You must start with the fundamental understanding that the skills to be a good recruiter are the same exact skills of a good sales associate: prospect, prospect, prospect! 

The difference between prospecting for buyers and sellers and prospecting for future sales associates is where the road takes a divide.  But it is nevertheless a long and winding road, and along the way you will have to make some key decisions and critical choices. 

Let's start with your own reality check.  Quickly take this quiz to establish your starting point:
My office currently consists of ______ full-time and _____ part-time associates.
 
We rank # ________ in market share in our marketplace.

Without the benefit of a formal survey, I would say that the reputation of my office is    
 __________ outstanding
 __________ very good
 __________ good
 __________ fair
 __________ poor
 __________ unknown to me at this time
I know this because:________________________________

The experience level of the agents on my staff ranges from ________ months/years to _________ months/years in the business
 
The majority of the sales production my office is being done by _________% of the agents out of a total of _______ people.
 
I have been managing the office since (date): ___________________________________________
 
My greatest challenge as I see it is: ___________________________________________
 
If I could recruit _________ new agents and/or __________ experienced agents over the next year, the result would be: ___________________________________________

Now step back and REALLY take a look at your answers.  What pops out at you?  What can you use to your advantage in recruiting and what might present and obstacle?

The next step is to decide what experience level you are trying to attract?  New to the business or seasoned veterans?  Top producers or Wanna-Be Stars?

Let's look at the two in a little more depth.

New Recruits:
1.  The cost can be high because the start-up time is usually long
2.  There can be a significant investment in training and management support before  they return a profit to the company
3.  Their expectations are high and need to be clearly understood from the beginning
4.  People new to the business often don't have  full understanding of what is required and whether they are willing to "do what it takes"

Already in the Business:
1.  They and you have production expectations - you want early results - they want to do better than what they did with their prior company
2.  They may expect things from you that were provided at their old company - you may or may not be willing or able to provide them
3.  There is often a price to pay.  Sometimes this is commission but more often it is other tangible benefits (i.e. special marketing, private office, relocation leads) - Are you willing to pay the price?
4.  What are the short and long-term benefits of this new association - to BOTH of you!

Those are the downside questions, but what are the positive reasons to recruit one or the other or both?

New Recruits:
1.  They come with no pre-conceived notions and will learn the business the way you want them to
2.  They are enthusiastic and highly motivated to succeed when they start
3.  They can open up new doors to markets that your company/office wasn't penetrating
4.  They are usually less demanding of "extras" and adapt easily to your company/office policies

Already in the Business:
1.  They will bring an active book of business and usually hit the ground running
2.  They bring experience with them so the demands on manager's time is usually less
3.  The sphere of influence they possess along with a network of past customers and clients not only means new business for you but business you have now taken away from a competitor
4.  If they are happy in their new environment they will be your biggest champions and your best surrogate recruiters

Here is one final three-step assessment you can use to put you on the right path to recruiting effectively.  Be honest with yourself.

Assessment #1
What is the reputation of your office to:
a.  your associates and your employees
b.  the associates of your competitors
c.  the buyers and sellers in your marketplace

Assessment #2
Know your competition:
a.  What is their overall production and reputation?
b.  What do your associates say/believe about them?
c.  Have they had any complaints against them?

Assessment #3
Look in the mirror
a.  What is your personal reputation?
b.  How much sales and management experience have you had?
c.  Where did you work before?  Will that matter to your recruits?
d.  What are your strengths and weaknesses?
e.  What are your competencies (beyond sales) to manage?

The subject of recruiting is a very big one.  Look for other Articles on Recruiting in the weeks and months to follow.  It is the lifeblood of a successful office and the more you learn and the more you master, the more successful you will be!

If you have specific questions about this article or the subject of recruiting in general, please post them on the Discussion Forum for feedback.