If you've read WorkPuzzle over the last few months, you probably remember several discussions (1, 2, 3) I've facilitated on the need for real estate companies to look beyond hiring just those agents who are already active/experienced in their industry.
If you're going to spend time and effort looking for candidates outside the industry (commonly called "new to real estate candidates"), it may be helpful to know what all those people who "have normal jobs" are experiencing. Thankfully, there are several researchers who study this topic. 
Mercer, a large global human resources firm, recently conducted surveys of more than 30,000 employees from various industries, and discovered that more than 50% of the workforce in the U.S is really unhappy with their employers. Their findings were published in their What's Working? human resources industry report. A similar survey was conducted in 2005. The 2005 data serves as a benchmark for the findings this year.
So, what's changed in the last six years? There are four strong theme's that have emerged in the data. These themes were recently identified and documented by recruiting expert Kevin Wheeler in a recent Electronic Recruiting Exchange forum. Here are some of Kevin's observations:
"While money and benefits are not the primary reason people leave their employers in normal times, these times are very different.
This recession has lingered longer than most and is impacting a generation of workers who have not suffered much from recessions in the past. Their tolerance is different, and so are their expectations.
Today I think there are four primary drivers of these rather frightening statistics. And these same reasons will eventually drive away the new people you recruit as well, unless you are candid and realistic right up front with the candidates."
1. It's About the Money.
"For many employees it has been a long time since they have gotten much in the way of a pay increase. The recession is often used as a reason for not granting reasonable increases, and managers have been more focused on performance — or lack of performance, as a way to hold down these increases.
Yet, employees see their organizations making good profits and in some cases even record profits. Corporate coffers are flush with cash, yet this has not translated into significant pay increases. At the same time, option grants have shrunk due to changes in how they are taxed, giving some employees even less reason to stay. Employees perceive an unfairness in how they are paid compared to how firms are profiting."
2. It's About Being Overworked.
"Second, and not completely separated from pay, is the amount of work that is being asked of employees. Many people I speak with are really doing what two or more would have done prior to this recession. Managers have asked for more and gotten it as employees fear there are few other jobs.
Yet the perception about jobs is changing, and many are starting to make a move if for no other reason than to lessen their workload or find a more flexible employer."
3. It's About Flexibility and Respect.
"A third growing issue is the attitude younger workers, especially those in the Gen Y category, have about work. They feel their personal freedom is threatened by restrictive social media polices. And they are unhappy with the unwillingness of many firms to allow flexible working hours.
They are also inclined to want open, authentic cultures and this recession has caused firms to tighten up communications, keep more secrets, and allow much less open discussion. This is all negative to the younger folks who will seek out more open and flexible environments."
4. It's About Lack of Training and Development.
"A fourth element is lack of development. Many surveys have pointed out that Gen Y in particular, but all of us at some time, want to take on new responsibilities and learn new skills. During the recession organizations cut back on training and limited development opportunities.
In some cases when development was available no one could take advantage oif it because of high-demand work requirements that left no time available. This has resulted in frustrated and bored employees who are looking for a change."
I would recommend that you work these four themes into every candidate interview you conduct. Ask open-ended questions that are directed at uncovering the pain that the candidate is experiencing in their current employment situation. The pain will not be hard to find if you poke around on the topics listed above.
Remember, until this pain is identified and felt by the candidate, they will not be able to "hear" how a career in the real estate industry could alleviate that pain.
Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.
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