Practice Management December 18, 2024

RIA Succession Planning Drops to New Low

DeVoe’s annual team management survey paints a dire picture of succession planning for aging advisories.

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The succession concerns for registered investment advisers didn’t just continue in 2024, but hit a new low, according to consultancy DeVoe & Co.’s annual team management report.

In a national survey of more than 100 senior RIA executives, principals and owners, DeVoe found that 42% of firms have written succession plans, the lowest since it began tracking the statistic in 2019.

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“It is not only concerning that the number of written plans has been decreasing, but also alarming that the level of planning has hit a new low,” DeVoe’s team, led by Founder and CEO David DeVoe, wrote in the report. “Ironically, an industry with ‘planning’ and ‘risk mitigation’ as core components of its value proposition is failing in these very regards.”

The Financial Regulatory Authority has been ringing the alarm on the need for succession planning among aging financial advisers for years. But DeVoe’s team believes that many firms, seeing rising valuations, assume that the next generation will not be able to buy out founders and often are not bothering to create plans.

The consultants believe this is short-sighted thinking, writing that having a “succession plan is not just about the economics, it is also about management transition. The very presence of a succession plan will not only create a stronger future for the firm but will also increase the value of the RIA to most sophisticated buyers.”

DeVoe also pointed to rampant RIA merger and acquisition activity as a possible factor in the decline. Larger RIAs with more than $1 billion in assets are twice as likely to have a succession plan, but they are also more likely to sell to an external buyer.

“Essentially, as firms with succession plans sell externally, the remaining total of firms with plans drops,” the consultancy wrote.

There were bright spots in the findings. For one, firms seem to at least be aware they should have a plan. About 30% of surveyed RIAs reported they intend to create a plan—up from 22% in 2020. Another 20% have plans drafted but have not yet implemented them.

In addition, responses indicating an RIA is “not considering” a succession plan dropped to an all-time low of 8%.

Next Gen Trepidation

According to DeVoe, RIA leaders would prefer to hand the reins to an internal candidate. Unfortunately, many do not trust the next generation to take over, with only one-third saying they believe the next generation is ready to assume control if a transition were to happen immediately.

Another 34% of RIAs have medium confidence that the second-generation candidate would be ready to take over, and 32% have no confidence at all.

The next plan of action, of course, would be to cultivate talent capable of running the firm in the future. In this area, DeVoe found more mixed results.

On the positive side, RIA firms are more likely (46%, up significantly from 24% last year) to have semi-annual performance review processes in place than in the past, something DeVoe recommends to both guide and cultivate talent.

While that growth is good, the consultancy noted that human capital research from the Harvard Business Review suggested that 92% of employees want feedback more than once per year.

The fact that the majority of firms do not offer semi-annual reviews may flow into career pathing issues. Slightly more than half (52%) of RIAs surveyed reported that their employees have a clearly articulated career path. Another 39% say they provide informal direction, and 9% say there is little communication.

Where’s the Money?

Given leadership’s need to have successors, it would stand to reason that firms are looking to incentivize people to stay through compensation strategies. This seems an especially relevant option since growth in assets under management has been strong, with the Investment Adviser Association recently noting a 12.6% year-over-year increase in AUM in 2023 to $128.4 trillion.

The reality, however, does not seem to back up the idea of more pay flowing to advisers, according to DeVoe’s surveying.

In 2024, 49% of respondents said they had a clear, methodical plan for incentive compensation for advisers, a slight decline from 50% in 2023 and down from 57% in 2022. Another 28% this year said they were giving informal direction, 15% said they were giving discretionary bonuses and 8% said they had no plan.

In addition, when asked to rank their firm’s incentive program on a 10-point scale, responses yielded a Net Promoter Score of negative 30, meaning more respondents were dissatisfied with their program than find it worth recommending to a friend, by a considerable margin (30% of respondents).

“The surprisingly low score of negative 30 is a blinking red light that this industry needs to pay attention to,” the consultants wrote. “A takeaway from this barometer is even RIAs with ‘methodical plans’ or that confidently believe their plan is working well with their employees should take the time to assess if the plan is really hitting the mark.”

If RIAs are in the midst of a bumpy patch in getting current employees to lead, the future may be brighter. For one, DeVoe found that attrition has been declining for RIAs over the past three years. That may be in part due to consolidation, but it is ultimately positive for talent cultivation.

Meanwhile, more RIAs are hiring people “ahead of need,” rather than doing so on demand.

“By adopting a thoughtful, strategic approach to recruiting, an RIA firm can build a strong, aligned team that will help drive long-term success,” the consultancy wrote. “This approach can also position a firm as a trusted, competitive leader in the industry.”

Data & Research December 18, 2024

ESG Goals Still Prevalent in Executive Incentive Plans, WTW Reports

Among S&P 500 firms, 77% still included at least one ESG metric in 2024.

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More than three-quarters of S&P 500 companies incorporated at least one environmental, social and governance metric in their executive incentive plans this year, according to an analysis of regulatory proxy filings in a new global study by WTW.

The figure was flat from last year and driven mostly by short-term executive incentive plans, according to the report. The metrics also skewed more toward the social buckets than environmental benchmarks. While the usage of ESG in incentives was flat year-over-year, it held at a much higher rate than four years ago, when the same study found just 52% of S&P 500 firms included an ESG metric.

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According to WTW, 74% of companies tied a social metric to executive incentives, including succession and talent management, employee engagement and culture. Governance factors were the second-most prevalent, connected to incentives at 45% of respondents, including goals focused on stakeholder relationships, community outreach and risk management. Finally, environmental factors were tied to executive incentives at 44% of companies, covering areas such as carbon emissions, energy use and environmental sustainability.  

The goals were commonly used as a short-term incentive for executives at 75% of companies that cited at least one ESG metric in STI plans. In contrast, only 9% tied such goals to long-term incentives.

DEI Metrics

In this year’s report, WTW also homed in on diversity, equity and inclusion metrics, due in part to a 2023 U.S. Supreme Court ruling that race-conscious college admission policies violated the 14th Amendment’s equal protection clause. That ruling has led to a series of lawsuits challenging formal DEI considerations in the workplace.

Despite that backdrop, WTW found only a slight decline in DEI metrics tied to executive incentive plans in 2024 among U.S. companies. Of the companies studied, 54% used at least one DEI metric in their STI plans, as compared with 56% in 2023; on the flip side, 4% used at least one DEI metric in their LTI plans, as compared with 3% in 2023.

“While DEI metrics face growing opposition, companies that retain them are likely better positioned to demonstrate their relevance to business success and long-term value creation,” says Kenneth Kuk, a senior director of work and rewards at WTW.

Diverse workforce metrics are the most common DEI measure, used by 21% of companies. Notably, 39% of these metrics are quantified, according to the report.

Global View

WTW’s study also looked outside the U.S. at 311 companies across eight major indices in Europe and 193 companies across seven major markets in the Asia Pacific region.

Europe had the highest percentage of companies incorporating ESG metrics into incentive plans at 94%. North America—including Canada—came in second at 77%, with Asia Pacific third at 74%.

The ESG metrics globally, as in the U.S., were relatively flat year-over-year, according to WTW. But LTI plans were much more likely to be connected to an ESG metric in Europe (64%) and Asia Pacific (30%) than in North America (10%).

WTW’s team reviewed public disclosures from 500 S&P 500 companies, the TSX 60 in Canada, eight major European indices and the largest companies across seven markets in Asia Pacific.

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