In my consulting work, I am continually asked by firm principals about hiring strategies. Questions such as: “Should I make my next hire before I reach capacity, or after? Should I hire an experienced adviser with a book of clients, or invest in a junior person that I can train in our way of doing things?”
To win trust, presume nothing - and listen closely.
Representatives from three advisory firms sat down during a recent webcast to discuss how their compensation plans have been developed, and how they are evolving.
Every firm should have a well-documented compensation plan, which covers a lot more than just how much you pay people.
Forget the C-suite power-play look. Advisers are finding that more casual office environments can make client meetings more comfortable and productive.
Targeting children of existing clients crucial for firms eager to prosper long-term; there is no Plan B
From pay to valuation, plenty of tricky questions; 'better to start out low'
When discussing personnel needs with our clients, an axiom we often share to help them keep in sharp focus as they evaluate talent is: Hire character, train for skill and pay for talent.
Many financially savvy advisers know that when clients seek advice in buying or evaluating artwork, the advisers themselves will have to draw on a network of experts for guidance.
Roughly four years after Genworth Financial Wealth Management acquired Quantuvis Consulting, the practice management consultant's CEO - Stephanie Bogan - is departing.
The profound demographic trend that is boosting demand for investment advice — the millions of baby boomers retiring or planning their retirement — also is threatening the financial advisory sector with a talent shortage.
