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Practices should hire proactively, he said, but too often, they simply react — whether to a staff departure, someone taking parental leave or having too many clients. </span> <span style=\"font-weight: 400\">Brown shared his recent research and tips on winning and keeping next-generation talent in a presentation to RIA leaders last month at the </span><a href=\"https://www.napfa.org/2024-large-firm-forum-agenda\"><span style=\"font-weight: 400\">NAPFA Large Firm Forum</span></a><span style=\"font-weight: 400\">. Kate Healy, CEO and founder of consulting firm AdvoKate IQ, also shared tips in a complementing talk on another day in the conference in Scottsdale, Arizona.</span> <span style=\"font-weight: 400\">\"How you're developing and hiring your talent today is what's going to take your firm to the next level,\" Healy said. </span> <span style=\"font-weight: 400\">\"It's not just the expertise in financial planning\" that's needed now to run successful practices, Kathryn Dattomo, the CEO of NAPFA, said in an interview. \"You need to be a marketer, you need to have HR experience, you need management skills.\" </span> <span style=\"font-weight: 400\">See the accompanying slideshow for six insights on how to attract and keep next-gen talent.</span> <em>(Image of Caleb Brown, left, courtesy of Eldwood &amp; Goetz; Kate Healy is shown on the right.)</em></p> "],"slides":[{"title":"01_Woman_Business_Meeting_Team_Adobe_640x640","image":"/contrib/content/uploads/sites/415/2024/03/01_Woman_Business_Meeting_Team_Adobe_640x640.jpg","caption":"<h2>1. Keep existing staff engaged.</h2>\nAlthough firms can take staff for granted, losing people is expensive and burdens remaining staff, Healy said. <br> <br>\nAn open position can take six to eight weeks to fill on average, she said. In addition, \"it's going to cost you between 33% and 150% of someone's salary, depending on the level that they're at, to fill that role. And that can be because of the time … the fees that you pay. You're having to bring contingent people in.\" <br> <br>\nRegular feedback surveys can help prevent turnover, Healy said. Some questions to ask include: Do you feel your compensation and benefits are competitive? Do you have the tools you need to do your work? Do you feel your firm's leaders are aligned on mission and strategy? <br> <br> <em>Credit: Adobe Stock</em>","height":"640","width":"640"},{"title":"02_Growth_Watering_Team_Adobe_640x640","image":"/contrib/content/uploads/sites/415/2024/03/02_Growth_Watering_Team_Adobe_640x640.jpg","caption":"<h2>2. Set aside funds to train and promote.</h2>\nIdeally, firms should have $1500 to $3000 a year to train staff — especially middle managers, who are often most likely to leave because they feel unsupported, Healy said. <br> <br>\n\"We all think that leaders are born, but they're not. They're actually made,\" she said. \"These [people] are your succession plan.\" <br> <br>\nIn addition, promotion requirements should be specific and realistic, Brown said: \"Not like, 'well, I'm just not feeling it. … You're never going to be as good as me.'\"<br> <br> <em>Credit: Adobe Stock</em>","height":"640","width":"640"},{"title":"03_Recruit_Prospect_Magnet_Adobe_640x640","image":"/contrib/content/uploads/sites/415/2024/03/03_Recruit_Prospect_Magnet_Adobe_640x640.jpg","caption":"<h2>3. Look beyond perfect candidates.</h2>\nBrown urged firms to be realistic about who they can get. He invoked star gymnast Simone Biles as an example of the typical candidate he sees all the firms chasing. <br> <br>\n\"You call up the CFP Board program in your area, you say: 'I want the top female 4.0 student,'\" he said. \"The only problem with that is, 65 other firms said that same thing.\" <br> <br>\nFirms should cultivate relationships with a local school with \"boots on the ground\" to someday win those candidates, Brown said. Advisors could also create an email list or put themselves out more on social media, or create podcasts or YouTube videos to market to younger talent. <br> <br>\nFinally, RIAs should consider hiring career changers, he said. <br> <br> <em>Credit: Adobe Stock</em>","height":"640","width":"640"},{"title":"04_Advisor_Client_Talking_Confident_Adobe_640x640","image":"/contrib/content/uploads/sites/415/2024/03/04_Advisor_Client_Talking_Confident_Adobe_640x640.jpg","caption":"<h2>4. Communicate expectations around equity.</h2>\nAbout half of young talent at firms think they deserve equity ownership within five years, Brown said, citing a recent study he conducted. <br> <br>\nA large majority of the Gen Y and Z study respondents, 85%, expect to achieve equity ownership in 10 years. About 20% from each generation expected it within two years. <br> <br>\nTo help with understanding ownership's responsibilities, Brown said, leaders should have a 'day in the life of an owner' conversation. They should also lay out a timeline for achieving equity, including what's expected along the way. The same is true of promotion discussions, he said. <br> <br> <em>Credit: Adobe Stock</em>","height":"640","width":"640"},{"title":"05_Money-Stairs_Success_Shutter_640x640","image":"/contrib/content/uploads/sites/415/2024/03/05_Money-Stairs_Success_Shutter_640x640.jpg","caption":"<h2>5. Celebrate milestones and reward loyalty.</h2>\nRewarding loyalty — whether through small anniversary celebrations or gifts — is a great way to improve retention, Healy said. <br> <br>\n\"We often reward people for productivity, and that's great,\" but it's not enough, she said. <br> <br> \n\"It can be time off, it can be money, it can be … a highlight in the company newsletter. These kinds of things are helping to build that culture that is going to make people want to work at your firm.\" <br> <br>\nFirms should also increase salaries at least 3% to 4% annually to account for inflation, Brown said. <br> <br> <em>Credit: Shutterstock </em>","height":"640","width":"640"},{"title":"06_Businessman_Giving_Employee_Money_Shutter_640x640","image":"/contrib/content/uploads/sites/415/2024/03/06_Businessman_Giving_Employee_Money_Shutter_640x640.jpg","caption":"<h2>6. Keep pay and benefits competitive.</h2>\nFirms should ensure that pay is fair and updated for all employees, Brown said. If a new hire is known to make more than peers who started earlier, it could breed discontent. <br> <br>\nBrown's 2023 salary report found that entry-level paraplanners should make $63,000 for less than two years of experience. That becomes $84,000 for those with two to five years of experience and $105,000 at over five years of experience. <br> <br>\nHealth insurance, paid time off and incentive compensation ranked as the most valued benefits for both Gen Y and Z respondents in Brown's study. <br> <br>\nYoung talent also wants flexibility to do work where and when it wants, Healy said. \"Flexibility\" doesn't mean fully remote, she said — rather, it's about respecting work-life balance. <br> <br>\n \"I cannot ask you to be 24/7 at this job and expect you to stay there,\" she said. <br> <br> <em>Credit: Shutterstock </em>","height":"640","width":"640"}],"video":""},"articlePackages":[],"trendingArticles":{"contents":[{"uri":"/2024/11/01/irs-sets-401k-ira-contribution-limits-for-2025/","title":"IRS Sets 401(k), IRA Contribution Limits for 2025","byline":"Melanie Waddell","summary":"The tax authority also announced changes to catch-up contributions tied to Secure 2.0.","prettyDate":"November 01, 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