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This report, which is rich with actionable data and insights from over 4,576 risk and human resource professionals, is your guide for a proactive, predictive, and disciplined approach to people risk management. It outlines key workforce threats under five pillars of risk—including technological change and disruption, health, well-being and safety, and benefits cost increases—facing employers worldwide and the impact they can have on your organization. Use this report to identify, prioritize, and manage the most critical people risks across your organization.

In an era marked by unprecedented wealth transfer and shifting societal dynamics, philanthropy is being called to actively adjust to a new reality. In the middle of all this, younger people are starting to have a bigger say in where philanthropic money goes. They care more about equity, inclusion, and transparency, as well as changing systems that cause problems.

From one family office to another, the ‘top spot’ or Family Office Leader will go by different titles that include Head of Family Office, Managing Director, and Chief Executive Officer. And while the position will never be the same with professionals adjusting to the Family Office it serves, there are ideal competencies, qualities, and even qualifications that you can look for in your search for the ideal Family Officer Leader.

In the world of Family Offices, anything is possible and the professionals hired to do the unthinkable have to be problem solvers, agile, and absolutely committed to the cause. Most importantly, they have to be the right Cultural Fit, which most Family Office professionals believe is more important than qualifications in the hiring process.

The data from this year’s research by Grant Thornton indicates that the progress achieved so far on women in senior management is fragile. There has been a dramatic decrease in the percentage of female CEOs, including a 15pp drop in CEOs who are women in the United States, a 14pp drop in China, and an 8pp drop in the UK between 2023 and 2024. Without determination to change, then the progress made will be at risk of not just plateauing but slipping back. Businesses have a clear opportunity to take actionable, tangible steps, and follow the three pathways to accelerate towards parity.

Running a family-owned business is no easy feat. Among the many challenges is determining the right salary and compensation structure for top executives. And the topic of pay is a sensitive one when it involves the founder, family members, and other stakeholders.

As the U.S. economy continues its turbulent path toward a soft landing, businesses are generally seeing a reduction in unemployment and turnover. Unfortunately, employers will face increased pressure from the employee benefits expense line, which will be fraught with challenges over the next 12 to 24 months. By taking a strategic approach to benefits planning and navigating the upcoming challenges, employers can stay on top of key issues in healthcare, compliance, and benefits.

People are critical to a family office’s long-term success. However, recruiting top talent continues to be a great challenge when there’s a shortage of top talent in a tight labor market. Compounding the problem, many family offices lack robust training and development plans to prepare next-generation family members and existing employees to step into key roles. As capability needs evolve, updating role descriptions for employee recruitment is key. Intentional skill development, career pathing, and creative compensation can help retain top talent.