Teamwork, technology, financial success and a distinct career path are the main concerns of the next generation of advisers, and addressing these points will be critical to the continued success of financial advisory firms, the survey of 357 advisers found.
Every year for the next 10 years, 12,000 to 16,000 advisers will retire. “It is evident that the financial advice industry will face a talent shortage in the coming years,” said Kim Dellarocca, director of segment marketing and practice management at Pershing. “Each day, the industry sees young advisers exit the industry and never return. Firms need to think about how to recruit and retain younger advisers by understanding their drivers and motivations—and convey to them that being an adviser is a rewarding and fulfilling career.”
Financial gain is more of a motivator for younger advisers in the 25 to 39 age bracket (23%) than those 60 or older (12%). However, while the younger generation shares their older cohort’s interest in positively impacting the lives of their clients, this motivation is significantly lower for the younger generation than for those 60+ (59% versus 81%).
The biggest divide between the two generations is the use of and familiarity with technology, with 85% of advisers 25 to 39 describing themselves as technology-embracing, compared with 56% of advisers 60+. The younger generation is also more likely to think of themselves as organized (75% versus 63%), go-getters (48% versus 44%) and team-oriented (44% versus 29%).
Younger advisers report stronger growth in their
business—42% in the 25 to 39 bracket say they are doing better than before,
compared with 15% of those 60+. “Interestingly, those who report they are doing
better than ever before are significantly more likely to also report that their
firms provide opportunities for advisers to advance their careers,” Pershing said.
“This indicates that firms that provide clear advancement opportunities may
also provide greater motivation for advisers to realize their full potential.”
Financial advisory firms must consider these factors when developing their succession plans, Pershing said. To find this talent, the broker/dealer suggests that advisory firms target younger wirehouse advisers, well-credentialed support staff at their own firms and fresh talent from colleges.