Hiring successfully for a Family Office is not an easy task, not when there are unique issues and challenges.
A major trend with family enterprise organizations is designing ways to develop and retain early career professionals. The most effective emerging practice is to develop a strategy that blends the quantitative skills necessary to meet the financial, legal and technical needs of a family, along with the qualitative skills needed to navigate complexity, change management and family dynamics. Together, these core competencies provide a clearer path for career progression and immediate organizational impact. Which is critical for millennials and Gen Z’s entering the workforce.
The most popular forms of equity-based compensation are stock options and restricted stock. It is not uncommon for these vehicles to compose a substantial portion of an executive’s net worth. Accordingly, it is important that executives fully understand the income tax treatment of options and restricted stock in order to maximize the after-tax value. This article by Grant Thornton presents the basic tax rules that apply to stock options and restricted stock, but also goes beyond the basics to discuss several more complex issues and tax planning considerations.
The success of a private equity fund’s investment in a portfolio company largely hinges on the performance of the Chief Financial Officer (CFO). Initially chosen CFOs may be ideal for early goals, but market shifts might necessitate a change in CFO to adapt and succeed. Understanding the unique skills of different CFO archetypes is key for funds to make timely, effective leadership decisions.
As employee retention is key to success, and workplace culture plays a critical role in retaining staff, this webcast will provide proven ideas to create an engaging culture beyond financial compensation. By the end of this webcast, attendees will be able to:
This report, which is rich with actionable data and insights from over 4,576 risk and human resource professionals, is your guide for a proactive, predictive, and disciplined approach to people risk management. It outlines key workforce threats under five pillars of risk—including technological change and disruption, health, well-being and safety, and benefits cost increases—facing employers worldwide and the impact they can have on your organization. Use this report to identify, prioritize, and manage the most critical people risks across your organization.
In an era marked by unprecedented wealth transfer and shifting societal dynamics, philanthropy is being called to actively adjust to a new reality. In the middle of all this, younger people are starting to have a bigger say in where philanthropic money goes. They care more about equity, inclusion, and transparency, as well as changing systems that cause problems.
From one family office to another, the ‘top spot’ or Family Office Leader will go by different titles that include Head of Family Office, Managing Director, and Chief Executive Officer. And while the position will never be the same with professionals adjusting to the Family Office it serves, there are ideal competencies, qualities, and even qualifications that you can look for in your search for the ideal Family Officer Leader.
In the world of Family Offices, anything is possible and the professionals hired to do the unthinkable have to be problem solvers, agile, and absolutely committed to the cause. Most importantly, they have to be the right Cultural Fit, which most Family Office professionals believe is more important than qualifications in the hiring process.
The data from this year’s research by Grant Thornton indicates that the progress achieved so far on women in senior management is fragile. There has been a dramatic decrease in the percentage of female CEOs, including a 15pp drop in CEOs who are women in the United States, a 14pp drop in China, and an 8pp drop in the UK between 2023 and 2024. Without determination to change, then the progress made will be at risk of not just plateauing but slipping back. Businesses have a clear opportunity to take actionable, tangible steps, and follow the three pathways to accelerate towards parity.