key points
- According to a new survey, two-thirds of the ultra-ride report challenges the challenges of hiring and maintaining major employees about private investment firms.
- Talent has a shrinking pool, and many employees do not see long -term career capacity in family offices.
- What can the family offices do to compete in talent war here.
A version of this article first appeared in the CNBC’s Inside Wealth Newsletter along with Robert Frank, a weekly guide for a high-apene investor and consumer. Sign up to get future versions, directly on your inbox. According to a new report, Ultra-Dhani’s investment firms spend 72% of their budget on C-Level Staff. And yet, even in a large scale portfolio family offices, wealth manager Alti Tedman Global and Research firm is a survey of Campeden Wealth, headcount problems face problems. About eight out of 10 family offices reported difficulty in hiring and 54% expressed concern about maintaining prominent employees. Specially provided to CNBC voted 146 family offices between November 2024 and March 2025. Despite being able to offer more competitive salary, problems for large family offices are particularly acute, managing at least $ 1 billion reporting challenge with 92% firms. According to the report, large family offices also reported high business, which was departing an employee every nine months. Small family offices with $ 150 million to $ 249 million in property usually reported low retention issues, as they could rely on family members for many major roles. Many old family offices, regardless of size, need to find new talents as retired of employees, Eric Christopherson said, identical, heads of Ulti’s multiproil office practice. He said that the shrinking pool of top level investment professionals also has a terrible competition from institutional investors. He said, “I am not sure that the sticker rate of market rates known to really attract family offices and keep great talent is ready for the shock of the sticker value of the market rate.” According to Christoparson, perhaps a larger challenge than compensation, the family’s office space lacks clear or attractive long -term career opportunities. Fifty -five percent of the respondents identified it as a sufficient obstacle, while only 26% cited compensation. “I am not sure it always forces a job detail, and I think they really need to spend more time, to show that what is so great about our family office,” he said. For current employees, Christopherson said, “Family offices can re -see the organizational structure to maximize the strength of those talented persons, so you can make your job wider and make more interesting and ideally can also go upwards with it.” He said that better gains and greater flexibility, especially remote work, also makes it difficult to leave employees. Christoparson said that in addition to all family offices, the largest, outsourcing should be taken to cover any gaps in the house. He said that in the light of market volatility, which is unlikely to move away, it is more important to have the best-in-class talent, he said. “In the last decade, with low cost of capital and very low instability, you saw that all ships sent great or tide roses to all boats,” Christopherson said. “Now in this decade, we are seeing too much instability. And you can’t rely on just a passive index portfolio.”
