This is a story about recruiting agents in 2025, but after reading this sentence, please pause before continuing and enjoy a moment of self-satisfaction knowing it’s just been proven that you are what every brokerage seeks—a true, almost certainly successful residential real estate professional.
Why? Because only those truly devoted to their craft would spend time reading about the industry with the goal of continuing to learn and grow from the experience and insights of others.
From the economy to the lawsuits, the events of the past year have caused many less-than-serious agents to leave the business. As overall agent numbers shrink, how can brokerages adapt their recruiting and retention strategies to make sure they’re attracting the cream of the crop?
“The industry is shifting toward a model where efficiency and profitability matter more than sheer agent count alone,” affirms Kendall Bonner, VP of industry relations & strategic partnerships at eXp Realty. “Brokerages should be looking at how they can equip more agents with the tools and resources they need to close more deals and build sustainable businesses. Top brokerages are now focusing on efficiency, profitability and agent productivity as the key drivers of success.
“The traditional recruitment model relied on low barriers to entry and a high churn rate, but the winning brokerages in 2025 will be the ones that prioritize agent success over agent count. This means doubling down on tech-enabled agents, business-building leadership and training, a strong culture of collaboration and sharing best practices.”
Michael Muske, with RE/MAX Synergy in Forest Lake, Minnesota, welcomes the fact that less serious agents are leaving the business.
“With recent statistics showing that nearly 74% of licensed agents sold one home or less last year, there are ample opportunities for serious agents,” he says. “We have a culture that features agents who want to surround themselves with only the best. Our recruits know that you will succeed more rapidly if you are surrounded by winners. We have a fantastic staff that supports the agents from the day they join our company.”
Pam Rosser Thistle, an agent with Berkshire Hathaway Homeservices Fox & Roach, REALTORS® in Philadelphia, amplifies that times are changing fast for brokerages intending to dominate the market.
“Whereas before the goal seemed to be running up the number of agents recruited, now there needs to be a calculation that the agents coming in are strong and will survive,” she says. “Brokers are in pursuit of agents who produce and blend with the company culture. And they are focused on retaining the agents they already have, helping them maintain and grow their businesses.
“Some use professional recruiters, or may offer a short-term sweet financial deal. Mostly, it’s having a conversation highlighting broker benefits and letting the prospect decide. Brokers have varied styles. Agents should stay or go where they are most comfortable. This is an intense 24/7 job. You want to love your work and your company or you will burn out.”
Rick Haase, president of United Real Estate, proudly extols what his nationwide company offers as reasons why agents have flocked there, while adding brokerages as well.
“Our flat-fee agent compensation model is even more attractive in times of declining transactions in marketplaces around the country,” he says. “Our year-over-year organic growth since United’s inception 13 years ago has been stellar. Now that existing-home sales are declining and the NAR lawsuits have changed how buyers and agents are paid for their services, our model has become even more attractive.
“United’s value proposition of 96% of gross commission income flowing to our agents, in addition to a full set of agent services, workflow platforms, financial wellness tools, automated marketing and lead generation systems, means that agents do not have to trade great agent compensation for the great support. This combination has been growth rocket fuel for our net agent count growth metrics and has completely offset the effects of market-related agent attrition.”
Kevelyn Guzman, regional vice president of Coldwell Banker Warburg, in New York City, also embraces “the recent agent exodus, as it provides an opportunity to collaborate with agents who are truly dedicated to their profession,” she says. “We have always prioritized top talent and employed strategic recruitment methods to ensure alignment with our company’s values and culture. By implementing data-driven recruitment techniques, for example, looking at data points such as production volume, lead conversion rates and client retention, we effectively identify and attract high-caliber agents. Another recruiting technique is looking at agents’ LinkedIn and social media profiles to learn about engagement with industry topics, charities and groups that are important to them.
“Additionally, fostering a supportive and collaborative environment has proven essential in retaining these top performers. By emphasizing these approaches, we have successfully navigated industry shifts, ensuring our team remains resilient and poised for continued success.”
At RISMedia’s recent Real Estate’s Rocking in the New Year virtual event, attended by thousands of agents and brokers nationwide, three industry leaders provided perspectives and advice in a session titled, “How the Agent Exodus Is Affecting Recruiting Strategies.”
They are DeAnn Golden, president and CEO of Berkshire Hathaway HomeServices Georgia Properties, Atlanta; Michele Harrington, COO of First Team Real Estate, Southern California; and Dean deTonnancourt, president and CEO of HomeSmart Professionals Real Estate, Rhode Island.
“We’re going to see people naturally transition from the marketplace,” says deTonnancourt. “There are many who are dual-careered in real estate, and ultimately, those that are single-career minded are going to gain marketshare. Those that are dual-careered may not be focusing on real estate as a primary source of income. As each individual marketplace adjusts, we’re going to see those that are not focused on real estate as a career transition out.
“People are still coming into the market (as agents), but it is harder and harder to build a business in real estate. I think one in 10 sales associates actually thrive and continue as a full-time business. Ultimately, we need to grow with new professionals in the industry, but those who are not dedicated will transition out.”
The first ‘r’ in recruiting
Golden emphasizes that the status quo will not allow people in the future, whether they’re REALTORS® or brokerages, to survive.
“We’ve got to be in the mindset, in the modality, to be in that growing mold and to be responding to what’s been happening in the market,” she says. “One of the statistics leading into the beginning of 2025 was the forecast of the National Association of REALTORS® predicting an agent decline of 8%. I think we’ve all heard the adage that the first ‘r’ in recruiting is retention.”
Harrington picked up the thread, pointing out that agents at a brokerage recognize that where they work must be desirable if high-producing teams and agents come aboard.
“Recruiting helps with retention, and we’ve done so much this past year in regard to retention, with more training, more building of their business,” she says. “I think when agents see that their business is thriving and building, and you can help them do that, then they’re not going to leave. So our managers are coaches. If an agent who has a $10 million operation in volume wants to go to $12 or $15 or $20 (million), we can help them do that.
“We can help them recruit to their team, help them build their team. We can help them as a solo agent increase their business by geographic farming or whatever they decide they want to do. If you’re coaching and training and helping them improve every day, there’s no way they’re going to leave you. They see other agents coming over, see the energy and the culture and the momentum, and nobody wants to get off a bullet train.”
Harrington also pointed out that there is a transitioning of brokerages as well as agents.
“It’s not just agents that are getting out of the business. It’s brokerages that are getting out of the business and consolidating,” she says. “I have mixed feelings about that because I think competition is good, but it’s also an amazing opportunity for brokerages in the growth mode, because there’s acquisition opportunities. A great way to grow is with brokerages that just don’t want to fight the fight anymore.
“We’ve had a lot going on those last couple of years. The market’s down, the lawsuits, the class actions, the changes in the industry, there’s a lot. A lot of brokerages just don’t want to do it anymore; they’re looking for safe havens to team up and affiliate with other companies. So there’s a lot of opportunities.”
