Staff Discontent with Compensation and Benefits

A majority of advisory firm members are not satisfied with their compensation or their benefits packages, according to the “2015 Trends in Adviser Compensation and Benefits Study.”

When asked about their compensation, only 26% of advisory staffers said they are very satisfied, while just 27% reported the same about their benefits packages. Overall, the report, which was compiled by a number of industry research and advocacy groups, finds advisory firm members are putting pressure on firm owners and equity partners to keep benefits and compensation packages competitive, especially as an increasing number of older advisers leave the field and competition for younger talent heats up. (See “Seeking Out New Talent.”)

“The data highlights a need for the decisionmakers in any firm to ensure they have clear and objective feedback on what is most important for the team,” says Julie Littlechild, president of If Not Now Research and a contributor to the research effort. “This is an area where assumptions may hurt team engagement.”

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The financial advice profession is continually evolving to meet clients’ needs, she explains. But advisory firm owners cannot only focus on external client service: attracting experts and retaining satisfied workers is equally important.

The study finds 31% of firms feel their compensation package is highly competitive compared with other firms of their size and focus. That number drops to 22% when analyzing benefits, however. Other results reveal a disconnect between how firm members feel about their compensation and benefits and how they feel about their job in general—as more than three-quarters say they are satisfied with their jobs.

Taking a deeper look into the details of benefits, the statistics show 77% of firms offer some form of employee benefits beyond the paycheck. However, firms differentiating themselves to attract top talent add a broad range of other options beyond the typical health care, retirement planning and group life insurance offerings.

Importantly, the benefits considered most valuable by both decisionmakers and employees were health insurance, 401(k) plans and vacation time. For the approximately 70% of firms offering 401(k) plans, 80% match contributions up to a specified percentage amount, with 17% revealing they match 100% of employee contributions. Beyond these benefits the groups disagreed to a significant extent about the value of sick time, cited by management to be of greater importance, and the chance to earn equity in the firm, being of greater value to staff.

When discussing future plans for benefit offerings, less than a quarter of firms plan on making changes. However, 60% intend to boost compensation levels in the next year. Compensation is most often given as the primary reason non-decisionmakers leave their job, reported by 31%. More than half (55%) of firms plan on hiring within the next 12 months, with a focus on expanding their advisory and client service teams.

Additionally, job satisfaction is closely tied to one’s role within the company. The study found job satisfaction is highest among CEOs at the largest firms. Further, in comparison to all respondents, senior advisers/planners are those most likely to receive additional benefits. Job satisfaction is generally below average among junior financial advisers/planners.

“The war for talent in the advice space gets more cutthroat all the time, both between channels and within them,” explains Joan Warner, managing editor of Financial Advisor IQ, also a contributor-firm to the research. “By drilling down into what really drives team engagement, our study can help firms design compensation plans to attract and retain the [top talent].”

The study is the result of combined efforts from FPA Research and Practice Institute, a program of the Financial Planning Association, and Financial Advisor IQ, a news service of the Financial Times. Results comprise input from 694 U.S. advice professionals and decisionmakers. The survey was conducted online in February 2015 by Julie Littlechild of If Not Now Research.

Orion, Jemstep Team in Adviser Tech Offering

A consumer engagement and onboarding solution pairs with an integrated platform to help registered investment advisers (RIAs) expand assets under management.

Two headwinds for advisers—the speedy pace of evolving technology and online investment firms—could provide a practice management edge. Advisers want to engage clients and prospects online with a service that integrates easily with their existing back-end technology, but this was not possible until the Orion-Jemstep collaboration, the two firms said in a statement.

“The partnership with Jemstep provides scalability without being a cookie-cutter approach to integrating a robo-product at an advisory,” says Eric Clarke, president of Orion. The solution is not about automating the adviser, he maintains, it’s about providing an end-to-end solution that attracts and engages clients, services and manages them, and everything in between. But the technology doesn’t make the adviser look like everyone else. “Our solution is not about automating the adviser, it is about creating a tool to make the adviser even greater than they already are by augmenting their differentiation through technology,” Clarke says.

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Advisers should approach so-called robo technology without fear, Clarke says. The immediate takeaway is that instead of tip-toeing around it or pretending it doesn’t exist, advisers should be part of that disruption. “Robo-technology is just a catch-all category for a tool, and there is no reason that independent advisers cannot take advantage of this tool to the benefit of their clients,” Clarke tells PLANADVISER.  The platform is a way to leverage the technology to their advantage, he says.

Jemstep, rather than being a provider to the robo-adviser industry, provides tools and technology from a robo perspective, Clarke says. “The advisers we are trying to empower are entrepreneurs who are looking for ways to tweak their practice to create the most advantageous outcome for their clients, providing them with the greatest possible return while helping improve client-service,” he says.

Clarke says the robo-tool allows advisers to automate their investment philosophy so they can focus on the greatest value they bring to their clients: financial planning and advice.

Identity and Dimension

Instead of a “robo on the side” solution, the Jemstep/Orion platform allows advisory firms to maintain their distinct identity while adding new dimensions to their business, Clarke says. “Scale and high tech meet expert advice and decades of financial wisdom,” he says.

Clarke says the platform is unlikely to threaten the RIA business model. “We are seeking to help advisers turn the traditional RIA model on its head,” he says. In that sense, Clarke admits, the old model for a financial adviser’s approach to their business may be dying. “But the adviser has never been in such an advantageous position to provide clients with exemplary service and returns in-line with their bespoke investment approach,” he says.

The platform allows firms to use their own asset models and service offering, and to use multiple offerings to different types of prospects. Known as segmented offers, firms can use the tool to offer a more expensive “high touch” product to wealthier clients. Younger, smaller accounts may opt for the cheaper “high tech” service offering.

Advisers can engage with a wider net of prospective clients on the platform, convert clients with increased speed and efficiency, and bolster retention with automated communication and customized investment solutions. Features include online account opening; marketing automation; real-time client communication via chat; and seamless CRM integration. The platform’s technology syncs with existing back-office functions.

Advisers have told Jemstep that they want a way to leverage technology to expand assets under management (AUM), differentiate their services and efficiently scale their businesses, says Simon Roy, president of Jemstep. The ability of the integrated platform to deliver against that promise by joining Jemstep’s client platform and Orion’s portfolio accounting system is particularly exciting, according to Roy.

“The result is a powerful consolidated platform that provides advisers with a complete end-to-end automated platform for engaging, onboarding, servicing and managing clients,” Roy says.

Orion, in Omaha, is a privately owned portfolio accounting platform. Jemstep, in Los Altos, California, is a technology provider  for advisers and broker/dealers.

More information on the platform is at Orion’s or Jemstep’s websites.

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