Rethinking How Family Offices Attract and Retain Talent
Family offices often say their biggest challenge is finding the “right” people. In a recent article for The Family Office Professional, Stacy Dick suggests the real issue may not be talent at all—but how family offices approach hiring.
Rather than blaming a shallow candidate pool, Dick challenges leaders to look inward: at unclear role design, corporate-style job descriptions that don’t fit family office realities, and hiring processes that prioritize credentials over values. In an environment where discretion, trust, and adaptability matter as much as technical expertise, these missteps can quietly undermine both hiring and retention.
Dick also pushes back on the idea that flat family office structures limit career growth. He argues that meaningful development often comes from expanded responsibility, cross-functional exposure, and intentional investment in people—not just title changes.
For principals and executives who want stronger teams and better continuity, the article reframes talent acquisition as a leadership discipline, not a transactional task.
Read the full article at The Family Office Professional
