Recruitment Reality Check: Is the Talent Pool Running Dry?

Across the industry, LinkedIn is flooded with recruitment selfies and “another office opening” announcements. But scratch beneath the hashtags and the truth emerges: the same names are being recycled from brand to brand.

Agents don’t stick. Leaders are chasing headlines, not building homes for talent.

Recruitment theatre looks good online. Retention is what actually builds a business.

Stop counting heads. Start counting careers.

The real scorecard isn’t office openings or flashy sign-on bonuses. It’s this:

• How many agents are still with a network after 12 months

• How many property managers last longer than two

• How fast a new recruit gets to their first listing

• Whether rent rolls are growing—or bleeding staff

• What percentage of business is generated by existing agents rather than newcomers

  
  

If these numbers aren’t tracked, the growth being celebrated is nothing more than smoke and mirrors.

Culture isn’t a slogan

Posters on walls and branded merchandise don’t create culture. Systems do. Career pathways to directorship do. Transparent commission structures do. Managers who coach—not police—do.

When culture only exists in recruitment ads, it’s little wonder that agents move on as quickly as they arrive.

Property management: the ballast

Sales often steal the spotlight, but property management is the ballast that keeps a business stable. A thriving PM department provides predictable income, leadership pathways, and tomorrow’s BDMs and sales associates. Ignore it, and the structure becomes shaky.

The mid-career cliff

Most agents don’t leave in month three—they leave in year three. By then, leads have dried up, content creation feels exhausting, and support has stalled. Too often, leaders blame the agent when the reality is simpler: the systems to sustain mid-career growth were never built.

Technology that keeps people

Client-facing tech may look impressive, but retention is driven by tools that reduce friction for teams. CRMs that actually work, automated nurture systems, mobile-first workflows, and internal knowledge hubs are what stop staff from burning out.

The brutal audit

Every leader should be asking:

• If bonuses vanished, would people still join?

• If the Head of PM left tomorrow, what would break?

• Do rookies consistently create content without hand-holding?

• Are managers acting as coaches—or as cops?

• What’s the one thing that actually makes people want to stay?

  
  

Uncomfortable answers often reveal the truth about whether growth is real—or rented.

The 90-day retention sprint

• Weeks 1–2: Publish a retention scorecard. Ditch vanity metrics.

• Weeks 3–6: Rebuild onboarding around three basics: first listing, daily contacts, weekly content kits.

• Weeks 7–10: Launch a PM career ladder with titles, pay bands, and promotion pathways.

• Weeks 11–13: Establish a creator studio and recognise behaviours that fuel long-term growth.

  
  

If a brand needs constant recruitment just to stand still, it isn’t a brand—it’s a revolving door.

The real war for talent won’t be won by who signs the most agents. It will be won by who can keep them. And right now, too many leaders are losing.