Having completed the training, a middle-of-the-pack advisor would earn roughly 60,550 during her first year and 62,500 (likely all from commissions) in year three. According to the company's own literature, a top-performing financial advisor would earn more than 100,000 in year three. A tough job and an unavoidable conflict This payment model - not at all uncommon in the industry - means that experienced financial advisors must sell financial products in order to get paid and meet their monthly"s. And much of the selling is door-to-door, which requires a thick skin along with exceptional motivation and optimism. It's extremely difficult work, and we suspect that many of these financial advisors work hard for their clients. Indeed, many of the customers we spoke with were complimentary of their brokers. Among their comments were common themes: brokers who had been with Edward Jones for several years seemed to do better by their clients in communication and disclosure and account management.
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I just like to be the one who makes the decision with his help and advice he says. "This is a business relationship and it hasn't failed." koos considers his time with Edward Jones well-spent. "At the end of the day, if I had to do it all over again, i'd still start at Jones he says. . "In my opinion, if you can't make it at Jones - you can't make it as an advisor, on your own, anywhere." The surprising management way that your Edward Jones advisor gets paid At this point, we need to take a closer look at how Edward. Financial advice, of course, is not free, and Edward Jones is not the only financial advisory company that derives a lot of its revenue from commissions. To its credit, Edward Jones does a very good job in disclosing how its financial advisors get paid. Here are just some of the components of one of its financial advisor's compensation: New Edward Jones brokers are on salary for only a portion of their first year - they eventually work solely on commissions. Advisor Lutz-kiser was on full salary for the first six weeks. "At some point in that first year, it dropped to one-half salary she says, "then one-quarter, so that by the end of the year, i was on commission only." For instance, when a client pays a front-end load of 5 on a 10,000 investment. The typical master financial advisor at Edward Jones is paid an hourly rate while studying for licenses and training.
"no one at Jones vertebrae ever bothered to call me to ask me to stay until a new broker came to the office he says, "or to offer me an interview with other Jones brokers in the area. I was going to follow my broker anyway, but I was surprised that Jones never made any effort at all to retain." koos says that most customers don't notice the turnover of agents. "Edward Jones does a good job of keeping it from their customers. Clients have learned unless you're working with someone who's been there at least three years, they won't be there long." Lutz-kiser, who has been with Edward Jones for four years, says that for some, finding a comfort level at Edward Jones seems to take. "There's definitely a hump. If someone makes it through the first three to five years, they're likely to stay." When asked if she would recommend potential clients avoid brokers who had been with Edward Jones less than five years, she says, "no, because that would mean they wouldn't work. He takes an active role in his portfolio management and largely steers the planning, with his brokers' implementation. "I do also trust he is always acting in my best interest.
Koos says the exams he passed are not nearly enough to make edward Jones brokers qualified to manage portfolios, and the focus on door-to-door introductions over gaining advanced financial acumen is counterintuitive. "These agents have series 7, but they don't know what they're doing he says. "They're asset gatherers, not money managers." For Lutz-kiser, managing about 400 portfolios is a full load. She says advisors in other cities may have as many as 1,000. "If you have more people than you can call, you can't serve them." Burnout/turnover "Of the 14 people who were in my class from the very beginning, i think there are only four, including myself, that are still in the field says koos. "Everyone else moved into banking or some other non-advisory role." "It's a great career - one where you can do wonderful things for your clients all while making a fantastic, unlimited amount of income - but it's not easy, especially getting started." Alan Canton was. Canton opted to follow his broker, and says he was surprised that no one tried to stop him.
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That the series 7 is the barrier to entry at Edward Jones makes sense: It's the general Securities Representative exam, the qualification needed to buy and trade stocks. Series 66 is a requirement for all securities agents and investment advisor representatives. Once she passed, she was flown, as all new hires are, to headquarters for a week of training called "Know your Customer." "We spent an intense week at headquarters, then training in the field, knocking door to door and face to face, gathering information. It was about two months of that, then back into headquarters for another week." "So many people start and can't make it she says. "The training is intense, but it's the reputation we have; that we have the best training." In addition to initial training sessions at headquarters, advisors have quarterly meetings, mentorship programs and a 'boost coach" when they have difficulty meeting their targets.
Door to door (to door to door) The door-to-door process is distinctive to Edward Jones, and it inspires love or hate from those in the field. When asked if newly hired agents were qualified to approach people's homes and discuss their investments, weddle says it's not just the new people who federalist go door to door. "Meeting people face to face, asking what they need, explaining how you can help, is something our people do throughout their careers at Edward Jones." Weddle says that going door to door is the best way to build a career at Edward Jones, and that's. "I wouldn't invest with someone i hadn't met he says. "I think that would be crazy." Asset gatherers or money managers? Koos, now the president of Libertas wealth Management Group in Columbus, Ohio, went back to school for a degree in financial planning and has a certified Financial Planner credential. And while both Weddle and Lutz-kiser say career-long training is the norm at Edward Jones, koos says he was discouraged from gaining additional certifications.
One broker in Los Angeles was the former programming manager at a cable television channel; a south Carolina advisor was formerly a placement specialist at a technology staffing firm; and another from. Louis was a shift supervisor at ups. And Edward Jones isn't shy about this. In a recruiting video, kim Webb, a principal with Edward Jones, offers this piece of advice: If you're new to the industry, what I think i'd want you to know is, it doesn't matter. Unfortunately, recruiting individuals who have no experience providing investment advice does not inspire confidence for customers working with newer brokers.
That's because the company's aggressive employee training program is mostly spent knocking on strangers' doors to gather new clients, and burnout is high for trainees who don't produce enough sales. Despite what the company says is an investment of nearly 60,000-70,000 in every new broker hire, one of its executives told. The wall Street journal in 2009 that 23 of new financial advisors hired by Edward Jones quit during the first four months on the job. . (update: Edward Jones officials claim that overall attrition is now below 10 and in line with other firms in the industry.). Intense (sales) training, the word Brenda lutz-kiser uses to describe her initial training period at Edward Jones is "intense." Now a broker in mooresville,. C., lutz-kiser spent two months at home studying for her Series 7 66 exams.
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According to Edward Jones Managing Partner Jim Weddle, who has been with Edward Jones since 1976, the company seeks out individuals with diverse backgrounds. The average new employee is in his or her mid-30s, and most have non-financial professional experience. "Everyone comes from somewhere weddle says. "we employ teachers, accountants, engineers.". Adam koos, who earned an undergraduate degree in psychology, doesn't have a traditional financial background. Before joining Edward Jones in 2001, he was a would-be Olympic athlete who was sidelined by an injury, and considering trauma surgery. Attracted by the autonomy of water the Edward Jones model, he filled out an application, passed a personality test and, with the help of headquarters, began the process of being summary a broker. His story is not unusual. Edward Jones brokers come from a variety of backgrounds.
We're not talking about a fly by-night operation here, but rather one of the most popular financial advisory firms in the country. Because we've been critics of the broker-dealer model in the past, and after reading this series by motley fool blogger Sylvia kronstadt, we set out to explore one central, guiding question: Is a broker-dealer like edward Jones, regardless of its intentions, capable of putting the. Who 's that person knocking on your door? The financial advisors at letter Edward Jones come from diverse backgrounds and are provided with a great deal of training and development opportunities. Many of the former Edward Jones advisors we spoke with, however, told us that the role is primarily about gathering assets and generating revenue for the firm. The team of financial advisors at Edward Jones has extremely high turnover, and many of the less-experienced advisors are probably unqualified to make investment recommendations. . Ultimately, we found that the firms very business model - which, again, is representative of broker-dealers at large - is structured in favor of revenue generation, at the expense of providing the best possible investment advice. Importantly, our findings come despite the fact that the current and former Edward Jones advisors we spoke with are people of integrity.
that "when people have a vested interest in seeing a problem in a certain manner, they are no longer capable of objectivity.". A case study of main Street's broker. In order to better understand why the broker-dealer model as it is practiced today is generally inferior to a fiduciary model for individual investors seeking advice, we've taken a closer look at Edward Jones, a registered broker-dealer that has more than 12,500 advisors spread across. This year, it ranked fifth. Fortune 's "100 Best Companies to work for and it came in first in the. Power and Associates 2012. Full Service Investor Satisfaction Study.
It earned approximately.6 billion in overall revenue during the period. Where the trouble starts, the company admits that those payments, which are common to the industry, represent potential conflicts : we want you to understand that Edward Jones' receipt of revenue-sharing payments represents a potential conflict of interest in the form of additional financial incentive. In another document titled "The fiduciary dilemma" - a memo produced by Edward Jones and circulated among congressional staffers in February 2010 - the company conceded that there were potential conflicts of interest inherent in the broker-dealer model in general, but that its model served. In a nutshell, the broker-dealer advisory model is one in which financial advisors provide advice working and assistance to customers in return for commissions, fees, and other payments that result from financial transactions. Edward Jones argues that this model benefits ordinary investors by offering them counsel and guidance that is free, unless there is a transaction. As long as potential conflicts are disclosed, everyone wins, according to the company. As a result of our research, we disagree with this view, and while we're great believers in disclosure, it's not enough of a protection for the ordinary investors who often see their investing returns diminished by high costs they don't always understand. And any model that incentivizes the sale of expensive mutual funds to investors with relatively small portfolios is particularly flawed. Financial advisors at Edward Jones are primarily compensated on a straight commission basis.
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Editors note: What follows is an examination of the broker-dealer business model, using the specific case of Edward Jones as an illustrative example. Its longer than normal, but I hope youll writing find it well worth your time. In 2004, highly regarded investment firm Edward Jones stumbled over allegations that it didn't disclose important conflicts of interest. The question of whether its model possesses too many conflicts still bedevils the company and much of the financial advisory industry today. Edward Jones agreed, without admitting any wrongdoing, to a 75 million regulatory settlement with the. Sec for allegedly failing to disclose that it received tens of millions of dollars from preferred mutual fund partners each year on top of commissions and other fees. Today, edward Jones continues to receive revenue-sharing payments from its preferred mutual fund partners, but it provides a detailed disclosure of those payments on its website. The company earned.1 million in revenue-sharing payments from mutual funds and another.1 million from insurance product partners in 2011.