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Hire the recruiter as a c-suite real estate executive

Recognizing its importance, and understanding the reticence, most leading brokerages are now adding the recruiter position to their C-suite and executive-level teams, and you should, too.

We all know the golden rule of real estate recruiting: It’s the lifeblood of any successful brokerage. Unfortunately, many brokers who try their hand at recruiting typically overlook, sometimes botch or most times give up during the process while many more don’t like the activity at all. Recognizing its importance, and understanding the reticence, most leading brokerages are now adding the recruiter position to their C-suite and executive-level teams, and you should, too. That’s my first recommendation to help you maximize recruitment at your brokerage. To follow, are other thoughts, ideas, and suggestions that have worked for me and others in the CENTURY 21® System to grow your agent count.

Sell personalized and unique value

First, recruit agents the way you as the recruiter would want to be recruited. There are many moving parts in the recruitment process and in today’s competitive real estate industry. It’s important for a brokerage to own that process, sell the personalized and unique value, and invest in the right people and the right technology. Our mission is to defy mediocrity and deliver extraordinary experiences by providing support and opportunity for everyone to create a unique business plan worth owning and celebrate a life and a career worth living. We find that mindset to be a powerful, two-pronged approach.

Case study

One of the top agents in commissions last year at a top company in the system is a perfect example of how this combined approach works in the real world. While she came to this local C21® office having completed over 200 transactions, we sat down and explained how that number could be doubled. Bottom line: She wasn’t using her time and resources to build out her business by staying in touch with her sphere. She also need to free up time to better enjoy family and friends. Before acting, we sat together and quantified how some specific actions would result in more deals per year. Once her eyes were opened to the possibilities, we took immediate action. We segmented and organized her database by grouping together contacts by specific characteristics, and set-up regular touch points with each receiving personalized, knowledge-based communications on an ongoing basis. Her business this year is up over 50%.

Build a culture of fun

Second, build a culture of fun. Of course, successful recruitment boils down to truly understanding the goals of the individual agent and offering high-level education, an environment of productivity, and a center for advanced agent performance where everyone can reach their true potential. What we’ve learned is that agents also respond to, and gravitate towards, a culture and environment that values having fun in conjunction, of course, with productivity gains.

Don’t overcast your recruitment net

While it is tempting and technology does allow for it, don’t overcast your recruitment net. Stay focused. We’ve made a very conscious effort to focus on one company’s offices in our area, and it’s proven successful. My recommended goal is for recruiters to get in front of them at least once a month.

Recognize good work

Every agent appreciates someone who recognizes all the hard work they’re doing and the success they’re having. For example, when a recruiter makes a call, I suggest they have the prospect’s past year sales numbers in front of them. Then say, “I see that your sales are up 44% on the year. What have you’ve been doing that’s working?” Talking about an agent’s success and recognizing their achievement is a great way to start the conversation and begin a relationship.

On the flip side, successful agents want to collaborate with other successful agents. Many recruits come from your existing agent base. Building an office from within can work well. When your family of agents is ready, willing, and able to be a part of the other agents’ lives and support them with their business, they will go out of their way to help bring in prospects. It’s important to continually recognize agents. After each closing, a short note or text to the co-broking agents is always appreciated. Thank them for participating in the sale and conducting themselves professionally throughout the process. Let them know you look forward to their continued participation in future deals. It’s as important to build strong relationships with the agents in your market as it is to maintain strong relationships with your current agent base.

As you can see, there’s a lot that goes into being a successful real estate recruiter. It’s a position, especially at this time in the industry, that should receive the special recognition it deserves: an executive seat at the C-Suite table.

Liz Danielson is Director of Recruiting with CENTURY 21 Real Estate in Madison, NJ.

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