Talent War in Fund Administration: How Firms are Upskilling Global Teams

The fund administration industry is undergoing a seismic shift. As client expectations rise and operations become more complex, firms are facing a global shortage of skilled talent. This “talent war” is no longer just about recruitment - it’s about resilience, innovation, and adaptability. Yet the supply of such talent is limited. Geographical constraints, rising labor costs in traditional financial hubs, and high turnover rates have made recruitment an expensive and short-term solution. Leading firms are responding not by competing for scarce resources, but by upskilling their global workforce. Through structured training, cross-functional development, and digital literacy initiatives, fund administrators are building a new breed of professionals ready to meet the challenges of tomorrow’s investment operations. At STP, we’ve seen this dynamic firsthand—especially among fast-scaling fund managers—and it has reinforced our belief that developing internal talent pipelines is just as critical as investing in technology.

Global Upskilling Strategies in Action:

Top fund administrators are implementing structured learning and development (L&D) programs across their global delivery centers. Here's how:

Firms are launching in-house academies and certifications focused on proprietary platforms and third-party systems (e.g., Eagle, Geneva, Investran). This ensures consistency and depth of expertise, particularly in offshore locations. At STP, for example, our BluePrint platform training program equips teams—both onshore and offshore—with a unified set of skills so they can seamlessly administer client portfolios regardless of geography.

2. Cross-Functional Exposure

Rather than keeping teams siloed, firms are promoting job rotations and shadowing across fund accounting, investor services, regulatory reporting, and data operations. This builds institutional knowledge and enhances employee engagement. For instance, STP’s middle office specialists routinely shadow fund accounting teams and vice versa, ensuring end-to-end familiarity with the investment lifecycle and a deeper appreciation for how decisions in one area impact another.

3. Digital Fluency Initiatives

Upskilling now includes data literacy, Excel automation, Python basics, and tools like Power BI or Alteryx. Employees at all levels are being equipped to handle increasing volumes of data and to contribute to automation initiatives. At STP, training on data visualization tools is embedded into client onboarding projects so teams can apply new skills immediately in real-world scenarios—bridging the gap between learning and impact.

4. Leadership & Soft Skill Development

With many offshore centers moving beyond execution into client-facing and oversight roles, communication, problem-solving, and leadership training have become critical components of upskilling efforts. STP’s approach includes tailored leadership modules for emerging managers within our teams, ensuring that when they step into client interactions, they represent both technical mastery and relationship excellence.

5. Credentialing and Partnerships

Some firms are subsidizing industry certifications (CAIA, CFA, CPA) and partnering with universities or edtech platforms to provide curated learning pathways. This not only boosts team capability but also improves retention. In STP’s case, our partnerships with select training providers give employees access to both industry credentials and technology certifications, building a multi-dimensional skillset that aligns with evolving client needs.

The talent war is real – as technology continues to disrupt fund administration, the firms best positioned for the future will be those that invest in the people who manage the platforms, interpret the data, and engage with clients. Upskilling is the new frontier strategy that strengthens client delivery, deepens institutional knowledge, and fosters global collaboration. It is not just an HR initiative; it’s become a strategic differentiator. Firms that successfully empower their global teams are not only reducing attrition and controlling costs but also delivering better service quality and scalability to clients. 

At STP, this philosophy underpins our client service model: investing in our people ensures the consistency, scalability, and responsiveness that clients expect in a constantly evolving market. The future of fund administration belongs to firms that treat talent as infrastructure – a long-term asset that requires capital, care, and cultivation. Companies that invest wisely in their people will not only survive, but they’ll also emerge as the industry leaders of tomorrow.