Executive search & talent consulting for funds & their portfolio companies
Search opportunities in our current mandates Current Mandates
We Operate as one unified, award-winning team, with a diversity of expertise across the private equity industry.
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Investment Practice
Altus Partners has deep rooted relationships with an enviable range of Private Equity General and Limited Partners. We focus on searches for both Investment and Investor Relations professionals, from analyst through to Director Level...
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Portfolio Practice
Altus Partners dedicated Portfolio practice was created in response to numerous specific requests from our buy-side clients, who also wanted our continued high standard of service to support their portfolio companies. We have now built an...
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Fund Finance & Operations
Altus Partners Fund Finance and Operations have built an exceptional reputation for it’s deep-rooted knowledge and network of the finance and operations market across Europe...
News and insights
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Tom Ellison Appointed Head of Marketing at Altus Partners
about 12 hours agoTom joins to spearhead the newly formed marketing department to drive brand awareness, business growth and further develop the Altus Partners brand. London, 15th September 2022 – Altus Partners, an executive finance recruitment firm today announced that Tom Ellison has been appointed as Head of Marketing and will work with Managing Director Ed Chamberlain, to craft an approach to further developing our established market position. “To join a business that is at the forefront of its sector is a real privilege. The ambition shown by the team at Altus has truly impressed me and I am looking forward to bringing my experience and skills into what is already a thriving business” said Tom. With over 15 years’ experience delivering strategic marketing programs on a local and global scale, across multiple industries, Tom brings the level of expertise required to accelerate the Altus growth plans. Tom is a graduate in Marketing and Management from Keele University, previous award winner with the London Chamber of Commerce and holder of multiple certifications from LinkedIn and HubSpot. “Bringing Tom into the team and utilising his experience and skills will play a key role in realising our ambitions” Said Ed Chamberlain, MD. “I am proud of where we have taken Altus to so far but by adding a true marketing expert in Tom I am excited to see where this takes us”.
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What does it take to be a CFO of a Private Equity backed business?
2 days agoWhat does it take to be a CFO?Statistics show that businesses with PE investment outperform those without it, so a CFO that can help lead their company's growth strategy is critical to success.As the most senior finance professional in a private equity-backed business, the Chief Financial Officer (CFO) plays a crucial role in evaluating and guiding investment decisions. To succeed, CFOs need to deeply understand the business's financial and operational aspects. They must also communicate effectively with the PE investors and the management team. Private equity firms typically invest for a five- to seven-year time horizon, during which they seek to grow the value of their portfolio companies. This means that CFOs must be able to provide short-term financial guidance and long-term strategic planning. In addition, CFOs must be adept at managing risk and navigating through periods of economic turbulence. McKinsey notes, "The most successful CFOs in private equity are those who act as true business partners to the CEO, providing insights and recommendations on a wide range of issues beyond finance." To be an effective partner to the CEO, CFOs need to have strong analytical and problem-solving skills. They must also be able to think creatively about ways to grow the business. And according to EY, "CFOs need to have a good understanding of the PE firm's investment thesis and be able to align the company's strategy with that of the PE firm." In addition, CFOs must be able to build relationships with the PE firm's other portfolio companies. This is important because "these companies can be a source of best practices and benchmarking data." So what are the core elements of a successful CFO, broken down? Can you help lead strategy? A key responsibility of the CFO is to develop and execute the business's growth strategy. This involves working closely with the CEO and other members of the management team to identify expansion opportunities. The CFO must then develop financial models to assess the feasibility of these opportunities and present them to the investors. Once a growth strategy has been approved, the CFO will be responsible for overseeing its implementation. This includes ensuring that adequate resources are available and that all financial risks are properly managed. Can you manage risk appropriately? Private equity firms expect their portfolio companies to generate strong returns. To achieve this, businesses must carefully manage their financial risk. The CFO is responsible for identifying and mitigating risks that could adversely impact the business's performance. This includes financial risks such as interest rate fluctuations and exchange rate movements. But it also extends to operational risks, such as changes in customer demand or supply chain disruptions. CFOs must have a deep understanding of the business's risk profile and be able to develop contingency plans to protect the company from potential shocks. How do you approach economic turbulence? The CFO role also manages the business through periods of economic uncertainty. This involves working closely with the CEO to develop a crisis management plan. The plan should identify key risks and set out how they will be managed. In addition, the CFO must monitor economic indicators and provide early warning signs of potential problems. They then need to work with the management team to develop contingency plans to protect the business from these risks. Can you improve planning and strategy? As the CFO role evolves, there is an increasing focus on strategic planning. This means that CFOs must be able to understand and influence the business's overall direction. To do this, they need to deeply understand the company's financial performance and position in the market. They also need to develop strong relationships with the CEO and other members of the management team. Only by doing this can they provide the necessary insights and guidance to help shape the company's strategy. What technology is right? To be effective, CFOs must deeply understand the latest financial technologies. This includes enterprise resource planning (ERP) systems, data analytics tools and cloud-based applications. CFOs need to evaluate the potential benefits of these technologies and make recommendations on which ones to invest in. They also need to work with the CIO to ensure that the technology infrastructure can support the business's growth plans. The types of technology a CFO may implement include: - Cloud-based accounting and financial reporting tools - Data analytics platforms - Enterprise resource planning (ERP) systems Developing people skills As the role of the CFO evolves, so does the skill set required. In addition to technical expertise, CFOs need to develop strong people skills. This includes the ability to communicate effectively with non-financial managers and investors. CFOs also need to manage and motivate finance professionals' teams. They must create an environment that encourages creativity and innovation. And they need to be able to build relationships of trust with the board of directors, audit committee and other key stakeholders. EY comments that "the successful CFO of the future will be a true business partner, with the ability to provide insights that help drive growth. They will also be a trusted advisor who can guide the best way to navigate through periods of uncertainty. Delegate and focus on your strengths CFOs must also continue to develop their skills. They must identify their weaknesses and build a strong team to compensate for them. And they should delegate tasks that others can do so that they can focus on their strengths. This includes recognising when it is time to bring in outside expertise. For example, a CFO may need to hire a specialist if the business considers a complex financial transaction. Build a high-performing finance function To be successful, CFOs need to build a high-performing finance function. This means attracting and retaining the best talent. To do this, they need to diagnose the "talent health" of their organisation. This includes understanding the skills and experience of the finance team. It also means assessing the team's morale and motivation levels. It also means creating an environment that encourages creativity and innovation. To do this, they need to invest in developing their team. This includes providing training and mentorship programmes. It also means offering opportunities for career progression. Finally, CFOs need to create a culture of transparency and trust. This means open communication and regular feedback. CFOs also need to ensure that the finance function has the right mix of technical expertise and soft skills. Digitalisation versus automation, what is the right mix? There is a big debate on whether finance functions should focus on digitalisation or automation. CFOs need to understand the pros and cons of both approaches and make the right decision for their business. Digitalisation is using technology to create new or improved finance processes. It can help finance functions to be more efficient and effective automation is the use of technology to automate financial processes. This can free up time for finance professionals to focus on value-added activities. The right mix of digitalisation and automation will depend on the business's specific needs. CFOs must work with the management team to understand these needs and make the right decisions. The future role of a CFO As the role of the Chief Financial Officer continues to evolve, there is an increasing focus on strategic planning and people skills. CFOs must be able to understand and influence the business's overall direction. They also need to develop strong relationships with the CEO and other members of the management team. Only by doing this can they provide the necessary insights and guidance to help shape the company's strategy. Altus Partners Portfolio Practice has become one of Europe’s leading finance executive search businesses. We have helped hundreds of businesses appoint new CFOs. Our team has an in-depth understanding of the skills and attributes required to succeed in this role. We can help you find the right person for your business. For more information on our services, please contact us today.
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Altus Partners win Recruitment Partner of the Year
7 days agoWe're delighted to announce that Altus Partners has been named as the Recruitment Partner of the Year at the Credit Awards 2022. Hosted at London’s Grosvenor House, The Credit Awards 2022 recognised and celebrated innovation, best practice and outstanding service to the financial service industry. Altus Partners were selected as the ‘recruitment partner of the year’ after demonstrating a best in class approach and methodology, with an ability to deliver an unrivalled success to clients across Europe. This award is a testament to our commitment to providing excellent buy-side Executive Search services to our large and growing network of Credit clients. If you would like to learn more about our approach to private equity search, our portfolio practice or how we can assist with your financial recruitment generally please do get in touch here.About Altus Partners Altus Partners uses a specialist methodology and industry expertise to deliver the very best results for clients and candidates. We are proud to have established ourselves as leaders in this field and we are committed to providing exemplary solutions in every facet of our organisation. Private equity search, our investment practice has many years experience supporting firms on a local and global scale with a diverse array of mandates. Roles hired for: •Investment professional recruitment •Portfolio recruitment •Asset management recruitment •Investor relations recruitment Strategies: •Buy-Out (Large-cap and Mid-Market) •Growth Equity •Venture Capital •Distressed/Special Situations •Direct Lending/Private Debt •Real Estate and Infrastructure •Secondaries and Co-Investment Portfolio practice, our portfolio practice is well established as a market leading recruitment service for private equity backed companies across Europe. Practice focus: •Finance •Strategy •Corporate development •C-Suite •Board and Non-Exec Roles covered: •CFO recruitment •Financial Director recruitment •FPA recruitment •Strategy recruitment •Corporate development recruitment •COO recruitment •CEO recruitment •General management recruitment •Non-executive director recruitment •Chairman recruitmentFind out more about our consultants and how they can assist with your financial recruitment needs here.
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THE COST OF A BAD HIRE IN PRIVATE EQUITY - AND HOW TO AVOID IT
9 days agoA bad hire is costly - not just the direct costs of recruiting and training a replacement. There are indirect costs, like the impact on morale and company culture.This is why it's so important to streamline the hiring process. By taking the time to identify key criteria upfront and the right techniques, you can reduce the risk of making a costly mistake.What are the benefits of streamlining the hiring process?1. Hiring mistakes are expensive, so avoiding them can save your business money.2. A streamlined process makes identifying the best candidates for each role easier.3. It helps to ensure that all candidates are treated fairly and consistently.4. Streamlining your hiring process helps hiring managers complete hires quickly and efficiently. 5. A process for each new hire makes life much easier than starting from scratch.What are the five key steps in streamlining the private equity interview process?1. Define the key skills for each position. What is a must-have, as well as an acceptable range of options? Make sure they aren't just about technical skills or deal experience. EQ and learning ability are critical factors to an employees successful career with your firm. How will you measure this? Ensure this is communicated to everyone involved and reflects the job description.Have you considered the following factors to help you better understand a non-skills-related assessment?How do they leverage their intellect? Cognitive quotient (CQ)?Do they take time to step back from their responsibilities and think about them from the perspective of their employer (or their employer's)? Do they try to look around corners when making even modest decisions? Does one have an MBA without knowing how it relates to real business results? Do they regularly pause from their occupations and consider things from the standpoint of their boss (or their boss's boss)? When making minor choices, do they ground their decision-making in how they may create value for the organisation?What motivates the individual, and how do they apply their energy? Emotional Quotient (EQ)These people engage in making a difference — for example, those who use their observations to persuade relevant parties and achieve goals. Furthermore, look for those who can deliver tough news with compassion and strength.What motivates them, and how do they apply their energy? Drive Quotient (DQ)DQ types are daring, tenacious, and fearless. They're also resilient: When they fall short, they reset their perspectives, reframe their situations, and try again. Most significantly, rather than just improving as people but also at the company level to magnify outcomes, most DQ personalities seek to improve not just personally but organisationally as well.2. To assess candidates against those standards, use structured interviews. When it comes to interviews, there are two main types: unstructured and structured. Unstructured interviews are the traditional type, where the interviewer asks questions on various topics. These questions can be difficult to compare between candidates, as they may not be asked in the same order or at all. This can lead to bias on the interviewer's part, which is why structured interviews were developed.Structured interviews are designed to minimise bias and increase fairness. In these interviews, all candidates are asked the same set of questions in the same order. This allows for better comparison between candidates. Additionally, structured interviews are more diverse, as they often include a wider range of questions. There is a wealth of research that demonstrates the effectiveness of structured interviews. A study by the American Psychological Association found that structured interviews predicted job performance better than unstructured interviews. Another study, this one by the Society for Human Resource Management, found that structured interviews reduced bias in hiring decisions. Finally, a meta-analysis of over 500 studies found that structured interviews outperformed unstructured ones regarding the validity and predictive power across various settings. Further studies show that bias can be further reduced by using multiple raters in the interview process.To maintain a consistent technique, training is essential. We experience frequent candidate dropouts due to single interviews going badly with poorly trained hiring managers. Do you need to set up a training system for current and new employees?3. Make sure you include the appropriate people in the decision-making process.Hiring by committee entails that just one person may stifle progress on a candidate by refusing to advance them (typically a bias-based choice). Have managers with experience using a scoring matrix and make decisions based on this, i.e., consider things from a bigger perspective.4. Too many steps in your hiring process will turn potential candidates away. 3-4 stages are the optimum number of steps. Empirical evidence shows that utilizing key stages in your processes, such as a work-based test or GMA, increases the chances of finding the right candidate. Do not rely on references alone, as they have been proven biased with only a 7% success rate. Non-structured interviews are also open to biases and should be avoided if possible.5. Demonstrating your company culture, values, and work/life balance should be a clear step in your recruitment process. A recent study by Altus Partners demonstrates how important this is to prospective candidates. Don't leave it until the end of the process as it may be too late – ideally, make it the first or second stage (the initial screen).While constructing the hiring process, make sure each step radiates the culture. For example, administer situational judgment tests which present candidates with work-related scenarios and measure their responses to see if they are a good fit for the organisation.ConclusionIf you want your PE firm, company, or team to succeed, then it's time to break from the norm and change your consensus-oriented hiring culture. Hiring the best candidate for each role is essential to business success. The strategies above will help you extend offers and hire productive employees often overlooked by your competitors, giving you a chance to rise above them. Hiring the top talent is essential to the success of any private equity business. You can avoid making costly mistakes by taking the time to streamline your process.Altus Partners offers private equity recruitment training in interview best practices, provides advisory and structuring for interviews and is trained in psychometric evaluations. Should any of these be of interest to your firm, please contact info@altus-partners.com.This guide was to help attract better talent for private equity firms and was written by Ed Chamberlain. He isthe founder and CEO of specialist Private Equity executive-search firm Altus Partners. Find him on LinkedinAltus PartnersAt Altus Partners, we operate as one unified, award-winning team with diverse expertise across the private equity industry. Please contact the relevant team if you are interested in discussing your private equity recruiting process, pe interviews, hiring professionals for private equity funds or PE-backed companies, or private equity jobs. For detailed information on Private Equity, Venture Capital, Credit or more general private markets investment jobs or advice on private equity interviews, please contact the Investment PracticeTo speak through careers in finance, accounting, strategy, and M&A for PE firms' portfolio companies, please contact the Portfolio PracticeTo discuss careers in fund finance, legal or operations within a Private Equity or Venture Capital fund, please contact the Fund Finance Practice
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ALTUS PARTNERS COMPLETES LONDON TO BRIGHTON RIDE IN SUPPORT OF MIND
14 days agoAltus Partners, a leading provider of Executive Search to the Private Equity industry, is proud to announce that their team has completed the London to Brighton bike ride in support of their chosen charity Mind. This was a challenging but rewarding event, and the team are grateful for all the support they have received along the way.The London to Brighton bike ride is an annual event, now in its 3rd year, that raises money for Mind, a charity that provides support and services to those affected by mental health problems. This year’s event was particularly special as it marked the charity’s 75th anniversary.The Altus Partners team completed the 54-mile route in just under 5 hours, and they are already looking forward to next year’s event. This year the team that tackled the hilly 55 mile ride included Edward Chamberlain – Partner, Philip Hodson – Partner, Dylan Rosser – Principal, Harvey Von Biel – Senior Associate and fresh out of his first week at Altus Partners, Thomas Amos – Senior Associate. At publication, we have raised an impressive £3,085 for this worthy cause and hope to hit the £5,000 mark, through this and further planned events, by the end of the year. You can support the Altus Partners team by donating to Mind here. Every donation makes a difference and helps Mind continue its vital work. Thank you for your support!More on Altus Partners corporate social responsibility (CSR)Altus Partners takes our corporate social responsibility (CSR) very seriously. We believe it is important for businesses to give back to the community and we are committed to doing our part. We have several initiatives that we undertake each year to make a difference. One of the ways we do this is through charity work. We partner with a number of different charities and non-profit organizations in order to help those in need. We also try to reduce our environmental impact as much as possible. We have implemented a number of policies and procedures to minimize our footprint. For example, we recycle all of our paper and cardboard waste. We believe that it is important for businesses to do their part in making the world a better place. We are proud of our CSR efforts and will continue to work hard to make a difference.If you would like to learn more about our CSR initiatives, please contact us. We would be happy to chat with you about what we are doing and how you can get involved.
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ALTUS PARTNERS EXPANDS ITS INVESTMENT PRACTICE WITH THE HIRE OF THOMAS AMOS
23 days ago12th September 2022Altus Partners, a specialist executive search firm for the Private Equity sector, is pleased to announce that it has hired Thomas Amos as a Senior Associate in the Investment Practice. In this role, Thomas will focus on searches for Infrastructure and Credit Funds in Europe. "We are delighted to welcome someone with Thomas' experience into business," said Ed Chamberlain, Founder & Partner at Altus Partners. "Thomas is joining the business during a significant period of growth, and I am very much looking forward to collaborating with him in the expansion of the Investment Practice." Altus Partners has been growing rapidly over the past year and has seen an increase in demand for its services from clients across Europe. The addition of Thomas will help to meet this demand and expand the reach of Altus Partners' Investment Practice further into key markets. Thomas joins from Stem7 – an executive search firm specialising in Investment Banking and Alternatives – where he spent several years leading searches within these sectors. He is a graduate of International Relations and Affairs from the University of Plymouth. For more information please contact: Milly English | Talent & Operations Manager T: +44203 854 2683 | E: camilla@altus-partners.com
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UKPRIVATE EQUITY RECRUITMENT MARKET - WHAT TO WATCH OUT FOR
about 1 month agoThe recruitment market for private equity firms remains strong. More firms are looking to hire additional staff to meet growing demand from investors, with competition for top talent remaining strong.Following our survey, here are some key trends to watch out for: Salaries are rising: Firms are willing to pay more to attract and retain top talent. In particular, salaries for deal-related roles (e.g. investment bankers, consultants) have seen the biggest increases. Competition for top talent is intensifying: With more firms looking to hire, competition for top candidates has increased. Work/life balance is key: Firms should be aware that in a competitive market for talent, individuals are demanding a better work/life balance. Hiring is becoming more strategic: Firms are taking a more strategic approach to hiring, emphasising finding candidates who fit the firm's culture and values.To further understand the current market, we asked over 300 participants to answer the following questions. This is what they had to say:What are the most important factors to you when considering a new job?If there were a word that defined the year 2021, it would be “overwhelmed.” After a year and a half into the pandemic, with overflowing inboxes and back-to-back meetings, people are tired. People are also searching for an answer to this digital exhaustionOver 50% stated that compensation and work/life balance were the most important factors when considering a new job. This is likely a nod towards the realities of the new working world we live in post-Covid-19, where demand for talent pushes high salary expectations. Yet individuals have seen they can achieve this with a greater balance between personal and professional life, with the opportunity of hybrid work. Others commented on location and development opportunities as factors in their search.Results: What are the most important factors to you when considering a new job?What is most likely to make you consider a move from your current firm?Interestingly, the above results are compounded by the reasons individuals would also consider a move from their current firm, with a majority again stating that compensation and work/life balance were the most important factors. This is likely a further indication that individuals feel they can achieve their desired lifestyle elsewhere and are willing to make a move for the right offer. Results: What is most likely to make you consider a move from your current firm?Have changes to recent macro conditions, i.e. cost of living and market volatility, made you more or less likely to look for a job?Most people who responded to this survey said they were more likely than not looking for work. However, almost 44% claimed that recent macro conditions had no impact on their likelihood in searching and taking up new roles - which could be interpreted differently depending upon how you think about it: either these individuals feel secure enough with what's happening right now so there isn't much incentive or simply, can wait until something better comes along before considering leaving.Results: Have changes to recent macro conditions, i.e. cost of living and market volatility, made you more or less likely to look for a job?In the past year, have you noticed a change in how much you are being approached for new job opportunities?A resounding number of individuals said they had noticed an increase in the number of approaches for new job opportunities, which is likely a result of the current war for talent. With so many firms looking to hire, top talent is in high demand and individuals are being courted by “multiple suitors”. Overall, the PE recruitment market remains strong, with salaries rising and competition for top talent intensifying as firms continue to invest and hire despite uncertainty surrounding macroeconomic conditions.Results: In the past year, have you noticed a change in how much you are being approached for new job opportunities?When interviewing for a prospective firm, what is the most important thing you want to see demonstrated in the 1st interview? The most popular answer was "brand values of the firm," which indicates that individuals are looking for firms that align with their values. Other popular answers included "track record”, “management team", and "team culture."Individuals want to see that the firm they are interviewing with is one they can see themselves working for long-term. This means that the firm's brand values are important, alongside a sense of the team culture and management. The firm's track record is also important, as it can give insight into how successful the firm has been in the past.Results: When interviewing for a prospective firm, what is the most important thing you want to see demonstrated in the 1st interview? Takeaways:Employers are looking for an advantage within their recruitment process, with competition being higher than ever. Our survey has identified key focus areas, with the most critical factor; offering a good work-life balance. This contrasts with many private equity funds and PE-backed portfolio companies that have tended to revert to pre-pandemic working conditions and, therefore, missed an opportunity versus focusing on other methods to attract staff (company performance, fund strategy, management team).Offering a good work-life balance can give you a recruitment advantage but it's also important to remember that it's not just about offering more time off. It's about creating an environment where employees feel supported and valued, and an individual's output becomes a core business driver rather than the number of hours worked.The company's values and the business's approach to what it expects of its personnel are all linked to work-life balance. Therefore, communicating clearly to prospective or current employees what your firm values and how it has evolved with the times will both aid retention and enable you to attract the best talent.For more insights and analysis contact info@altus-partners.com
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INDIYA BANGER APPOINTED AS ASSOCIATE AT ALTUS PARTNERS
about 1 month ago23rd August 2022Indiya is an Associate in the Portfolio practice which specialises in placing C-Suite and Senior Manager level candidates into PE-backed corporates on a Pan- European basis. The team's core disciplines include CFO search, financial team build-out/design and Corporate Development/M&A. As a former finance professional within a fund manager, Indiya now focuses on financial team build-out/design for Private Equity backed businesses.Indiya graduated with a First-Class Honours Degree in Accounting and Finance. After graduating, she joined Belerion Capital Group, where she managed finance and operations. Having worked with the fund for several years, she has now moved to Altus Partners to work with PE backed businesses in designing best in class finance functions.Philip Hodson, Partner comments: “We are highly grateful to welcome Indiya to the Portfolio practice. She is joining the Build Out/Design function during a significantly busy period and having someone of her experience and intellect in the team is a really exciting prospect."
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CLAIRE ALEJO APPOINTED AS SENIOR ASSOCIATE AT ALTUS PARTNERS
about 1 month ago22nd August 2022Claire is a Senior Associate within Altus’s Portfolio practice, which places C-Suite and Senior Manager level candidates in PE-backed corporates across Europe with a particular focus on building Corporate Development, M&A and Strategy functions.After graduating, Claire joined a well-established search firm where she specialised in Strategy, Insight, Innovation, and Corporate Development. She then worked for a privately owned search firm focused on providing executive talent to Private Equity and VC Backed portfolio companies. In 2022, she joined Altus Partners to build upon her extensive network in Corporate Development and Strategy.“We are delighted to welcome someone with Claire's experience within Corporate Development and Private Equity Search," said Philip Hodson, Partner. “Claire is joining the business during a significant period of growth, and I am very much looking forward to collaborating with her in the expansion of the Corporate Development and M&A practice.“
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FinanceIS HIRING DEMAND STARTING TO SLOW?
4 months agoIt's been a great year for hiring, with the number of job postings continuing to grow at a steady pace. However, recent figures suggest that this growth is starting to slow, raising questions about how long the current boom can last. So, what's behind this slowdown? And more importantly, what does it mean for businesses looking to hire in the near future?KPMG and REC's latest Report on Jobs survey provides further evidence of a UK jobs market that is losing momentum as we move into the year's second half. The research, which is compiled by S&P Global, showed that both permanent and interim recruitment growth softened in May, with the former recording its weakest upturn since early-2021.This uncertain economic climate is likely to impact businesses' ability to find the workers they need. With salaries rising, businesses will need to be prepared to offer more competitive pay packages if they want to attract the best candidates. They may also need to be more flexible in their approach to recruitment, looking at candidates with less experience or from different backgrounds.Candidate availabilityThe overall candidate supply dramatically decreased in May, despite the rate of reduction easing to the softest level for four months. Underlying data indicated that permanent workers continued decline at a faster pace than temporary staff; however latest decrease was less severe, with just over one year has passed since the last peak. Greater caution around outlook due to skills shortages and fewer overseas works (and for those coming in a backlog of visas and slow processing times) weighed heavily on availability.SalariesSalaries rose at an accelerated rate, despite softer than expected overall market conditions. This movement was the quickest since 1997, when compensation began being tracked in October!SummaryWhile these findings are certainly cause for concern, they also present an opportunity for businesses looking to hire in the near future. By understanding what's driving this slowdown, you can get ahead of the competition and beat the best talent. At Altus Partners, we're experts in helping the Private Equity industry do just that. So if you're feeling overwhelmed by the current hiring landscape, or simply want to discuss your options further, don't hesitate to get in touch: info@altus-partners.com
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