They are right. Between running the business, managing agents, dealing with compliance, and staying visible in their market, recruiting usually slips to the bottom of the list. Then production slows, agents leave and the panic sets in.

Most brokerages do not have a recruiting problem. They have a system problem.

The cost of doing it manually

The traditional way of attracting agents worked ten years ago. A few social media posts, referrals and some phone calls. Today, that is not enough. Agents are flooded with offers and “we’re hiring” messages. Everyone is chasing the same people off the same list.

If your process is inconsistent or generic, you get ignored. That means hours spent reaching out with little to show for it. Every hour spent chasing cold leads is an hour not spent leading your current team or growing your business. Over a year, that time loss can easily equal tens of thousands of dollars.

What automation really means

Automation is not a robot doing your job. It is a system that helps you stay in front of hundreds of agents while sounding personal. It makes sure no one slips through the cracks.

Here is what it can look like:

• Each day, the system identifies active agents based on recent sales data.
• Personalized messages go out that sound like you wrote them.
• When someone responds, you get notified to take over the conversation.

That is it. You only step in when it matters. The system handles the outreach, timing and follow-up. It runs quietly in the background, building relationships for you.

Recruiting as a profit center

Many brokers think of recruiting as a cost. The truth is, it should be one of your biggest profit drivers.

Let’s say one producing agent brings in $10,000 to $20,000 annually for the brokerage. If your recruiting system brings in three or four solid agents each year, that is an extra $30,000 to $80,000 in profit. That return compounds over time as each new agent keeps producing.

Once the system is built, the cost stays fixed, but the results multiply. Every new agent adds to your bottom line without adding to your workload.

Data gives you the edge

The best brokerages no longer guess who to approach. They use real sales data to identify who is active, who is slowing down and who might be open to a conversation.

By pulling transaction history, recent listings and office movements, you can target agents with precision. Instead of sending the same message to everyone, you send relevant, timely communication that feels authentic.

When an agent sees personalized data and a note that speaks directly to what they are doing, they pay attention. That is the kind of outreach that starts real conversations.  Its about disrupting their pattern through a multi-channel approach, so you become a household name to the agent.

From reactive to predictable

Most brokerages recruit only when they feel the pain of having too few agents. That reactive cycle creates stress and inconsistency. Automation breaks that pattern.

It turns recruiting into a steady, predictable process. The system keeps running whether you are in meetings, on vacation, or closing deals. It fills your calendar with interested agents so that every conversation starts warm.

The goal is not to remove the human touch. It is to make sure your time is spent only on high-value interactions. You still build relationships and conduct interviews, but you start with people who already want to talk to you.

That is how you grow without burning out.

Why this matters now

Margins are tighter. Competition is fierce. Many brokerages are already using automation in marketing, lead generation and transaction management. Recruiting should be no different.

An agent attraction system that runs daily is not a luxury anymore. It is how modern brokerages survive market cycles and maintain growth.

If you are still doing recruiting off the side of your desk, you are leaving money on the table. The goal is not to work harder. It is to work smarter, using technology to extend your reach and consistency.

Automation gives you freedom. It lets you focus on leadership, retention and profitability while your recruiting engine quietly builds your next wave of producers.

The bottom line

Growth in real estate is not random. It is built on systems. Brokerages that treat recruiting like a repeatable process will always outperform those that rely on luck or timing.

The brokers who win in the next five years will not be the ones shouting the loudest. They will be the ones who built systems that run even when they are not looking. These systems, run consistently, have a compound effect over a quarter.

Automation does not replace relationships. It amplifies them. It keeps your name in front of the right people until they are ready to move.

If you want predictable growth and a stronger bottom line, start by fixing how you recruit. The right system will pay for itself many times over.

Ghaz Syed

Ghaz Syed is the founder of AGENTC, a boutique recruitment firm that helps brokerages and tech-driven companies build teams that scale. He’s been recruiting since 2008 and built his career by challenging the way hiring is traditionally done.

A connector by nature, Ghaz blends data, automation, and human intuition to turn recruiting into a predictable growth system. He’s also a father of three, a believer in structure and faith, and someone who’d rather build legacies than follow trends.

The post How brokerages can use automation to take the pain out of recruitment appeared first on REM.

Every month, Kate Teves, HR consultant, recruiter and founder of The HR Pro, answers Realtors’ questions about anything and everything related to human resources. Have a question for Kate? Send her an email.

Understandably, businesses want to make sure they’re hiring the right person. After all, cultural fit, personal drive, accountability, and the ability to handle a chaotic day are all hard to gauge from a resume or even an interview. Unfortunately, to be thorough, many employers unknowingly walk into dangerous territory by requesting unpaid or loosely paid “trial shifts” before making a hiring decision.

While this practice might seem harmless and even practical, it can expose your business to significant legal, financial, and reputational risks, not to mention creating a negative impact on new hires, which sets a tone of mistrust and uncertainty.

The uncertainty problem: A big red flag for talent

First impressions matter, and this statement applies to all parties involved. Unless you are the only employer in your area and people looking for work have no other options, you, as an employer, are constantly competing with other businesses (in and outside of real estate) for great hires.  

When employers seem hesitant or indecisive, or request three or four interviews, skills assessment or assignment, and a “working interview” without formalizing the relationship, they can inadvertently send a message that the business is unstable, disorganized, or unsure of its own values; alternatively that the manager/business owner has no clarity of what they want or need which will signal more issues on the horizon.

High-quality candidates are always assessing you as much as you’re evaluating them. A lack of structure and clarity raises red flags about the company’s leadership and culture.

One of the most demotivating aspects for a potential employee is being evaluated in an environment that lacks transparency or clear boundaries. Being invited to work without a clear agreement in place makes the candidate feel disposable, like they’re just being “tested” to fill time or cover a shift, rather than being considered seriously as a future team member. This erodes trust before the formal relationship ever starts (if it starts) and can lead to reputational damage if word gets around (and it will).

Legal ramifications in Canada: It’s not worth the risk

From a legal standpoint, trial shifts, especially unpaid ones, are a liability minefield.  We have discussed the volunteering and internships in the previous issue of REM. In Canada, the minute someone begins performing productive work (i.e., work that provides value to your business), they are considered an employee or an independent contractor under employment standards legislation. This means they are entitled to certain protections, including payment, even if the arrangement was informally or verbally agreed upon.

Let’s be very clear:

There is no such thing as a legal unpaid trial shift for productive work in a for-profit business.

Even if the candidate is paid “under the table” in cash, the business could still be liable for:

• Employment Standards Act (ESA) violations

• WSIB (or equivalent provincial worker compensation board) claims

• Payroll tax issues with CRA

• Civil lawsuits if someone is injured or harassed on your premises

Let’s review some actual examples, and if this sounds even remotely like something that can impact your business, please ensure to contract a professional and formalize your contracts to protect your business.

Case 1: The real estate assistant with a broken arm (Ontario)

A Toronto real estate team brought on a prospective admin assistant for a one-day “trial” to answer phones and file paperwork. No paperwork was signed, no WSIB coverage was activated, and the candidate was not paid. 

While taking a box of marketing materials down the stairs, she slipped and broke her arm. The team was shocked to discover it was on the hook for thousands in medical and legal costs. WSIB determined she was, in fact, a worker under the ESA and entitled to compensation, even though no formal employment had been offered.

Case 2: Cash “trial” leads to CRA audit (British Columbia)

A brokerage in Vancouver hired a receptionist for a three-day paid “trial” and gave her $100 cash each day. A few months later, she filed for EI but was denied as she had no record of employment. She contacted CRA, which triggered an audit that found the brokerage had been regularly paying contractors and trial workers off the books. The result? Over $25,000 in fines and owed back taxes.

Best practices: Protect your business and your reputation

If you want to assess a candidate beyond the interview, there are safe and professional ways to do it:

• Paid working interviews: If you must bring someone in to observe or perform tasks, put a simple fixed-term or daily employment agreement in place, submit the ROE if applicable, and ensure the candidate is covered under your liability and WSIB policies.

• Simulated tasks: Create a simulation or roleplay task that mimics the job environment but doesn’t involve actual work (e.g., responding to a mock client email or using dummy data). This avoids legal grey areas while still offering insight into skill level.

• Probationary periods: Use a proper onboarding and probationary process. It allows for evaluation within a legal framework and protects both parties with clearly written expectations.

Trial shifts that are unpaid or handled informally may feel like a way to minimize risk, but they often do the opposite. They can create legal nightmares, send the wrong message to strong candidates, and reflect poorly on your professionalism.

Set the tone from the beginning: clear contracts, fair pay, and legal compliance. That’s the best way to build a team that respects you and stays with you.

Kate Teves

Kate Teves is the founder and COO of the HR Pro, a recruiter and a Human Resources Professional who focuses on the real estate industry by finding incredible people to support solopreneurs, teams and brokerages.  She also helps leaders and managers build HR processes and design a culture and mindset that facilitate business growth and employee development.

The post Ask Kate: Can I try out a potential hire with an unpaid trial? appeared first on REM.

When administrative demands began taking her away from the most important part of her business – her clients – Elli Davis knew it was time to take action.

Davis, sales representative and senior vice-president of sales at Sotheby’s International Realty Canada, hired licensed assistant Linda Burford 22 years ago, and everything changed. 

Toronto-based Davis says, “I was spending more time managing paperwork and logistics than guiding buyers and sellers through what is often one of the biggest decisions of their lives. I knew I needed someone behind the scenes to help keep things running smoothly so I could stay client-focused and this is (still) true today.”

Davis had been in real estate for several years and had built a database.

“At one point in the late 1980s, I had over 70 listings and realized I couldn’t give my clients the level of attention they deserved without help. That is when the term ‘dedicated real estate assistant’ was coined,” she said.

“I walked into my branch manager’s office to ask if the young lady at the front desk could work for me. That decision shaped the way I have worked ever since, managing a support team of licensed and non-licensed assistants along with a dedicated buyer agent.”

Her first assistant became licensed after a few years in the early 1990s, followed by another licensed assistant in the late 1990s. Burford was the longest-serving team member in this position from 2003.

Davis says she was looking for someone with “strong organizational skills, and ideally, someone who was licensed.”

Education was important, she said, but more than that, she was looking for someone with initiative, discretion and a calm, capable presence under pressure. 

Burford brought all of that, along with a willingness to grow alongside the business.

“My assistant must be intuitive, with a strong rapport that allows them to anticipate how I would respond or what I might need in any given situation. They must also be technologically adept, capable of navigating industry platforms with ease, conducting market research and ensuring all practices align with (Real Estate Council of Ontario) guidelines.”

Evolution of the role

At first, the role focused on paperwork, scheduling, preparing marketing materials and organizing listing details. 

As the business evolved, so did Burford’s role, expanding to include direct communication with clients and cooperating agents, managing deal flow and timelines, and ultimately assuming licensed responsibilities in client care, Davis says. 

“The position naturally grew in scope to meet the increasing demands of the business.”

What exactly do licensed assistants do? 

“A licensed assistant can do almost everything I can in terms of transactions, marketing and client communication. A non-licensed assistant cannot provide real estate advice. It’s important to understand the boundaries and ensure the assistant works within them,” Davis says.

“Having a licensed assistant allows for greater flexibility and responsiveness. They can discuss listings and market trends, attend showings and access visits, and help manage transactions in a way that a non-licensed assistant cannot. It also allows them to grow professionally, which leads to greater job satisfaction and longevity in the role.”

If you’re thinking of hiring a licensed assistant, Davis says, start by identifying what is pulling you away from client service.

How to get what you need from hiring a licensed assistant 

According to Davis, these are the top things to keep in mind when hiring:

• Do not wait until you’re overwhelmed.
• Hire with a clear sense of what you need today and how that might evolve tomorrow. 
• Invest in someone you can train and grow with.
• Look for someone who complements your strengths and who values your business as if it were their own.
• Look for someone with integrity, attention to detail and emotional intelligence. “They need to be calm under pressure, skilled in using real estate technology platforms and aligned with your work ethic. You can train someone on systems, but you can’t train attitude or intuition. I always trust my gut when it comes to hiring,” Davis says.
• Personality and compatibility are “absolutely critical.” “My assistants are often the first point of contact for clients and their demeanor reflects my brand. I have always chosen people who are kind, intelligent and empathetic, people who share my commitment to high-touch service. Compatibility is just as important behind the scenes. A strong working relationship built on trust and mutual respect allows everything to flow more smoothly.”

Saying goodbye

After more than two decades working with Davis, Burford recently retired. Learning to work without her took thoughtful planning, patience and communication, Davis says. 

“Transitions are never easy, especially when you’ve worked with someone for many years, but we approached it openly and collaboratively. Linda was instrumental in training and sharing everything from process flow to client preferences.”

Julie Ambachtsheer, her new licensed client care specialist, was given a chance to learn gradually. Davis also made sure she felt supported.

“Linda’s professionalism and Julie’s enthusiasm made it a smooth handoff.”

When hiring Ambachtsheer, Davis says she looked “for many of the same qualities — dependability, warmth, intelligence. But Julie also brings her own strengths to the role. Every hire is an opportunity to enhance the business in a new way.”

Fitting the role to current needs

As a licensed client care specialist, the difference is mostly in the title and the focus, she says. “A client care specialist is more outward-facing, focused on communication, service and client experience, whereas a licensed assistant may focus more heavily on transaction coordination.

“Both Linda and Julie’s primary focus was and continues to be client service, ensuring we provide consistent, high-level support throughout the buying and selling process. That said, there is also a level of flexibility in the team to assist with market research, database management and other behind-the-scenes tasks as needed,” Davis says.

“Since Julie joined, we have slightly pivoted as she is also actively working with buyers, which has been a natural extension of her role.”

Davis decided against a virtual assistant, she says, because “real estate is a personal business. My clients value connection and so do I. I wanted someone who could meet clients face-to-face, walk through a property and pick up on the nuances that don’t always come across over email or phone. You just can’t replace that kind of presence with a virtual assistant.”

Closing thoughts

 “Looking back, hiring that first assistant was a turning point in my career,” Davis says. 

“It allowed me to elevate the level of service I offer and build lasting client relationships. Since then, I have had the privilege of working with a team of loyal, dedicated professionals who share my values. Behind every successful agent is a strong support system.”

Connie Adair

Connie Adair is a contributing writer for REM.

The post Tips from Sotheby’s VP: Hiring an assistant that lasts appeared first on REM.

Ghaz Syed

Ghaz Syed is the founder of AGENTC, a boutique recruitment firm that helps brokerages and tech-driven companies build teams that scale. He’s been recruiting since 2008 and built his career by challenging the way hiring is traditionally done.

A connector by nature, Ghaz blends data, automation, and human intuition to turn recruiting into a predictable growth system. He’s also a father of three, a believer in structure and faith, and someone who’d rather build legacies than follow trends.

The post Finding the perfect hire: Tips for building your real estate dream team appeared first on REM.

Keith Roy

Keith Roy is a REALTOR and Team Leader with Remax in Vancouver, BC.  He has been selling real estate since 2006.  Keith is a certified RRi trainer  who has helped agents and team leaders on five continents.  He lives near Kitsilano beach in Vancouver with his soulmate Stephanie and their toddler son, Kai.  Keith is available for one-on-one agent consulting for team leaders and aspiring team leaders, and Vancouver real estate referrals.

The post Team Talk: Why additional research is crucial when hiring an assistant appeared first on REM.

There is a very positive angle to this decision as well: by hiring the right person for you and your business, you will be partnering up with someone who can help your business grow and become an amazing ally for years to come.

Let’s break down the process into a series of small steps to set your new hire up for success and ensure their contribution to your bottom line is positive from day one.

So, when should you consider hiring someone for your business?

• Your business has plateaued; you are at a steady transaction rate of at least 15-20 deals per year and have been unable to produce more (not due to a lack of desire but instead a lack of time).

• You are a jack of all trades and a master of none. You are doing your bookkeeping, social media, setting appointments, lead generation and doing the follow-ups, which makes you a one-person show and is likely the reason you’re feeling stuck in your business.

• Things are falling through the cracks. When opportunities are left on the table, or you know there was a task you didn’t complete to its full potential- congratulations! You have a great problem! You need to hire help to satisfy all those clients you worked so hard to get.

• No work-life balance. If you feel like you are always working, it is probably because you are. Hire someone, even if on a part-time basis, to help with specific tasks of your business that are not your favourite and carve out some time for yourself. It is vitally important to take breaks.

Now that you have made the decision to hire let’s go through the steps of getting you to think like a leader and no longer as a solopreneur.

Build out your business plan, write it down, and set SMART goals (specific, measurable, attainable, relevant and timely) for your business. What is the target for the number of transactions? When will you evaluate if you are successful? Create your milestones and build out the steps to get there.

Set metrics and key performance indicators for your employee. Make sure to clearly articulate your expectations of them and overall business goals to your new hire. They will be better equipped to support you when they understand the short-term and long-term business objectives.

Create your business vision, mission and value statement, which are important not only to have and communicate to your clients but also to your employees and business partners. This will ensure that the individuals joining your team will build a culture aligned to your business’s core and attract more people like them.

Once the perfect fit has been selected, protect that newly formed relationship by designing a solid pre-boarding and onboarding plan. This will consist of a great “Welcome to the Team” email expressing your excitement and consistent communication before day one with basic info like dress code, lunch times, parking and directions and anything else you wish to share before they start.

Remember that 12 per cent of hires never start on their first day as they experience buyer’s remorse, which causes them to change their mind for one reason or another. A strong onboarding plan will ease this anxiety and help you keep your new hire for longer.

Kate Teves

Kate Teves is the founder and COO of the HR Pro, a recruiter and a Human Resources Professional who focuses on the real estate industry by finding incredible people to support solopreneurs, teams and brokerages.  She also helps leaders and managers build HR processes and design a culture and mindset that facilitate business growth and employee development.

The post When should you consider hiring help? appeared first on REM.

The real estate market has shifted and so has the employment supply and demand. Prior to March 2020, it was already a candidate’s market, where candidates cherry-picked the best positions, with the highest bidding salary rates. Employers often found themselves competing for top talent. Fast forward to now and we find ourselves in uncharted waters. Long- standing businesses are closing, Realtors are looking for jobs and layoffs continue to sweep across the real estate industry. But despite all that, it is still a candidate’s market.

Some teams and offices are still thriving amidst this chaos. Growing or replacing team members creates demand for hardworking, smart, career-driven individuals. Candidates, however, have taken a step back.

COVID-19 is now the catalyst for many epiphanies and life-changing decisions. Some candidates are looking to relocate out of the city and will only consider “work from home” opportunities. They are making statements like, “After coronavirus, everyone works from home. There is Zoom and it is 2021. There is no need to work from the office.”

Candidates are also concerned about commuting via public transit. The fear of exposure at the office is real. Potential employees are even refusing to interview in-person. Everyone is asking about what COVID-19 measures the office team have in place. Even before discussing salary or employment details, we are now bombarded with queries such as, “Can’t I work from home rather than commute on transit and go into a workplace where people are not following protocol?”

When the CERB support was available, candidates were questioning whether they should take on work or wait for the $2,000 to deplete. Think about that for a moment: candidates are comparing government support to employment. The candidates are questioning things that they would not have before, while employers are demanding that candidates not take the public transit for the sake of their own safety.

On the other side of the equation, clients are even more interested in finding out private information such as how many kids a candidate has and if they have proper support during this time.

Here’s the kicker: a LOT of candidates are dropping out of the industry completely because they need to manage their kids. It becomes a question of either staying home or changing jobs to positions that provide health benefits, with a set schedule rather than the typical real estate schedule.

Now that we’ve moved over from CERB to CRB, we see that candidates are requesting part-time work and to top it off, requesting the ability to work from home, all while real estate employers are still stuck on paying minimum wage.

It’s a candidate market more now than ever! It’s hard enough in “normal” times to train someone up with all the time, money and resources invested to handle the volume that is coming through. This situation makes it harder.

We’re headed into February in a couple of weeks and already the market has shifted yet again. Let’s see what spring 2021 brings.

Aiman Attar

The former owner of Imaginahome Inc. and former Realtor at Re/Max, Aiman Attar is the managing partner of AGENTC: The Real Estate Recruiter. She has worked in the real estate industry for over 10 years with Toronto’s finest, most accomplished Realtors. She decided to dedicate her talent and experience to helping you hire the best candidates to build your business. Email Aiman.

The post Real estate hiring during the pandemic appeared first on REM.

Sounds about right…right? But just before you take the leap of bringing someone on to help you live the life you envision for yourself, consider this. Watch the video.

David Greenspan

David Greenspan, CEO and founder of #MindShare101 is a nationally recognized keynote speaker, trainer and coach who helps sales professionals and businesses improve their sales and marketing efforts by bridging the gap between online and offline marketing to achieve a higher ROI on every marketing dollar spent. His direct, raw, and real approach is designed to motivate you and give you the advice you need to know.

David’s goal is to help you build MindShare, creating a top-of-mind intuitive, instinctive reaction so when people think of the product or service you offer, they think of your name first, always putting you in the right place at the right time to take your business to the next level.

The post Consider this before hiring help for your business appeared first on REM.

When I first sat down with AJ Plant, regional owner of Exit Realty Eastern Ontario, and Duncan MacDonald, a former Toronto Blue Jays scout hired to find franchise prospects and recruit agents for the region’s brokerages, I was eager to explore the connection between scouting for talent in the baseball world and seeking the best in the real estate industry.

Minutes into speaking with Duncan, his passion for discovering diamonds in the rough became clear. As he explained his process of seeking talent, his dynamic gestures and words made the room crackle with energy.

“The most exciting part,” he says, “was never knowing if I was assisting the next great.” He described with excitement how his role was essentially to be a treasure hunter, searching for the next champion whose raw talent he would help develop into professional-grade excellence.

Recognizing MacDonald’s unique talent and passion, Plant reached out, inviting MacDonald to train his eye for talent within the real estate industry instead. The two agree there are many similar characteristics found in top performers in both industries. Here they share five ways that brokers can focus their search for top talent for their own companies and identify good, coachable agents and make them great agents.

Plant says when scouting a salesperson who is already working in the industry, “we’re looking for certain characteristics.” In particular, “Work ethic, integrity and coachability” are the most important, he says.

1. Ask effective questions:

Much of what makes a person excel has less to do with financial resources, appearance or even their success in building up impressive sales statistics, and more to do with invisible qualities like integrity, empathy and their personal motivation for doing the work they do. A person’s potential is determined more by who they are than by what they do, and this is a key starting point for discovering excellent talent.

When asked how they discover these invisible aspects of a real estate agent, Plant says, “We ask effective questions.”

A critical element in sorting out what kind of person you’re dealing with is to explore their “why”.  The most powerful “why,” he says, is rooted in a desire to help others. “That’s what we look for.”

Ask questions that get to the heart of the agent’s motivations, and then “you know if you have someone or you don’t.”

2. Evaluate statistics, yes, but more importantly, their context:

When wondering where to find top producers, many look to statistics. It’s a good place to start – the 20-80 per cent rule applies in both baseball and real estate to help identify top producers. Relying heavily on statistics, though, can be misleading as to true talent.

For example, if an agent claims to be a million-dollar producer, what does that mean? Do they mean they did $1 million worth of transactions in the last year, or that they made $1 million? And if it was $1 million worth of sales, was it from two $500,000 sales, or five $200,000 ones? And how does any of that compare with the region and economy in which they’re working?

Straight-up statistics don’t tell the whole story, regardless of their source, so it’s critical not only to look at the numbers, but to understand their context.

3. Look for these habits:

“Habits predict results,” says MacDonald. To find the best performers, or those who will likely become top performers, evaluate their habits. Are they developing their skills? Are they practicing the things they need to develop in order to be among the best?

In baseball, Duncan would look at whether or not a pitcher is doing things like honing his curveball, perfecting the spin, upping revolutions and spending hours each week developing his accuracy or strengthening his throwing arm. By that aspect alone, he says, “you can predict who will be in that line up.”

In real estate, the principle holds. If an agent is practicing – and what particular skill isn’t as important as that they are intentionally developing – you can predict the ones who will do well.

4. Look for leadership qualities:

The best agents to have on board contribute not just to the company’s bottom line, but also intentionally empower other agents in the firm who they see not as competition, but as their teammates. This is a leader, and a priceless asset to any company. “We believe leadership accelerates growth and enriches lives,” says Plant, “and who doesn’t want that?”

Everyone thinks they’re a leader, says MacDonald, “but they’re not.”

Often, when thinking of what makes a leader, we think of someone who excels, the best of the bunch. Both men would disagree, however.

“You don’t have to be the best player on the team to be the captain,” Plant says, speaking from experience as a baseball team captain. Sometimes it’s putting a smile on when you’re personally having a bad game and cheering others on so they can excel, he says.

Leadership is about having a mindset of a team goal, they agreed, and it’s one of the top qualities they seek in their agents.

5. Find people who smile in the face of failure:

“Successful hitters fail seven out of 10 times,” says MacDonald.

“That’s easy,” says Plant. “The failure rate (in real estate) is 10 times that.” He says it’s common to have to approach 49 different people to get one person who may buy or sell in the next 12 months. It takes someone able to handle rejection and failure to thrive in those conditions.

One of the ways Plant sets out to discover an agent’s fortitude in the face of failure is to take them door knocking. “If you get seven doors slammed in your face, one “maybe” and two requests to call back, you want the person who says, “Yay! We got a maybe!” The person who focuses on the seven hard no’s is the person who won’t likely do well.

Also, it’s a chance to evaluate the agent’s coachability. “If someone was grumpy at the door, I’ll say, ‘How did you feel about that?’ Then I’ll say, ‘You know what you did wrong that time? You didn’t smile!’ If they take that advice to heart and adapt their approach, he says, “I know they’re willing (to learn).”

Kim Rempel

Kim Rempel, investor, writer, and entrepreneur, helps real estate professionals and business owners create content that gets attention. She says, “Leverage what you know to help your business grow. That’s the power of content.” Visit her website, www.RealtorBlogging101.com

The post How to find and recruit top agents appeared first on REM.

The good news is that the downturn in the economy will create an influx of incredibly qualified candidates in the job market searching for their next career move. Not everyone will be waiting for their existing employer to re-hire them. This also means that the employers have more buying power than the candidates. In a thriving economy, it would be quite the opposite, where there would be multiple employers making an offer to one superb candidate.

With massive layoffs across the real estate industry, candidates have started to doubt whether they even want to return to their previous jobs. Some are considering changing industries. A lot of administrative staff and sales reps have had a moment to rethink whether they want to stay in this field simply because there is no longer a healthy source of income. In a downturned economy, many sales reps will either join teams to survive or begin searching for salaried employment to weather through the storm.

COVID-19 has made a lot of us go through a soul-searching exercise. Some of us will learn from this while others will just sink into the abyss.

There will be employers that will be reactionary and hire in a rush, making costly decisions, while a select few will take this time to have a proactive recruitment process in place along with an onboarding manual to ensure business continuity.

Here is what you need to do in order to be set up for success:

1. Salary CMA

Moments before the economy ground to a halt, candidates were earning more money in 2020 than in previous years. Although when the market rebounds we may hover in a quasi-recession, this does not mean that we pay salaries based on a recession (which often means lower wages due to influx of candidates). If the quasi-recession ends in a few months, all candidates you hired at a lower rate will quickly find other employment opportunities offering top dollar.

This is a delicate discussion because many business owners, brokerages and salespeople have experienced profit and revenue loss during the lockdown, so finances are genuinely tight. However, it can come across as vulture-like to feast on hiring great candidates for $40,000 who were previously making $50,000-$60,000 to do the same work they did prior to COVID-19. We highly recommend that you seek advice from a business coach or a recruitment coach prior to making any decisions on salaries to ensure you are aware of current market intelligence.

2. Job description

Create a job description that is realistic and reasonable for who you want to bring on and how much you want to pay based on a CMA of their skill set and salary. Hint: Do not pay a 10-year veteran $20 an hour and expect them to answer calls after hours! Be sure to post your job on all social media channels and free job boards.

3. Choose the right fit

There are seven steps when choosing the right candidate. Do not assume that if someone has five years of experience for one brokerage or team that they would automatically be a great hire for your business. Having the right recruitment process, thorough interview questions and one-day paid assessment, ensure that you make the right hire.

4. Offer and onboarding

Once you find the perfect candidate, you want to be sure that you have all your ducks in a row. A proper legal employment offer is the first thing a great candidate looks for and if you do not have one ready, it can make candidates very wary of the employer.

The second most important step is the onboarding process. Do not wait until your new hire starts to order a desk, laptop and phone. Nothing is worse than starting a new job and having nothing ready for you to begin working. And part of onboarding is training your new employee – even if they have years and years of experience. How you do business is always slightly different from how someone else does theirs.

Congratulations – You have just made your hire. Now it’s time to live under one roof with your work wife/husband for the probationary 90 days to see proof in the pudding. If it is not working out in the first three months, then know when to pull the plug.

So, question is: Are you ready? Have you planned? Are you going to take what comes your way or will you have a process in place when the market rebounds?

Aiman Attar

The former owner of Imaginahome Inc. and former Realtor at Re/Max, Aiman Attar is the managing partner of AGENTC: The Real Estate Recruiter. She has worked in the real estate industry for over 10 years with Toronto’s finest, most accomplished Realtors. She decided to dedicate her talent and experience to helping you hire the best candidates to build your business. Email Aiman.

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