Agency performance should be judged by the quality of the search work and its contribution to a sound decision. Listing counts and viewing counts are easy to report, but they can reward activity that does not meet the brief. Use measures that show whether the agency is reducing uncertainty and progressing suitable options.
Agency performance should be judged by the quality of the search work and its contribution to a sound decision. Listing counts and viewing counts are easy to report, but they can reward activity that does not meet the brief. Use measures that show whether the agency is reducing uncertainty and progressing suitable options.
Review how many submitted properties meet mandatory requirements and how often the same screening error recurs. Keep missing information separate from confirmed suitability. Record whether an apparent mismatch arose from an agency error, an ambiguous brief or a later change in the buyer's requirement.
Do not use a percentage without considering the number and complexity of searches. A small sample or a specialised requirement may be better understood through individual case review than a headline score.
Record material corrections to property descriptions, withdrawn availability and unanswered enquiries. Examine whether the agency identified uncertainty early or presented an assumption as fact. The purpose is to improve information quality, not to punish the agency for every external change.
Assess follow-up and communication separately from the external outcome. The agency may not control another party's response, but it should explain the dependency and keep the buyer informed about next steps.
Review cancelled or poorly prepared viewings, unclear fee explanations and gaps in handover between agency staff. Ask internal stakeholders whether the search record made decisions easier. General satisfaction can provide context, but specific examples are more actionable.
For example, an agency may generate frequent updates while repeatedly omitting the same essential property information. The corrective action is to improve the submission process, not simply to request more frequent communication.
Agree a small number of corrective actions with evidence of completion. Reassess whether they improve subsequent submissions. If the search has changed substantially, update the brief and expectations rather than evaluating the agency against an obsolete requirement.
Document whether the evidence supports continuing, expanding or restricting the instruction. Avoid presenting the results as a universal ranking of agencies: performance can differ by broker, property type and location. The useful conclusion identifies the scope in which the agency has demonstrated reliable work and the areas that still require improvement or additional support.
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