In 2026, the real estate industry finds itself at a major inflection point. While technology continues to accelerate at an astonishing pace, the true differentiator for brokerages and teams is not the newest platform, CRM integration, or AI-driven data tool. It is people. The quality of talent within a brokerage, its agents, leaders, support staff, and emerging specialists, will determine who thrives in the next era of Canadian real estate. But with shifting expectations, new generational mindsets, and a fiercely competitive labour market, the question has changed. It’s no longer simply “How do we recruit?” Instead, it has become, “Where do good people come from?” And the answer is far more nuanced than it used to be.
One of the strongest new talent pools is the hospitality and retail sector. These industries have long been home to people with exceptional service instincts, empathetic communicators, patient problem – solvers, and high-energy professionals who stay calm under pressure. As economic shifts push thousands of Canadians to reconsider their career trajectories, many are discovering that real estate offers something their previous industries did not, autonomy, uncapped earning potential, and the ability to build something of their own. Brokerages are increasingly realizing that a server from a busy downtown restaurant or a store manager from a high-end retailer may already possess the emotional intelligence, resilience, and people-first mindset that define a top producer.
For decades, real estate brokerages relied heavily on predictable recruiting sources. A new agent might come from a local office, a competitor down the street, or someone transitioning from a related profession like financial services. Staff members often came through administrative pathways or traditional corporate hiring. But the talent pipeline of 2026 looks nothing like the one of 2016. The best people entering real estate today are coming from unexpected industries and bringing fresh skills, new ways of thinking, and a higher bar for what they expect from leadership.
Another emerging pipeline is the technology and customer experience sector. As brokerages modernize their operations, centralizing systems, improving automation, strengthening data use, and elevating marketing, there is growing demand for individuals who understand digital ecosystems. These recruits may not have real estate backgrounds, but they bring critical skills: workflow optimization, UX thinking, content strategy, analytics, and familiarity with platforms that enhance agent performance. With the right onboarding and training, tech-literate talent can dramatically improve operational efficiency and help agents deliver a more seamless client experience.
The creative industry is also becoming a surprising but powerful source of real estate talent. Marketers, videographers, storytellers, and social strategists are increasingly drawn to roles in agent enablement, brand building, and brokerage marketing departments. With consumer expectations shifting toward authentic content and trust-based communication, the ability to craft compelling narratives around community, lifestyle, and local expertise is now a competitive advantage. These individuals help reshape how brokerages show up online and offline, and they support agents in building their own personal brands with sophistication.
The gig economy is another contributor to the modern talent landscape. Many Canadians who value flexibility, self-direction, and entrepreneurial freedom are finding real estate a natural fit. These individuals are accustomed to managing their own schedules, balancing multiple revenue streams, and working independently. While they may need more structure and clarity when entering the industry, they bring a high degree of adaptability, something the 2026 market demands.
Perhaps the most transformative shift, however, lies in what ‘ good people ‘ actually means today. In an unpredictable market, technical skills alone are insufficient. Brokerages are prioritizing candidates with strong emotional intelligence, adaptability, coachability, and values alignment. These softer skills influence culture, collaboration, and the client experience. A candidate’s character has become as important as their competency.
This evolution has also created new HR – driven roles inside brokerages, positions that did not exist just a few years ago. Titles such as Head of Agent Experience, Director of Agent Enablement, Recruiting Content Strategist, Community Manager, Director of Growth and Expansion and Wellness & Productivity Lead are emerging across Canada. These roles reflect a shift from transactional recruiting to relationship-based talent development. Brokerages are no longer just signing agents, they are supporting them, coaching them, and building an ecosystem around their success.
Ultimately, the biggest shift in 2026 is that culture has become the primary recruiting engine. Good people are drawn to environments where leadership is transparent, expectations are clear, training is meaningful, and communication is consistent. They want to feel part of something purposeful, something with heart, not just hustle. Real estate may be powered by technology, but it is defined by human connection.
So where do good people come from? They come from everywhere, from industries that value service, creativity, technology, and entrepreneurship. They come from communities seeking belonging and from individuals looking for opportunity. They come to real estate because, when done right, it remains one of the most human professions in Canada.
And in 2026, the brokerages that recognize this truth will be the ones that rise above the rest.
