South Australia’s property and real estate sector continues to grow, but expansion is creating new pressures for employers and their teams. Housing demand, affordability concerns, legislative changes and rising client expectations are influencing how businesses recruit, develop their people and deliver services.

Success in this environment is no longer simply about adding more employees. Businesses need sustainable structures, effective processes and people who can adapt as the market evolves. While technical expertise remains important, employers are increasingly valuing emotional intelligence, curiosity, communication and a willingness to continue learning.

Technology is also changing the way property teams operate. Artificial intelligence can automate routine administration, improve workflows and create greater efficiency. However, its real value may be in giving professionals more time to build relationships, solve complex problems and provide a stronger client experience.

“Property professionals can no longer just rely on solely what they already know.”

On a recent South Australia Property Market Update, host Peta Seaman, Managing Director at Edge Recruitment, was joined by experienced Human Resources Business Partner Simone Christensen and The PM Pour founder Kylie Lange to discuss the changes shaping property and real estate teams in 2026.

Peta guided the discussion through the key pressures facing the sector, including workforce growth, changing skill requirements, client expectations and the expanding role of AI. While both guests agreed that opportunities remain strong, their perspectives highlighted that successful growth will depend on more than market demand alone.

Simone explained that many organisations are shifting away from recruitment decisions based purely on technical skills and previous experience. Employers are increasingly looking for people with the right mindset, including adaptability, curiosity, collaboration and a willingness to develop.

This change is particularly important as AI becomes more common in the recruitment process. Applications and cover letters may no longer give employers a clear understanding of the person behind them. Genuine conversations and face-to-face interactions can help businesses better assess how candidates communicate, solve problems and align with the organisation’s purpose and values.

Technical knowledge can often be developed, but a willingness to learn is more difficult to teach. Property professionals who remain curious and actively seek development opportunities will be better positioned to respond to changing legislation, technology and customer needs.

Simone also highlighted the broader expectations now being placed on property professionals. Employees are increasingly expected to understand how their work affects customers, communities and the organisation’s wider strategy.

Emotional intelligence plays an important role in meeting these expectations. The ability to listen, understand different perspectives and build positive relationships can be just as valuable as technical expertise. In a people-focused sector, strong outcomes are often achieved through collaboration rather than individual knowledge alone.

Kylie brought a business and client-focused perspective to the discussion. She explained that while many property businesses continue to plan for growth, the organisations achieving the strongest results are often those that use technology effectively, improve their processes and prioritise service.

Property managers may still feel under-resourced, particularly when they do not have the right support, systems or training. At the same time, expectations from landlords, tenants and the wider community continue to rise. Businesses cannot prevent these expectations from changing, but they can improve how they respond.

This starts with reviewing policies, procedures and workflows. Property businesses need to understand the problems their clients are experiencing, identify the services required to solve them and make sure responsibilities are clearly allocated within the team.

Kylie also encouraged businesses to explore partnerships that can improve the experience of landlords and tenants. Mortgage brokers, moving providers, insurers and connection services may all add value when those relationships are actively managed. Simply signing a partnership agreement is not enough. Businesses need to make sure the service genuinely benefits the people who interact with them.

Developing employees and leaders will be equally important. Property remains a people-focused industry, even as AI and new software become more common. Businesses need professionals who can communicate clearly, build trust and respond confidently when clients need guidance.

Both guests agreed that AI presents a significant opportunity, but adopting a new tool is only the beginning. Property businesses need to consider whether they are using the technology properly and whether employees understand how it fits into their roles.

Automation should reduce repetitive administration and create more time for relationship building, professional development and client service. It should not simply result in employees being given more properties, more clients or more complex work.

Simone also raised an important wellbeing consideration. When routine tasks are removed, employees may be left with an entire day of demanding cognitive work. Without realistic workloads, proper breaks and clear boundaries, technology designed to improve efficiency may instead contribute to burnout.

The goal should be to use AI responsibly, with the right guidance, governance and support. It should enhance the work people do rather than remove the human connection that remains essential in property and real estate.

Looking ahead, rising expectations are likely to remain one of the sector’s biggest challenges. Clients expect faster service, clearer communication and more informed advice. Employees expect competitive salaries, professional development, flexibility, wellbeing support and leaders who care about their experience.

Businesses that respond successfully will be those that develop specialist teams, invest in their people and create workplaces where quality professionals want to build their careers. Growth will not come from technology or headcount alone. It will come from combining capable people, strong leadership, efficient systems and a genuine commitment to clients.

How can your property team prepare for the next wave of change?

• Recruit for adaptability, communication, curiosity and cultural alignment alongside technical experience.

• Provide regular training so employees can respond confidently to legislative, technological and market changes.

• Review policies, procedures and workflows to make sure they reflect current client expectations.

• Use AI to reduce routine administration and create more time for relationships, problem-solving and service.

• Build specialist teams and external partnerships that can provide landlords and tenants with more complete support.

• Prioritise employee wellbeing, leadership development and career growth to improve retention and become an employer of choice.