PEO­PLE PART­NER

Sarah Daw­son

Elite Agent - - CONTENTS -

Sarah Daw­son is the Head of Growth at Real+. For more in­for­ma­tion visit re­alplus.com.au. IT IS POS­SI­BLE THAT THE ‘BLUE SKY' LIST OF MUST-HAVES COULD AC­TU­ALLY QUAL­IFY OUT MANY GREAT OP­POR­TU­NI­TIES WITH­OUT EVEN A CON­VER­SA­TION.

By all ac­counts the re­cruit­ment mar­ket for qual­ity can­di­dates is a com­pet­i­tive space, with over 5,000 agen­cies in NSW alone vy­ing for topqual­ity can­di­dates – mak­ing it as ruth­less as the real es­tate cli­mate to­day. In this mar­ket, there are a few key fac­tors to con­sider when look­ing at your in­ter­nal peo­ple plan.

Be clear on your non­nego­tiables

It is pos­si­ble that the ‘Blue Sky' list of must-haves could ac­tu­ally qual­ify out many po­ten­tial op­por­tu­ni­ties with­out even a con­ver­sa­tion. Work with your con­sul­tant so they can help you hone in on the qual­i­ties and skills that you feel are top of the list. This is a pos­i­tive ex­er­cise with the rea­son­able goal be­ing to come up with no more than five deal break­ers. Once you have a short­list pre­sented to you and you start the in­ter­view process, en­sure that these five qual­i­ties are top of mind.

Set a rea­son­able timeframe

Set a prac­ti­cal time­line for hir­ing. By en­sur­ing that you have ap­proved bud­get, start dates and job de­scrip­tion, you will be em­pow­ered to make the de­ci­sion to hire in a rea­son­able timeframe. Too of­ten we see agen­cies wait for the per­fect can­di­date only to be de­layed in­ter­nally, caus­ing them to miss out. Go­ing to mar­ket pre­pared and ready to hire will mean a great ex­pe­ri­ence for the can­di­date and will avoid them hav­ing doubts around in­ter­nal chal­lenges.

Form a re­la­tion­ship

We work with those we trust, so look­ing for a hir­ing con­sul­tant who is avail­able to part­ner with you and your busi­ness will make you feel com­fort­able that they know the ex­act type of per­son you're look­ing for. They know the cul­ture, they know the list of non-ne­go­tiables, they know the per­son who will make a dif­fer­ence to you and your team. Once you have this re­la­tion­ship you won't ig­nore an email with a re­sume; you'll be ex­cited to see what it con­tains.

Don't be too quick to dis­miss

Give peo­ple a mo­ment to warm up. Whether it be dur­ing the hir­ing process or even once you have them on board, give them a mo­ment to find their way. Chang­ing roles is chal­leng­ing no mat­ter what level we are work­ing at; it takes peo­ple time to feel com­fort­able in their en­vi­ron­ment, to find a work buddy they feel at ease with, to un­der­stand the ex­pec­ta­tions of their role and to gauge the cul­ture and ac­cep­tance on be­hav­iours. En­sure you give the new team mem­ber sup­port, time and space to hit their stride, which will pro­vide them with a pos­i­tive ex­pe­ri­ence. Well-struc­tured on­board­ing that en­cour­ages reach­ing out to their peers, and daily check-ins (mov­ing to weekly) to see how they are manag­ing, will help them feel sup­ported.

Ful­fill­ing your top five points on your wish list means you have got it right, so in­vest in peo­ple based on this the­ory. There are many ways to sup­port your new hire, whether it be through coach­ing, a few short courses, on-the-job train­ing or in­dus­try sup­port lines. The cost of this is min­i­mal com­pared to leav­ing a seat va­cant for too long and com­pro­mis­ing your ser­vice or prof­itabil­ity. Trust your de­ci­sions.

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