The main question brokers and managers ask in almost every consulting interview is: “How can I recruit better agents? It’s the most important question, and there are several reasons why broker/owners and managers need to be savvy about smart hiring in today’s market…and the reasons almost always sift down to profitability.

Key #1 - Create a more exclusive criterion for hiring new agents

Loss of market share is not a concern to a business that focuses on a consistent program of intense customer satisfaction. Forward-thinking companies today embrace a healthy commitment to a newly defined extraordinary customer service model and work diligently to differentiate themselves from the competition. This fresh focus on intense customer service is quite different from the order-taking, nonstandardized services of the past.

Many offices and their agents had a minimal, if any, organized structure to provide 24x7 service and communication during the buying or selling process. Follow-up and retention of that customer or client was rare and haphazard, thus abandoning the possibility of a long term relationship that often ensured future business and referrals. Identifying the new professional who embraces a true sense of customer satisfaction and support is essential to the survival and flourishing of today’s brokerage services.

Recruiting has taken a new route, as evidenced from interviews with top new offices. Previously, managers in large franchise operations were commonly required to have a designated number of seats filled in an office to meet company allotments for budgets. Today we know that having a desk filled with a nonproductive agent costs the company too much money. Management must determine how much of the training dollar should be invested in their present group to encourage new attitudes and openness to innovative tools and systems before looking outside for a more amenable recruit. Progressive companies are asking different questions and are going about the process of recruitment in brand new, and surprisingly economic ways.

Case studies prove that the right questions combined with savvy resourceful communication tools contribute greatly to the success and profit of two offices.

These new standards seem to come more easily to newer real estate offices.

An impressive example of this “new” format is evident in a relatively new office on the West coast. A young woman in her 30’s started her own company about 24 months ago and has enjoyed an immediate profit and robust market share. Jodi Lee's Re/Max Legends has smart hiring criteria that has propelled her company from zero to 132 agents in less than a 24-month period. Her costs for recruitment are under $300 a month combining a series of personalized contacts combined with a specific target of productive agents and the use of electronic messaging. Her primary requirement for new hires is their enthusiasm to embrace new communication and company service tools, an unwavering commitment to “high ethics” and a strong willingness to learn. To the naysayer…it can be done, is being done, and with excellent results!

Key #2 - Use Web and e-mail tools to recruit

Another great example is a cutting edge broker-owner from the Atlanta area, Tony Williams of RE/MAX. His commitment to his agents and company requires the use of a company intranet system to secure forms, announcements, hold office meetings, schedule event registration and access office memos on-line. Currently, they are constructing a recruiting website designed to help find top agents who want to be part of his exclusive team with a commitment to a new level of services. The company website profiles testimonial’s from present agents on the value of being with a winning team. Nothing sells better than a third party testimonial.

Being selective creates strong market differentiation and can translate to a healthy chunk of market share, increased revenues and affiliate support for zero based marketing, discounts and services.

Key #3: Recruiting a better agent requires asking better questions

The interview process must include a different line of questioning. To help re-define the hiring process, brokers and managers may want to consider interview questions that include:

1. Are you willing to comply with our company’s electronic policies and guidelines for websites, email, e-prospecting and referrals?
2. What software programs are you currently using or familiar with? What is your experience with effective use of tech tools, like digital cameras, Web tools, database management, agent productivity software, PDA’s, etc.
3. Do you have a current electronic database? What strategies are you currently using to maximize the use of this information? What are your plans to maximize it in your new sales position?
4. Are you certified in any e-Programs?
5. Do you have a website with a workstation that allows you to manage your incoming leads? Send electronic special reports? Track leads?
6. Do you use a mail manager to manage your email and electronic files?
7. What are you expecting that our company will do for you?
8. Are you familiar with office Intranet sites to secure forms, contracts, etc?
9. Will you be willing to attend “online” meetings
10. Regarding the company’s coaching program: How receptive are you to onsite coaching and personal development?

The very nature of this line of questioning unequivocally answers the question: “What will tomorrow’s most profitable, cutting-edge real estate company look like?" It is important to determine if the new agent is willing to comply with your company’s electronic policies that cover website and email guidelines and marketing policies to minimize risk reduction and maximize traffic. When the “team” is cohesive in their efforts to utilize the tools the broker has dearly paid for, the synergy increases, the communication more seamless and the results, impressive.

The days of the prima donna with a good sales record are over and the high maintenance agent is being replaced by professionals that have electronic competence. This new breed of professional is energized with a “can-do spirit” and is not constrained by the confines of traditional marketing and yesterday’s weak service model. They are willing to embrace new methods and means to ensure relevance to the transaction. The new focus of providing a “good real estate experience” is more important to the consumer than ever before. Smart offices are catching on and are performing stronger due diligence in the selection process to represent their company.

Published: February 25, 2003

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