Displaying items by tag: recruiting

The world is always changing. This applies to how people spend their time, do business, communicate, socialize, entertain themselves, etc. The same applies for financial advisors when they are trying to recruit clients. While the principles remain the same, the methods must be constantly adapted to new technology and generations.

For SmartAsset, Rebecca Lake shared some tactics that are working for financial advisors in 2023. While there is plenty of content on the tried and true paths such as referrals or getting involved in the community, Lake explores more unconventional routes.

An interesting angle is to cultivate relationships with estate lawyers. Often, someone gets an inheritance and is in immediate need of an advisor. A recommendation from the estate lawyer can land an advisor a high net-worth client with minimal effort. Similarly, a tax accountant can also be a great source of referrals especially as people are more motivated to get their financial life under control during tax season.

Another approach is counterintuitive and that is to seek out older advisors and ask them for referrals. Many older advisors are not really interested in adding new clients as they have enough on their plates. Thus, they may recommend that the prospect meet with a different advisor who can do a better job for them. 

Finsum: Financial advisors have to get creative to land new clients. Here are some unconventional approaches that are working in 2023.

2022 was a dismal year for rookie financial advisors as there was a 72% failure rate. In total, the number of new financial advisors grew by 2,579 which was barely more than the number of advisors who retired. 

Overall, there are 288,555 financial advisors in the US. A pressing concern is that the advisor workforce is rapidly aging. According to a recent report from Cerulli, 37% of advisors plan to retire over the next decade. This amounts to 106,264 advisors who will be exiting the industry.

At current growth rates, there is little chance of this shortfall being made up unless there is some radical change in training programs or recruitment efforts. Currently, 64% of new advisors are recruited through referrals. 

Financial services companies will have to broaden their horizons if they want to educate young people about this career path especially as the role has shifted significantly over the last couple of decades from focusing on stock-picking and investment management to goals-based planning.

For younger advisors, it constitutes a significant opportunity to gather clients and assets. For firms, it will likely be a major challenge and likely continue fueling the recruiting frenzy.

Finsum: It’s estimated that nearly 40% of financial advisors will be exiting the industry over the next decade. This will create major challenges and opportunities for players in the industry.

Financial advisors have been leaving Merril Lynch at a steady clip over the past couple of years in search of greener pastures. Recently, David B. Ammerman and Sara E. Graham, who managed $353 million in client assets, left the firm to join Raymond James’ independent advisors division. He was ranked as the #37th best wealth advisor by Forbes this year and had been with Merrill Lynch since 1998.

Similarly, William Edward ‘Ed’ Winegar and Gregory W. Berg also left Merrill Lynch to join LPL’s employee brokerage unit two weeks ago. They are naming their new practice, Winegar Berg Wealth Management. The duo managed $205 million in client assets and generated $1.6 million in revenue last year. Both had been with Merrill Lynch since 2005.

This continues a trend of Merrill brokers leaving for Linsco which is LPL’s employee advisor channel. LPL continues to grow at an impressive rate, in part due to several affiliate options it offers for prospective advisors. Last month, it added about $800 million in client assets from Merril. Currently, LPL has 22,000 advisors, and it continues to take advisor and market share away from big banks and legacy providers of financial advice.  

Finsum: Merrill Lynch continues to see brokers leaving the firm. One of the firms seeing an influx of advisors is LPL which has a variety of offerings.

There’s a war for talent in the financial advisor space. It can certainly be challenging for practices that are looking to expand, but here are some tips to increase your chances of success from SmartAsset’s Rebecca Lake, CEFP.

The first focus should be on understanding your goals in order to help you evaluate candidates and make the best decision. Try to think about what key responsibilities will the new hire handle, and how will he or she be integrated into the firm. 

Next, it’s important to consider your company’s culture and assess candidate’s personalities to determine whether they would be a good fit. Then, Lake recommends creating an ideal candidate profile which can include an overview of their skills, experience, personality, and values. This will help you decide if the candidate would be accretive to thecompany’s culture. 

The next step is to invert the process and think about what a prospective candidate sees when looking at your company. These include compensation, work setup, flexibility, vacation policy, parental leave benefits, education opportunities, career training, etc. 

Once these steps are complete, it’s time to start investigating various recruitment channels. Often, the best strategy is to start with your network and professional colleagues as this can yield the best talent in the least amount of time with minimal cost. If that fails, then the other paths can be pursued. 

Finsum: For financial advisor practices that are dealing with a surge of growth, here are some tips on hiring and recruiting new advisors.

In an article for WealthProfessional, Noelle Boughton covers Caldwell SEcurities’ strategy to support older financial advisors in their succession planning. This is due to the aging nature of the workforce in addition to the firm’s desire to maximize retention during the transition process. Senior advisors work with junior advisors in handling clients and then slowly phase out of the business with fewer responsibilities every year.

While junior advisors are focused on growing their business and adding clients, senior advisors are thinking about their retirement and maximizing the value of their practice. Many shops will have advisors sell their business to a junior advisor and then quickly move on. 

Caldwell Securities sees an opportunity by having a more formal and longer transition period that caters to the needs and ambitions of both junior and senior advisors. It’s also a value add for clients as they initially work with both advisors before the junior advisor slowly takes the lead. 

Senior advisors can be satisfied that their clients will continue to be satisfied and that they are being handed to someone who is caring, capable, and competent. They can also continue to draw a paycheck in addition to selling their business while easing into retirement.  

Finsum: The financial advisor industry is aging with a big chunk expected to retire over the next decade. Here is how Caldwell Securities is handling this matter.