Happy Friday, readers! Professional DC plan advisers will know the importance of surveying client satisfaction and promoting positive perceptions of the firm. But there is often less attention paid when it comes to assessing the satisfaction and coordination of one’s own staff resources. This week’s roundup mailing features a handful of articles examining the staff management strategies and best practices of top-performing firms.
A confluence of generational, technological and consumer preference trends is driving a sea change in the traditional investment advisory business, according to J.D. Power researchers.
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PLANADVISER and Hartford Funds sat down to discuss some upcoming “roundtable research” the investment services firm is putting together, looking specifically at the experiences and expectations of Millennials working in the financial advisory field.
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Financial advisers of the future will have to cope with serving a workforce (not to mention maintaining their own employee base) that is much more mobile and does not necessarily spend much time tethered to a given employer.
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AssetMark is out with a new analysis of advisory practices with AUM growing 20% or more each year. There are clearly a few common best practices, especially when it comes to managing staff roles and workflows.
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As an adviser to advisers, Steven Miyao, president of financial research and consulting firm DST kasina, has a unique and informative platform from which to view the U.S. asset management industry.
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EBRI questions whether retirees are just determined to preserve their assets or whether they need more education about spending assets in retirement—both have implications for retirement plan advisers and sponsors.
With a focus on accessibility and ease of use, Advisor Console’s new features and functionality allow financial professionals to be more efficient when serving their clients’ plans and investments.
The lawsuit alleges Principal used proprietary investment vehicles, rather than other investment vehicles, and share classes with higher fees for the underlying TDF investments, to produce more income for itself and its subsidiaries.
Plaintiffs include in their complaint a substantial amount of backward-looking fund performance data to underpin their failure to monitor claims, comparing the Home Depot offerings to others that could have been purchased.
