INDIAN WELLS, CA—GlobeSt.com has covered the challenges of up-and-coming real estate executives in our highly popular Young Professionals Series. Now insights come from the other side of the hiring table at SIOR's Spring World Conference here.

Consultant Ralph Spencer says that a proper recruitment program is nothing short of “a key step in the survival of your company,” and copping an attitude of “I know how to hire; I understand people and I've been doing this for years,” is a recipe for disaster.

Before we explore what commercial real estate companies should do, let's review some of the mistakes Spencer has seen in-house recruiters make:

“They don't connect the dots,” he tells GlobeSt.com. “They fail to develop clearer profiles of the job needs and candidates' abilities.”

Hiring execs also fail to realize that the best of those they've interviewed may not be the best that are available. They'll also put too much emphasis on experienced associates, neglecting younger pros who may know less but are less set in their ways.

They also often fail to create a plan and monitor its progress. Finally, a mistake common to this industry is putting a manager in charge who is a salesman but may not have hiring skills. So what is an employer to do? The glass-half-full version of the above mistakes equates to Spencer's formula for a successful hire:

1) Identify your needs. What's the gross commission or income? What experience does this position demand and what career status?

2) Establish the job position and the candidates' profile. What behaviors are necessary in this position? “Top producers are definite, firm, frank risk-takers who like to solve a big challenge,” Spencer said. They also want recognition for the job they've done.

3) Devise a recruiting plan. Prepare recruiting materials such as company and client testimonials, what Spencer refers to as the Show & Tell. Also utilize a computerized dashboard to monitor the entire process.

4) Finally, make sure the process is consistent. “Think of it as a courtship and engagement,” he says. There's a lot of exploring to do before the big question (the job offer) is asked. The process proceeds from resume to screening to behavioral assessment to reference checks to comprehensive interview (including other team members) to a final interview to negotiate expectations and discern commitment.

It's key, Spencer reiterated, that the process be consistent from candidate to candidate. “Your life will be better or worse,” he concluded, “depending on your decision.”