CONCLUSIONS

Does your current talent attraction strategy meet the evolving state of the talent market?

Talent Attraction

With the benefit of engaging with a range of sellside and buy-side professionals who represent diversity in seniority and professional and personal circumstances, we have identified common motivations that drive movement to new organisations and considerations toward such.

Commercial/ fund confidence ranks at the top of the list, where candidates who are moving either to or between buy-side firms are strictly assessing the fundraising activity of potential employers. A healthy history of fund-raising and investor returns are strong indicators, alongside the quality of portfolio companies and respective activity Closely associated with this are the ESG and Sustainability agendas of funds, where candidates are encouraged by firms with an established strategy (or intention to develop this where it is absent) and commitment to building a dedicated team who will deliver on this strategy

A lighter consideration, albeit still significant for some candidates, includes learning and development pathways This is critical to candidates demanding that organisations be conscious of the active role they should play in one’s professional advancement Candidates assess this through well-defined L&D plans; involved leaders; and the volume, nature, and quality of investment activity. Working models are the next of such considerations, where professionals greatly favour organisations that adopt a hybrid working model Whilst Investment professionals value the importance of collaboration and inperson engagement, the opportunity to have flexibility in this regard carries a lot of weight