Education’s Role in Private Equity

by Geoff on May 13, 2013

There are a number of interesting correlations between education in private equity and venture capital compensation. In our report, we primarily looked at the value that an MBA brings to those in the industry, and whether they experience increased earnings compared to their peers. While we found some interesting trends worth consideration, it’s important to note that this may not tell the whole story when it comes to the value of an MBA in the private equity and venture capital industries.

In 2012 we did note that those with an MBA do on average earn more than their lesser educated peers. In fact, when it came to base salaries, those with the advanced degree earned approximately 12 percent more than peers without the degree. Vacation entitlements, generally three and a half weeks, were largely the same regardless of education level, which likely reflects standardization at most firms.

This doesn’t mean, however, that an MBA is a worthwhile investment for all of those looking to undertake the program in order to get a leg up in the private equity industry. There is a substantial cost to pursuing an MBA. The top tier schools that provide the highest boosts in annual earnings aren’t cheap, and a degree can run an individual over $200,000 when all costs are factored in. When discounting the small advantage in higher salary received by MBAs over their career, serious doubts exist about whether the degree pays for itself.

Further, we found that when it came to bonus payouts, education wasn’t such an advantage. In fact, those with MBAs generally earned a smaller bonus, albeit higher total compensation, than their peers. This relates back to the structure of bonuses being driven primarily by tangible results either individually or as a firm. While an MBA can certainly add value, there is no guarantee that will translate into improvements in any given metric a firm uses to tabulate bonus pay. And as a result of these lower bonuses, the total compensation advantage for those with an MBA was only about 4 percent last year.

That said, some of the value of an MBA can’t be measured in dollars. Those with the degree have vast networks established while in these programs, providing them access to more opportunities than those without time spent in the halls of the elite business schools. For some, this could mean the difference between employment and unemployment during tough times. As a result, there are a large number of individuals that still see a great deal of value in the degree, and we certainly wouldn’t disagree.

 

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While cash compensation is certainly front of mind for most individuals working in the private equity and venture capital industry, training can also be an important piece of overall compensation with significant advantages for both individuals and their firms. With advantages to the firm including increased productivity, increasing firm skill and “bench strength,” and higher retention, its easy to see why funds are looking at options for providing increased training opportunities to their teams. And the team members are appreciating the training as well, with indicators of higher job satisfaction and loyalty.

Many private equity and venture capital firms are smaller in size and struggle justifying the sometimes considerable cash cost of training, especially in a market increasingly moving to a lower fee model. However, these are also firms most well positioned to take advantage of training opportunities. In many of these firms, one or two specialists tends to look after certain firm responsibilities, creating issues when these people choose to depart or become overwhelmed. The firm then needs to desperate seek out a replacement or support, which of course is costly and doesn’t always result in a good fit within the team. Providing training to existing team members to ensure bench strength exists and employees are able to cover for each other, at least in the short term, can provide significant value.

While all employees tend to enjoy the opportunity of expanding their knowledge, young employees who are early in their careers, often stand to gain the most from training and also tend to put greater emphasis on this benefit. In fact, attracting young employees out of school or those with only a few years of industry experience may be easier with a strong reputation as a firm who will help employees build their knowledge. Providing training to young employees will also enable them to see a clear path for advancement within the firm, creating loyalty and also potentially lower recruiting costs for higher positions by promoting from within.

Many firms also worry that training their employees will lead them to seek opportunities elsewhere, losing the value of their investment in training costs and time. This is a valid concern and certainly a number of employees will leave after undergoing training. However, even more employees tend to view the investment by the firm in their skills to be an indicator of loyalty, encouraging them to stay on and seeking potential advancement.

Private equity and venture capital firms certainly do stand to benefit greatly by increasing training programs, especially in areas where it can expand the firm’s internal skill set. As a result, expect to see more teams look to training as a key component of their development plans, while more employees will come to demand training as a core component of their overall compensation.

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