Date of Conferral

10-30-2026

Date of Award

October 2026

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

James Glenn

Abstract

Financial services leaders in career agency organizations face persistent difficulties in attracting and retaining financial advisors (FAs). Leaders are concerned that FA turnover can limit capacity to meet demand for financial advice, raise recruitment and training costs, and affect organizational performance. The purpose of this qualitative pragmatic inquiry was to explore strategies that financial services sales leaders use to attract and retain FAs. Kaplan and Norton’s balanced scorecard theory provided the conceptual framework for examining recruitment and retention as interconnected organizational processes. Data were collected through semistructured interviews with nine financial services leaders from mid- to large-sized career agency firms across the United States. Braun and Clarke’s reflexive thematic analysis identified patterns of shared meaning. Six themes emerged: (a) intentional recruiting sources and referral-driven talent pipelines; (b) structured advisor development, licensing support, and continuous learning; (c) retention through succession planning, productivity support, and early stabilization; (d) budget discipline, return-on-investment measurement, and data-driven resource allocation; (e) clear value proposition, firm brand, and infrastructure as advisor attraction and retention tools; and (f) a shift from selling the role to strategically attracting and selecting long-term talent. A key recommendation is to apply these strategies throughout candidate selection, training, mentoring, and early-career development to recruit and retain FAs. The implications for positive social change include the potential for leaders to expand access to trusted financial advice by attracting and retaining women, younger professionals, and candidates from underrepresented groups.

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