Culture, purpose and flexibility: the new drivers of retention
Charlie Hunt, Managing Director, recently spoke with Real Deals about the challenges private equity firms face in attracting and retaining talent.
He described an industry where loyalty can no longer be assumed, culture is rising in importance, and firms must compete on more than compensation to secure and keep the best people.
He described an industry where loyalty can no longer be assumed, culture is rising in importance, and firms must compete on more than compensation to secure and keep the best people.
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“Funds can’t assume people will stay forever, which means they have to think harder about culture and retention.”
Rethinking retention
in private equity
Charlie Hunt, Managing Director, argues that private equity firms can no longer rely on old assumptions about talent. “Funds can’t assume people will stay forever, which means they have to think harder about culture and retention,” he says, highlighting how loyalty can no longer be taken for granted.
He also points out weaknesses in traditional recruitment processes. At senior levels, firms often rely on “polite chats” rather than digging into track records or assessing soft skills in depth. As a result, some of the most important attributes for long-term success are overlooked.
On compensation, Charlie believes priorities are shifting. “Money hasn’t become less important, but other priorities, particularly culture, have risen in importance,” he explains. Professionals are also more realistic about carried interest: “people know now that carry is theoretical until it’s paid, so they’re more realistic about it.”
For Charlie, this means firms must now compete on their cultural proposition just as much as on pay. Offering clear career pathways, stronger parental leave policies, better communication, and greater flexibility are becoming decisive factors. He argues this reflects a fundamental shift: success in the talent market depends not just on competing for the same narrow pool, but on rethinking what firms stand for and how they treat their people.
He also points out weaknesses in traditional recruitment processes. At senior levels, firms often rely on “polite chats” rather than digging into track records or assessing soft skills in depth. As a result, some of the most important attributes for long-term success are overlooked.
On compensation, Charlie believes priorities are shifting. “Money hasn’t become less important, but other priorities, particularly culture, have risen in importance,” he explains. Professionals are also more realistic about carried interest: “people know now that carry is theoretical until it’s paid, so they’re more realistic about it.”
For Charlie, this means firms must now compete on their cultural proposition just as much as on pay. Offering clear career pathways, stronger parental leave policies, better communication, and greater flexibility are becoming decisive factors. He argues this reflects a fundamental shift: success in the talent market depends not just on competing for the same narrow pool, but on rethinking what firms stand for and how they treat their people.
Click below to read Charlie's profile and find his contact details.
Charlie's profile
