Bridging the Talent Gap in Equity Management

insightsoftware Talks Smart Strategies for a Stronger Future Using Certent Equity Management

 Expertise in equity compensation is increasingly hard to come by, and the shortage continues to grow. Many organizations are left with limited resources, making it difficult to keep programs compliant, impactful, and aligned with business strategy.

Drawing on decades of industry experience, Donna Bell and Michael Mauro of insightsoftware present a three-pillar framework to the Global Equity Organization audience, designed to help companies build and sustain high-performing equity teams.

“Finding equity talent isn’t just a recruiting challenge—it’s strategic warfare for specialized skills. The demand far exceeds the supply,” says Michael Mauro.

The Talent Challenge

The shortage is real.  The 2022 National Association of Stock Plan Professionals (NASPP) and Fidelity Investments Staffing Survey Research, show that more than 40% of companies feel their equity teams are understaffed—a number likely understated.

Today’s equity professionals must do much more than grant processing. They need expertise in compliance, domestic and international tax, Section 16 reporting, payroll integration, and board-level communication. Yet experienced administrators are retiring or moving into other functions, taking decades of institutional knowledge with them.

With no formal academic route into the profession, “ready-made” candidates are rare. Open positions increase workload for remaining staff, raise compliance risks, and limit the ability to focus on strategic initiatives.

The Three Pillars of Talent Sustainability

A reactive hiring approach is no longer enough. Organizations need an intentional, long-term strategy built around three interconnected pillars:

1. Attract Move beyond competitive pay. Position equity roles as strategic, cross-functional influencers. Highlight their impact on corporate decision-making, support professional certifications like CEP, and build internship programs or university partnerships to establish a talent pipeline.

2. Develop Invest in continuous learning. Cross-train team members for coverage, encourage mentorship and job rotations, and connect staff to professional networks such as GEO, NASPP, and NCEO. Support formal qualifications to deepen expertise and expand skill sets.

3. Retain Treat equity administrators as high-level professionals. Involve them in vendor selection, system design, and process decisions. Provide transparent career paths, meaningful work, and visible recognition. Build teams that balance seasoned veterans with emerging talent to ensure long-term stability.

Technology as a Strategic Enabler

Technology should extend human capability, not replace it. By streamlining workflows, eliminating duplicate reporting, and implementing strong access controls, organizations can reduce administrative burdens. Advanced analytics can forecast future share usage, while emerging AI tools can support document review, automate grant agreement drafting, and flag potential risks before they escalate.

Strategic Service Solutions

When hiring lags or specialized expertise is unavailable, external partners can provide trained professionals, scalable support, and reliable process documentation. Outsourcing your administration, whether in part or completely, can ensure continuity and compliance during periods of transition.

Succession Planning and Knowledge Transfer

Developing a competent equity professional can take 3–5 years, and up to a decade to grow into a strategic leader. That’s why robust succession planning is essential. Document all processes, maintain searchable knowledge repositories, and make cross-training standard practice to reduce reliance on single individuals.

Bell and Mauro recommend starting with a 90-day action plan:

• Assess vulnerabilities
• Align equity priorities with business strategy
• Secure executive sponsorship
• Identify and implement quick wins

Regular progress reviews and measurable objectives help sustain momentum.

Key Takeaways

• Treat equity talent management as a strategic imperative, not just an HR function
• Balance investment across attraction, development, and retention
• Position technology and partnerships as enablers—not replacements
• Guard against knowledge loss with documentation and training

“Continued resource constraints and operational risk aren’t sustainable,” Bell concluded. “Investing in your equity team is an investment in the organization’s future.”

The competition for equity talent will only intensify. Companies that act now—strengthening their teams, modernizing their tools, and embedding long-term succession planning—will not only safeguard compliance but also gain strategic advantage.

For more information or to arrange a consultation, contact Donna or Michael directly.

 Watch the full webcast on GEOlearn