Super funds prioritize member-focused leadership over salary

Super funds now emphasize seven key qualities when selecting senior executives, recruitment firm Kaizen reports. This trend follows major funds, including HESTA, Equip, First Super, Legalsuper, and GESB, which are actively recruiting new chief executives and chief investment officers.

The top priority is member-first thinking, requiring candidates to prioritize member needs over internal operations. A no-ego mindset ranks equally high, with funds preferring leaders who work alongside teams rather than assert dominance. Cultural alignment is the third critical factor, as boards seek executives whose values align with their organization’s principles.

Additional priorities include team orientation and adaptability, as funds need leaders capable of supporting cohesive groups while adjusting to evolving industry challenges. Accountability and long-term commitment complete the list, with funds favoring executives willing to commit for years over those pursuing short-term opportunities.

Salary alone is rarely the deciding factor as candidates consider factors such as professional development, career progression, flexible work, and strong employer brands. Beyond the role itself, candidates are considering how a fund invests in its people and their opportunities for long-term career growth.

Paris Deligianis, senior recruiter at Kaizen, said the talent challenge facing superannuation funds is no longer solely about adviser numbers. Success increasingly depends on how effectively organizations understand, attract, develop, and retain people in a highly competitive market.

Senior roles within super funds have grown in complexity. Claire Tate, managing director of Keegan Adams, notes that chief investment officers and chief operating officers must now oversee regulatory compliance, technology integration, cybersecurity measures, and retirement planning, all while meeting member expectations. This level of pressure is in place regardless of fund size, as large funds contend with public scrutiny and complex internal frameworks while smaller funds work through the same regulatory and technology sector with limited budgets.

The emphasis on culture, adaptability, and member outcomes indicates a fundamental change in what super funds value when hiring senior executives.