Enterprises Must Retain Talents If They Want To Succeed.

　   迄今為止，在人才大戰中，人才一直是贏家。這一點在全球主要的金融中心尤為明顯。在這些金融中心，網羅人才的活動非常狂熱，而薪資往往也高得驚人。

With the increasing mobility of the global talent market, employers can choose talents on a broader basis.

The flow of talent between investment banks, mainstream and alternative investment management companies and consulting firms is now very common.

Investment companies need to "call for rain", that is, people who are very important in creating value for the company and its customers.

They may have investment skills, marketing or performance skills.

The complexity of the market has created more and more professional opportunities.

The company needs talented people who can analyze and interpret in a deeper level.

They also need convincing people to express their views, especially the good customer affinity.

The company also welcomes talents who have grown up in the process of change.

The investment industry is changing much faster. With the development of the latest technology that supports knowledge growth, the time for innovation to flourish is much shorter than before.

It used to take 5 years to attract new products, and now it may take only 18 months.

The best talents are not only efficient in their work, but also able to think in several lines, and can easily cross many disciplines.

The "isolated island" existing in most investment businesses brings challenges to leadership.

For most companies, the integration of specialized islets into a single and cohesive business is essential.

This requires leaders to understand all aspects of the business, to brainstorm and inspire the vision of the whole company.

This ancient virtue of experience may be underestimated today.

From any point of view, excellent leadership seems to be in short supply.

Pay has always been the most powerful driving force in the talent war so far.

This is especially evident in alternative investment.

In particular, hedge funds are developing very fast.

No wonder the competition for new talents has been fierce.

High Commission and high profits in these areas have pushed up the price of talent, and the private equity industry is likely to be in the same situation.

This can be seen as a failure of the market in pricing talent.

Due to the lack of more realistic cost structure and value proposition, wage imbalance and the resulting talent imbalance may continue.

The bubble has not yet broken down, but as the fund adjusts to adapt to a lower rate of return in the future, the bubble may become smaller.

The new pay culture is paid according to performance.

In principle, this approach is conducive to regulating interests and attracting top talent, but effective implementation is crucial because it can also cause discord.

It is easy to question the validity and fairness of the system.

Whose performance?

What performance?

Which period of performance?

These questions are not easy to answer.

A bit of self deception is at work, and some who are unable to do so, but expect too much, claim that their skills deserve high short-term returns.

If short-term returns do not meet expectations, they are ready to switch jobs to find higher pay.

The industry still needs a long way to build an ideal salary structure.

In this system, the remuneration level is appropriate and fair, which serves as a part of the balanced food chain and plays an important role in increasing the value of all stakeholders.

This raises the question of which skills are most likely to increase the value of the investment system.

Of course, relatively limited resources are a big problem for institutional pension funds which have been very limited in terms of salaries and talent.

Ironically, it is in this field that clear thinking and action have the greatest chance of achieving success.

Although talent has been neglected in this field, it has shown signs of change.

It will be astonishing that the pension fund will not be in a more powerful position after 5 years.

Pension funds must be prepared to use performance pay to achieve this goal.

The same can be true of the value-added consulting industry, and if it is needed, the sector should achieve substantial growth.

At present, in order to successfully acquire talents, the "best employer" must demonstrate itself in the following 4 aspects:

Execution of work is a matter of personal autonomy, motivation, influence, and Realization of some socially important goals.

Work culture - teamwork, independence, morality, co-worker harmony, free from bureaucratic and political factors.

Personal development - a broader and deeper personal growth opportunity.

Salary - absolute level, fairness of salary, and owner's rights and interests are particularly important.

In the longer term, the most important force is that more people will seek greater meaning from their work.

Altruistic motives will push people to make more choices.

Optimistically, the investment industry has done a good job of building a talent pool.

As more powerful skills are applied to fund management, we will see that talents are more effective in creating value for stakeholders.

　　該體系的受益者應是固定供款養老金的成員。他們失去了固定收益養老金的相對保障，當然應該得到人才能夠提供的最佳聰明才智，為他們提供退休保障。