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Are private bankers too young?

The stereotype of the private banker in Asia is not the grey-headed Swiss-style industry veteran, but the attractive young charmer. Although banks have very recently been scrambling for senior relationship managers, their former hiring polices have created a largely youthful wealth-management workforce.

Just ask headhunters, many of whom say that in Singapore they have dealt with fully fledged private bankers in their late 20s or early 30s. These people would probably have been junior bankers if they were working in Europe.

"Private bankers do seem to be younger here than their counterparts in other parts of the world," says Singapore-based Deborah Sawyer, managing partner of search firm Odgers Berndtson.

So why are private bankers so fresh faced? Despite the intense competition that graduates are under when applying for a private banking job in Singapore, recruiters estimate that banks there have made more than 300 entry-level hires in the past two to three years. And firms such as Credit Suisse run wealth management training programmes in the city state.

Another reason for the age differential is because large private banks like UBS took on lesser-experienced "privilege" bankers in an effort to boost their Asian headcounts during the 2005-2007 boom.

"They're customer bankers or relationship managers at branches and they are promoted to handling premium customers and then they work their way up," explains Annie Yap, founder of search firm AYP Associates.

Is having a young headcount such a bad thing? The policy has backfired on the likes of UBS which has had to cull those former privilege bankers who failed to make the grade. Now firms like Credit Suisse and Standard Chartered are demanding experienced professionals with bulging books of clients.

But private bankers defend their trade. Only top graduates are recruited into wealth management trainee programmes, so there is quality control.

"We do hire bright, young talent whom we train for various functions, including our three-year analyst programme. But we also have senior, highly experienced, battle-tested bankers who have seen the ups and downs of the market," says Morgan Stanley's managing director of its private wealth management business in South-east Asia, Tan Su Shan.

What are your thoughts on the youthfulness and quality of private bankers in Asia? Let us know below.

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AUTHORefinancialcareers.hk Insider Comment
  • To
    Tony
    6 June 2009

    I worked in one of the very top private banks in HK for at the very front line structuring and selling strcutred products to these RM's. I agree with some of the above comments. The RM's mainly consist of about 300 under 40's something bitchy women who actually have no idea about the market or what they are trying to sell ( you should be able to guess which bank!). The case is even worse with the lower ranks and new recruits due to the surge of demand for sales people duirng the boom times. They are all taken on from premium banking roles and are just glorified pushy sales people. It's just like all other sales in HK. There's a total disregrad of risk and of a duty of care to the end client. It's all about making the hard sell and stepping over anyone in your way to make your commissions. Hence this is why all these banks are gettign sued over cases such as the misselling of Lehmans minibonds to clients using unscroupolous tactics. As is the case in any bull market that suddenly goes bust, once the dust settles thats when the truth is revealed. PB in Europe is a different class to that in Asia

  • SL
    SL
    6 June 2009

    HAHAHHAA. Loved RM's comment. totally agree !!!!!

  • ma
    maggie lee
    6 June 2009

    Based on real life cases, whether in HK or in Canada, the common ingredients to being successfully hired as wealth managers/private bankers/relationship managers etc etc are : physical beauty, so-called social skills (being glib with a surface veneer of sincerity unfortunately, since they are too young /green to keep their acts together), extroverted oriented activities (clubbing, golfing, skiing etc), 'entreprenurial' aka a thirst for living large (having a porsch right after graduation, armani suits with the ridiculous pointy shoes). but hey, all of the above cannot beat out a candidate with rich connections.

  • Fr
    Francis
    6 June 2009

    I question the whole value proposition of private bankers in Asia. And to call them private bankers is nothing short of misleading. All I have seen is individuals pushing products that they themselves don't understand, including the risks and benefits and when questioned, the answer is typically short detail and long on bullshit. I have rarely seen the "new age" private bankers take a portfolio approach and the reality is would a HNWI really want someone who is less experienced than them (and paying for the previlige) managing their US$1 million or more - what's the point. I have seen the same in the (corporate finance) relationship management game, where some inexperienced bankers are supposed to mix it with CFO's who are far more exeprienced than they are. No matter how much training the various houses put into their young bankers, the issue is that this training is no substitute for street smartness and experience. I think the Europeans have got it right, their value proposition (and image) is about experience, knowledge and consistency. If I was running a private banking firm, I would hire a bunch of mature bankers who have seen it all.

  • RM
    RM
    4 June 2009

    Just because you want to offer high class services like Singapore Airlines does not mean you have to hire the flight attendants.

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