The similarities between the different entities in their approach to workforce development and organization are staggering. The majority of the franchises have mission statements on how to be the better option for their clients. However, it is difficult to see or find actions or plans for their employees to sustain such goals. At least in the area of employee-centric strategies and business culture.
What I find a little strange given the employee-centric approach to workforce development and its competitive edges is that empirically has provided the best results concerning organic growth in sales for vocational businesses such as real estate sales
There are only a handful of HR professionals in the industry, 4/34. Internal academies are rare and external training and development are more often than not used as a tool to fix short-term problems, not long-term development.
The term “employee-centric” refers to a business approach or corporate culture that places a high emphasis on the well-being, development, and engagement of employees. In an employee-centric company, significant value is placed on employees as key stakeholders, and their happiness, satisfaction, and empowerment are seen as integral to the success of the organization
An employee-centric approach often leads to a work environment that prioritizes employee needs, values their contributions, and actively seeks their input and feedback. This can include providing a positive work-life balance, opportunities for growth and development, a supportive and inclusive workplace culture, and ensuring their health and well-being are taken care of.
This approach is based on the understanding that when employees feel valued and supported, they are more likely to be productive, loyal, and motivated, which in turn benefits the company in terms of higher productivity, improved quality of work, better customer service, and lower employee turnover.
In the competitive landscape of global business, companies like McKinsey & Company, WPP, Keller Williams, Deloitte, PwC, Skadden, Arps, Slate, Meagher & Flom LLP, Dentsu, and Boston Consulting Group (BCG) stand out not just for their industry-leading services but also for their commitment to an employee-centric approach.
At the heart of their success is a significant investment in employee development. These companies are lauded for their extensive training programs, offering ample mentorship opportunities and clear pathways for career advancement. Such initiatives reflect a dedication to the growth and advancement of their workforce. Alongside these are competitive compensation and benefits packages, including robust health insurance, retirement plans, and wellness programs, underscoring a focus on the financial and personal well-being of their employees.
The workplace culture within McKinsey, WPP, Keller Williams, Deloitte, PwC, Skadden, Dentsu, and BCG is also a key factor. These firms foster environments that champion collaboration, innovation, and excellence, and they place a high value on feedback and continuous improvement, further showing their respect for each employee’s voice and contributions.
Furthermore, their strong stance on diversity and inclusion policies signifies a commitment to creating a respectful and inclusive workplace for individuals from varied backgrounds and perspectives. Regular measures to enhance employee engagement and satisfaction, alongside the adoption of flexible working arrangements, reflect an understanding of and respect for the balance between professional and personal life.
Leadership in these organizations is often characterized as supportive and approachable, with management practices that encourage open communication and feedback. Additionally, the investment in state-of-the-art work environments equipped with the latest tools and technologies aids in creating an effective and efficient workspace.
This market assessment aims to explore how Norwegian Real Estate offices and franchises integrate employee-centric philosophies into their day-to-day operations, creating a blueprint for success that balances industry leadership with a deep commitment to their employees’ well-being and professional growth.
We wanted to see how Norwegian real estate agents were and are organized to grow the most. Then, we will look at how they conduct and organize HR. We will investigate how they conduct internal training and we will look at how they conduct external training.
If an organization is employee-centric, it is always visible. It permeates the culture and communication. If one is the best at developing and training employees, then it becomes a selling point in recruitment and employer branding. It becomes apparent. And all the companies that are the best at service sales in the world are employee-centric. And everyone has heard of them.
This is not a peer-reviewed article, nor are we seeking publications in research journals. Therefore, we have chosen to focus on quantitative data, largely due to the research question. We want to see what the different actors are doing and how they communicate it. We are looking at websites, Instagram profiles, Facebook pages, and LinkedIn profiles. In addition, we are looking at statistics from Statistics Norway (Statistisk sentralbyrå) and Norsk Eiendom, as well as courses offered by the Norwegian Association of Real Estate Agents (Norsk Eiendomsmeglerforbund).
Human resource management (HRM) strategies focus on actively advancing and improving an organization’s workforce with the long-term goal of improving the organization itself. (Kenton, 2023) The lack of HRM will, therefore have a negative effect on an organization’s ability to develop its workforce and set realistic long-term goals for growth.
Corporate academies are an emerging trend in employee training, and they are reinventing the way that companies approach learning and development. A corporate academy is a learning institution created by a company to provide training and development opportunities to its employees. These academies are designed to enhance the skills and knowledge of employees, prepare them for future roles within the company, and create a learning culture that promotes continuous improvement. (Begum, 2023) The lack of such academies will hamper any organization’s potential for growth, individually and collectively.
External development: Managers today recognize the importance of continuous learning and professional development to stay competitive. While internal training plays a vital role, external training offers a unique avenue for employees to broaden their horizons, gain new perspectives, and acquire specialized knowledge. (Suprabha, 2023) Access to new ideas, new thinking, and empiric data can be crucial in highly competitive environments.
Preliminary assumption: Any statement regarding organic growth, customer journeys, increases sales, preferred provider, or marketing in general. Must be followed by concrete actions to make it happen. HR is key to ensuring any such activities can be designed and implemented. Secondly, some sort of internal academy focusing on subjects in marketing, sales, and technology is a basic need. And lastly, external training and development is important to make sure syllabus and techniques are at the necessary level at all times. And for the culture to be employee-centric, the presence of all three must be flagged and promoted. Employee-centric is a base point for any company’s employer branding, if nowhere else.
Conditions: We are looking for in-house HR. We are looking for internal academies in marketing, sales, tech, and growth-related subjects. We are looking for external training and education that includes the entire organization.
An employer-centric organization is a prerequisite for organic growth. And an employer-centric organization will highlight all its efforts to empower its employees. So if our research subjects do some sort of internal training, which many do. Or hire external trainers once in a while. which many also do. Wíthout highlighting it and utilizing it for employer branding. Such organizations are by default not employer-centric and therefore not rigged for organic growth.
Vision/mission: “Whether you are selling or buying a property, need a valuation, or require assistance with rental activities, projects, or commercial brokering, Aktiv Eiendomsmegling has the expertise you need. We are an advisor you can trust.” (Aktiv, 23)
Aktiv Eiendomsmegling currently has no HR department and, therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Aktiv, 23)
Aktiv Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Aktiv, 23)
Aktiv Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Aktiv, 23)
Aktiv Eiendomsmegling is part of a major banking system. However, there is nothing indicating that this is an HR resource they have any plans to tap into, at least in the short term.
Vision/mission: “At the same time, it’s crucial for us to do an outstanding job every single time. We must and will deserve each assignment – and we do. We aim to make a difference for our clients, whether it’s through professional knowledge and experience, or through providing safety and support.” (Attentus, 23)
Attentus Eiendomsmegling currently has no HR department and, therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Attentus, 23)
Attentus Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Attentus, 23)
Attentus Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Attentus, 23)
Best Eiendomsmegler does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission: “Our goal is to be the best real estate agent in Telemark. Plain and simple.” (Best Eiendomsmegler, 23)
Best Eiendomsmegler currently has no HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Best Eiendomsmegler, 23)
Best Eiendomsmegler currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Best Eiendomsmegler, 23)
Best Eiendomsmegler currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Best Eiendomsmegler, 23)
Best Eiendomsmegler does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “Boa was established in 2006. We have unique expertise in presentation and strategic marketing. Our focus is to find the right prospects who see the greatest value in each individual home we sell.” (BOA Eiendomsmegling, 23)
BOA Eiendomsmegling currently has no HR department and, therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (BOA Eiendomsmegling, 23)
BOA Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (BOA Eiendomsmegling, 23)
BOA Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (BOA Eiendomsmegling, 23)
BOA Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “At Dialog Eiendomsmegling, we like to believe that we have set a new standard for excellent customer experiences in the industry. Most people know that selling a home is about needs, location, and price, but we understand that it’s also very much about emotions. Real estate sales are largely about numbers and formalities, but a good broker knows that the people involved in the sales process are the most important. We also know that satisfied customers bring us new customers. That’s why we invest a lot in providing the best customer experience. Over 35 years of safe property sales. We are proud of that, and it also comes with responsibilities!”
Dialog Eiendomsmegling currently has no HR department and, therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Dialog Eiendomsmegling, 23)
Dialog Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Dialog Eiendomsmegling, 23)
Dialog Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Dialog Eiendomsmegling, 23)
Dialog Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “We are the local experts who know the housing market and the people.” (Eie Eiendomsmegling, 23)
Eie Eiendomsmegling currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Eie Eiendomsmegling, 23)
Eie Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eie Eiendomsmegling, 23)
Eie Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eie Eiendomsmegling, 23)
Eie Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “The EiendomsMegler 1 alliance is a family of independent real estate brokerage firms with a strong local connection. We are the country’s largest provider of real estate brokerage services and are owned by the SpareBank 1 banks.” (Eiendomsmegler 1, 23)
As part of a major bank, Eiendomsmegler 1 is part of a massive HRM system. However, in our research, we have not been able to find an HR specialist working for the Real Estate Franchise. We do know they have them, but we can’t find anyone exclusively connected to and with an overall responsibility for Real Estate (Eiendomsmegler 1, 23)
Eiendomsmegler 1 currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eiendomsmegler 1, 23)
Eiendomsmegler 1 currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eiendomsmegler 1, 23)
Eiendomsmegler 1 does not focus on organic growth through training and further development of employees. However given its size in the Norwegian market, one can probably assume that their employees will be developed and trained better than most.
Vision/mission; “At Eiendomsmegler A, we try to live up to our name every single day. That means consistently delivering work that is of A-grade quality. To achieve this, a lot of hard work, good preparation, extensive advertising, full focus, relevant experience, and a bit of talent are required.” (Eiendomsmegler A , 23)
Eiendomsmegler A currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Eiendomsmegler A , 23)
Eiendomsmegler A currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eiendomsmegler A , 23)
Eiendomsmegler A currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eiendomsmegler A , 23)
Eiendomsmegler A does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “Get 5-star follow-up throughout the entire sales process.” (Eiendomsmegler vest, 23)
Eiendomsmegler vest currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Eiendomsmegler vest, 23)
Eiendomsmegler vest currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eiendomsmegler vest, 23)
Eiendomsmegler vest currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eiendomsmegler vest, 23)
Eiendomsmegler A does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “We are the leading broker in Sogn og Fjordane and have branches in Førde, Florø, Sogndal, Nordfjordeid, Stryn, and Bergen with about 20 employees.” Eiendomsmegler Sogn og Fjordane, 23)
Eiendomsmegler Sogn og Fjordane currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Eiendomsmegler Sogn og Fjordane, 23)
Eiendomsmegler Sogn og Fjordane currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eiendomsmegler Sogn og fjordane, 23)
Eiendomsmegler Sogn og Fjordane currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eiendomsmegler Sogn og Fjordane, 23)
Eiendomsmegler Sogn og Fjordane does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission: “Exbo Real Estate believes that the broker who manages to attract the most prospects for your property is the broker who has the best chance of achieving the highest possible price.” (Exbo, 23)
Exbo currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Exbo, 23)
Exbo currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Exbo, 23)
Exbo currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Exbo, 23)
Exbo does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “Our real estate agents have high expertise and extensive experience with property sales in Bergen and the surrounding areas.” (Fana Eiendomsmegling, 23)
Fana Eiendomsmegling currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Fana Eiendomsmegling, 23)
Fana Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Fana Eiendomsmegling, 23)
Fana Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Fana Eiendomsmegling, 23)
Vision/mission; “A brokerage house that makes it easier for our brokers to shine. The very best brokers in the country. Which makes it easier to get the most out of your home. With sustainability, belonging, and innovation. “That’s what ASK is all about.” (Ask Eiendomsmegling, 23)
Ask Eiendomsmegling currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Ask Eiendomsmegling, 23)
Ask Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Ask Eiendomsmegling, 23)
Ask Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Ask Eiendomsmegling, 23)
Ask Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “The brokers at Garanti Eiendomsmegling have good local knowledge. They are familiar with what is unique to the different residential areas and what is important to emphasize in marketing when you are going to sell your home. Such local knowledge is one of the best prerequisites for providing good assistance in the housing market. “It is your guarantee for a successful property transaction.” (Garanti Eiendomsmegling, 23)
Garanti Eiendomsmegling currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Garanti Eiendomsmegling, 23)
Garanti Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Garanti Eiendomsmegling, 23)
Garanti Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Garanti Eiendomsmegling, 23)
Garanti Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “We aim to have the most satisfied customers, and we achieve this by offering the best concept for real estate brokerage.” (Heimdal Eiendomsmegling, 23)
Heimdal Eiendomsmegling currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Heimdal Eiendomsmegling, 23)
Heimdal Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Heimdal Eiendomsmegling, 23)
Heimdal Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Heimdal Eiendomsmegling, 23)
Heimdal Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “We have a clear philosophy and focus on always being there for you as a customer. You can feel confident about having a professional and good experience by using us as your real estate agent.” (Hjem Eiendomsmegling, 23)
Hjem Eiendomsmegling currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Hjem Eiendomsmegling, 23)
Hjem Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Hjem Eiendomsmegling, 23)
Hjem Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Hjem Eiendomsmegling, 23)
Hjem Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
“Our vision is to become the recommended broker in Narvik and the surrounding areas.” (Jenssen og Bolle Eiendomsmegling, 23)
Jenssen og Bolle Eiendomsmegling currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Jenssen og Bolle Eiendomsmegling, 23)
Jenssen og Bolle Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Jenssen og Bolle Eiendomsmegling, 23)
Jenssen og Bolle Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Jenssen og Bolle Eiendomsmegling, 23)
Jenssen og Bolle Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “We ensure that you as a customer are left not only with the best achievable price for your home but also with the good feeling of being cared for and respected.”
(Kaland & Partners, 23)
Kaland & Partners currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Kaland & Partners, 23)
Kaland & Partners currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Kaland & Partners, 23)
Kaland & Partners currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Kaland & Partners, 23)
Kaland & Partners does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth. However their size can help them position themselves for such an organization faster than their competitors.
Vision/mission; “Today, we work with the industry’s best IT tools and the most efficient marketing to ensure our customers a secure real estate transaction.” (Meglerhuset Nylander, 23)
Meglerhuset Nylander currently has no HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Meglerhuset Nylander, 23)
Meglerhuset Nylander currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Meglerhuset Nylander, 23)
Meglerhuset Nylander currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Meglerhuset Nylander, 23)
Meglerhuset Nylander does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “Our real estate offices have brokers with solid professional knowledge who are passionately interested in housing and real estate. We are focused on innovation and new thinking, and on offering you close follow-up when you sell your home – all the way from inspection to handover. We know the value of quality and good brokerage craftsmanship.” (Nordvik, 23)
Has an HR specialist in the correct role. This makes Nordvik unique in the Norwegian market. So Nordvik has the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Nordvik, 23)
Nordvik has an internal academy called Nordvik fagtrening. An academy, not actively promoted but relatively easy to find. The academy is used in promotions and in Nordvik news. This is reminiscent of something they would do in an employee-centric culture. (Nordvik, 23)
We can’t find that Nordvi has external training, so by default that disqualifies their external training as part of an employee-centric culture/approach. However, the Franchise is by far the franchise best rigged for organic growth. Whether they are capable of utilizing their advantage, remains to be seen.
Vision/mission; “Our vision is to create the world’s easiest housing journey. This means that we are always evolving and putting our customers first.” (Krogsveen, 23)
Has two HR specialists in the correct roles. This makes Krogsveen somewhat unique in the Norwegian market. Krogsveen has the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Krogsveen, 23)
Krogsveen currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Krogsveen, 23)
Krogsveen currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Krogsveen, 23)
Krogsveendoes not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “At RE/MAX, we are passionate about giving our customers an honest, positive, and secure customer experience.” (Remax, 23)
Remax currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Remax, 23)
Remax currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Remax, 23)
Remax is a conundrum. They are part of one of the major international franchises and have access to HR systems well beyond their Norwegian competitors. There is however no indication that this is something they plan to utilize. I draw this conclusion mainly because they have been in Norway for almost two decades. (Remax international, 2023)
Vision/mission; “With our products, you get a safe, orderly, and simple sales process – without worries.” (DNB, 23)
As part of a major bank, DNB is part of a massive HRM system. However, in our research, we have not been able to find an HR specialist working for the Real Estate Franchise. We do know they have them, but we can’t find anyone exclusively connected to and with an overall responsibility for Real Estate (DNB, 23)
DNB currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (DNB,, 23)
DNB currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (DNB, 23)
DNB does not focus on organic growth through training and further development of employees. However given its size in the Norwegian market, one can probably assume that their employees will be developed and trained better than most.
Vision/mission; “It’s not easy to handle the sale of your property entirely on your own. Our skilled and experienced brokers at OBOS Eiendomsmeglere are ready to assist you with the sale.” (Obos, 23)
As part of a business entity, Obos is part of a massive HRM system. However, in our research, we have not been able to find an HR specialist working for the Real Estate Franchise. We do know they have them, but we can’t find anyone exclusively connected to and with an overall responsibility for Real Estate. (Obos, 23)
Obos currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Obos, 23)
Obos currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Obos, 23)
Obos does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth. If OBOS can integrate and utilize the powerful HRM facilities within their mother company, one can make an argument they are somewhat positioned to take a position.
Vision/mission; “By consistently nurturing all our customer relationships over time, we can bring out the best in each other and achieve personal growth on both sides. Our purpose is to create conscious customer relationships, those where you are left with such a good gut feeling when you receive the keys to your new home, that you decide to come back the next time you sell, and the time after that.” (Notar, 23)
Notar currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Notar, 23)
Notar currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Notar, 23)
Notar currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Notar, 23)
Meglerhuset Notar does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “Partners is an innovative and forward-thinking real estate agency chain with a focus on the customer and an interest in the local community. By choosing Partners, you can be sure that we handpick the very best broker for you and your property. We adapt to our residential customers’ local needs, see the potential in your property, and are relevant in our local communities. As our customer, you will experience a broker with both high local knowledge and familiarity, who is focused on what we do best – namely real estate.” (Partners, 23)
Partners currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Partners, 23)
Partners currently have no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Partners, 23)
Partners currently do not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Partners, 23)
Partners do not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “We don’t just say that PrivatMegleren makes a difference. We also show it in practice. In addition to standardized materials that any real estate agent uses, PrivatMegleren has several tools that optimize the sales process. Read more about these tools in the details of the process.” (Privatmegleren, 23)
Privatmegleren currently has no HR department and, therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Privatmegleren, 23)
Privatmegleren currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Privatmegleren, 23)
Privatmegleren currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Privatmegleren, 23)
Privatmegleren does not focus on organic growth through training and further development of employees. However given its size in the Norwegian market, one can probably assume that their employees will be developed and trained better than most.
Vision/mission; “We have brokers with years of experience and very high expertise in housing sales across various segments – used homes, project homes, commercial buildings, plots, and holiday homes. For us, brokering your home is more than a craft or a regular job. It’s a lifestyle. Sometimes, we ask ourselves: Were we born this way or have we become this way? We’ve realized that it doesn’t really matter. What’s important is that we are this way.” (Proaktiv, 23)
Proaktiv currently has no HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Proaktiv, 23)
Proaktiv currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Proaktiv, 23)
Proaktiv currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Proaktiv, 23)
Proaktiv does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “As a customer, we can promise you safe case handling and personal follow-up through every part of the property transaction. Feel free to contact us if you want a non-binding valuation of your own property or if you want a qualified assessment of the market in general.” (Raadhuset Eiendomsmegling, 23)
Raadhuset Eiendomsmegling currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Raadhuset Eiendomsmegling, 23)
Raadhuset Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Raadhuset Eiendomsmegling, 23)
Raadhuset Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Raadhuset Eiendomsmegling, 23)
Raadhuset Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “Our goal is to become a natural first choice wherever we are present.” (Sem og Johnsen, 23)
Sem og Johnsen currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Sem og Johnsen, 23)
Sem og Johnsen currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Sem og Johnsen, 23)
Sem og Johnsen currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Sem og Johnsen, 23)
Sem og Johnsen does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “We have the knowledge and experience for a successful sale of your property.” (SNE Eiendomsmegling, 23)
SNE Eiendomsmegling currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (SNE Eiendomsmegling, 23)
SNE Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (SNE Eiendomsmegling, 23)
SNE Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (SNE Eiendomsmegling, 23)
SNE Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “Our goal is for you to be left with a feeling that this was a safe and orderly sale. We should be able to look our clients in the eyes even after the assignments are completed, and know within ourselves that everything was done to achieve the best possible price. At the same time, the buyer of your home should be satisfied with the transaction.” (Stray Eiendomsmegling, 23)
Stray Eiendomsmegling currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Stray Eiendomsmegling, 23)
Stray Eiendomsmegling currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Stray Eiendomsmegling, 23)
Stray Eiendomsmegling currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Stray Eiendomsmegling, 23)
Stray Eiendomsmegling does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Vision/mission; “We commit ourselves to giving you a safe experience, whether you are selling or buying a property. Our brokers have extensive local knowledge and a broad network, and are ready to help you throughout the entire journey.” (Sørmegleren, 23)
Sørmegleren currently has no HR department and therefore lacks the expertise needed to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Sørmegleren, 23)
Sørmegleren currently has no internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Sørmegleren, 23)
Sørmegleren currently does not promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Sørmegleren, 23)
Sørmegleren does not focus on organic growth through training and further development of employees. The business is currently not well adapted for such growth.
Franchises and offices owned by banks: Aktiv Eiendomsmegling, DNB, Eiendomsmegler 1, Eiendomsmegler Vest, Exbo, Privatmegleren and Fana Eiendomsmegling.
There is no indication that neither of the business entities above are employer-centric or rigged for organic growth. Nor are there any suggestions from their digital footprint that organic growth is something high on the agenda.
However banks have resources, and a lot of them. And if any of the above chose to go for it and become employee-centric, they could do it.
Major privately held franchises: EIE Eiendomsmegling and Nordvik
Both franchises are success stories in their own right. But when it comes to being employer-centric and working on organic growth, there is no doubt that Nordvik has stolen a march on EIE and the other major agencies in Norway.
Medium privately held franchises: Krogsveen, Proaktiv, Garanti, Partners, Sørmegleren, Notar and OBOS
Apart from the fact that these companies are somewhat the same size, their similarities are few. They operate in different markets and have different owner and franchise structures.
However Krogsveen is, at least for now, head and shoulders above its competitors.
Major Offices: Kaland & Partners, Sem og Johnsen, Heimdal Eiendomsmegling, Meglerhuset Nylander, Dialog Eiendomsmegling, and Ask Eiendomsmegling
These are smaller entities but also in general the most successful. Their size limits their overhead cost, on the other hand, they are agile and in general, capable of adapting to new trends and possibilities faster than their competitors
If any of these companies turned Employee-Centric, their opportunity for short-term growth is exceptional.
Regular offices: Jenssen og Bolle, Attentus, Best Eiendomsmegling, BOA Eiendomsmegling, Eiendomsmegler A, Eiendomsmegler Sogn og Fjordane, Hjem Eiendomsmegling, Raadhuset Eiendomsmegling, Sne Eiendomsmegling, Stray Eiendomsmegling and Remax.
As for the major offices. It’s easier for a small entity to develop and adapt to an employee-centric culture.
However it comes with a cost and obviously a willingness to absorb that cost. But the potential is there, and it will be interesting to see which of these entities goes for it first.
In general, vision or mission statements seem more like words than actions. One can’t expect to be best at anything unless the statement is followed by an actionable plan, and for the majority of real estate offices/franchises, this is just not the case.
The absence of HR, internal academies, and/-or external education and training is staggering, HRM is more or less a non-existent profession in Real Estate Sales in Norway. What bewilders me is that in sales such as real estate sales, there is no second place. Either you get the sale or you don’t. If you don’t, there is no money. One would believe being the best at marketing, and sales was left, front, and center for everyone involved.
The upside is that for anyone willing to invest a minimum of resources into re/up-skilling and general talent management in marketing, sales, and new technology. The upside can be immense. If one abides by the rule that the best team is best because it has the better players. The better players are better because they are better at training and honing their skills. Then, the Norwegian market is ripe and ready for one of the established brands to go out and take it
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