Amid Singapore’s burgeoning financial markets, an alternative form of capital is emerging as a critical asset: human resources. As demand grows for professionals skilled in managing the vast fortunes of Ultra High Net Worth Individuals (UHNWIs), companies must adopt effective strategies to succeed in this competitive talent market. 

Affluence draws top talent to the battlefields

Wealth is soaring and the war for talent is intensifying. Over the past three years alone, the number of UHNWIs has increased by more than 60,000, and is projected to reach 372,000 by 2027, according to the Global Wealth Report 2023 by Credit Suisse and UBS.

Closer to home, the ultra-rich population in the Asia-Pacific region is expected to grow most rapidly in the next five years, as reported by Knight Frank’s latest edition of The Wealth Report, reflecting a trend that underscores the region's growing prominence in the world of wealth.

This surge in UHNWIs, especially in Asia-Pacific, requires top talent to manage these vast fortunes effectively, especially in financial hubs such as Singapore and Hong Kong. For family offices, war for talent is more than strategy but a necessity. The future of wealth management depends on winning this talent war in order to service this growing number of UHNWIs effectively. 

The talent wars: Challenges and triumphs

Navigating the current financial talent landscape poses several challenges. Firstly, the industry faces unprecedented demand for qualified professionals due to the rising number of UHNWIs in Asia, exacerbating an already tight labour market. 

Secondly, the tenure of wealth management professionals tends to be quite long within an organisation, as financial institutions recognise the importance of retaining staff, and continue to attract them with lucrative financial rewards providing less of an incentive to move, especially to smaller organisations. A common fear of the risk of moving to a smaller outfit is the lack of resources to support them, unlike big financial institutions that these individuals are used to. 

Thirdly, another significant hurdle is the extensive technical certification, training and security clearances required for individuals working in financial institutions. The slower recruitment process means that individuals could potentially join other industries that have shorter hiring cycles, widening the talent gap.

We are also seeing companies compete for top talent with attractive compensation packages, including hefty base salaries, performance bonuses, equity, and benefits. They also invest in talent development through specialised training, mentorship, and career mobility, intensifying the competition for elite professionals.

Despite challenges, the prospect of success endures. Companies need to find unique value propositions to draw top talent from established financial institutions. This can be done several ways, for example, for budding wealth management start-ups, it is key for the CEO to be responsible for creating a deep, sticky culture, and showcase their commitment to cultivating an environment where employees have access to resources pertinent to their career growth, and feel valued doing the work they do. 

However, the road is not always easy. Companies will inevitably encounter both challenges and triumphs with talent acquisition along the way. Focusing efforts on building a people-first culture, one that keeps employees motivated and content with unparalleled growth opportunities, will keep teams marching forward.

Winning strategies to recruit and retain talent

A strategic focus on talent acquisition and retention is essential for long-term success in wealth management. Building a people-centric culture that values collaboration, ambition, and hard work serves not merely as a policy but as a core value that can drive organisational achievement.

Investing in employee well-being is another way to retain and reward employees. Beyond offering flexible working arrangements and healthcare benefits, it is also important to foster a trusting, respectful, and empowering workplace. Such an environment is vital for an engaged workforce, which is key to achieving business goals. 

Another strategy is for companies to consider talent from outside the wealth management industry. For example, career transition programmes can help recruit individuals outside of the wealth management industry, where the company’s next wealth manager could come from a corporate or investment banking background. Such programmes can also help identify and nurture the next generation of talent in wealth management. 

Embrace the human edge in wealth management

The talent war in wealth management is a high-stakes game, and it goes beyond numbers but human spirit, innovation, and adaptability. Any organisation that overlooks the integration of these quintessential qualities into their talent management strategies is not just risking stagnation – but will lag behind in a highly competitive industry that demands nothing less than excellence.