Brokerage Recruiting Playbook” posits there are three actions that are the pillars of successful brokerage recruiting: determine a clear overall strategy; clearly state the value proposition; and choose the right agents.
In addressing the first point, brokers should be clear on what their goals are for bringing in more agents. Are they trying to meet a particular production goal they have set? Do they simply need a certain number of agents working within the brokerage? Or are they more selective in their recruiting, doing so only when a specific person fits select criteria?
“We look for the kind of agent who fits our culture,” says Rich Kasper, co-founder and owner at CONLON/Christie’s International Real Estate. He says that “like-mindedness” is not prioritized so much as how well an agent will work with the other agents in the company. “When I say ‘culture,’ I mean people who respect other agents and are easy to work with.”
There is no one-size-fits-all approach to recruiting. Each goal should have its own approach and plan of execution, and the overall approach must be tailored to an individual brokerage’s needs, as well as those of the talent that brokerage is pursuing.
RE/MAX Northern Illinois Executive Vice President Jack Kreider says that in recruiting, preparation is key. Once a recruiter has managed to nail down a meeting with their target, it’s time to optimize their approach to make the most out of that time.
“Have your presentation ready – you’ve probably already rehearsed it numerous times,” Kreider says. “Know as much personal information about that agent as possible. You can use some of those personal things you know about them to try to convince them to come over.”
Kreider notes that dominating the conversation without asking questions never works. He contends that it’s far more important to get the recruited agent talking about themselves.
In addition to establishing their own goals, recruiters must also understand what the target agent is looking for. In doing so, they can determine the level of support that agent will need to meet their own objectives, and craft a recruiting approach that is supportive of individual agents’ career goals.
“First, it has to be about whether they’re going to be a good fit with the company,” says Evelyn Fred, broker and director of career services at Baird & Warner. “When you’re recruiting someone, it’s not just to get more bodies through the door. You have to make sure that everybody’s going to benefit from jumping from one company to another.”
Recruiters also target professionals with specific profiles in the world of real estate franchising. Real estate firms seeking franchise owners look for individuals who can establish their own agenda and drive their own success. An agent with a record of high performance and well-developed leadership qualities is more likely to succeed as a franchise owner.
“Franchise ownership is not for everyone,” says Michelle Hoyt, a franchise sales consultant at
RE/MAX. “We look for those agents who already have a proven, sustainable career in real estate. We look for those who have the desire to coach and lead others, and who are just ready to be their own boss.”