EFG Bank's Eng Huat Kong, chief executive officer for Singapore and South-east Asia, and Gea Hong Tho, head of private banking in South-east Asia and deputy chief executive in the Singapore branch, explain to Hubbis how the bank is looking to build its regional offering, and outline the profile of the right adviser for the firm.

Hrishikesh Parandekar of Karvy Private Wealth explains how he has tried to overcome the challenge of finding and retaining staff in India, and to ensure they develop the right relationships with clients.

Private banks often get their recruiting strategies wrong when poaching staff from competitors, trying to retain their people merely through compensation and focusing performance solely on assets under management (AUM) from their new hires.

Claude Haberer of Pictet & Cie explains a typical day for a chief executive officer within a boutique private bank, including the various components of success and how to position oneself for such a role.

Atul Singh of Merrill Lynch Wealth Management explains how to grab a greater share of clients’ minds and wallets.

Ajay Bagga of Deutsche Bank looks at some of the people-related issues and challenges impacting success in the Indian market.

If private banks are to avoid repeating hiring mistakes, they need to do more thorough due diligence in the recruitment process and quickly realise the pitfalls of relying on poaching each other’s staff.

Mark Jansen of PwC discusses the increasing focus on performance as part of hiring and retention in Asia’s private banking industry, and looks at the challenges for frontline staff in today’s market.

Despite the continued choppy markets, combined with cost-income ratios which are generally getting worse, more than 70% of the 400-plus respondents to our poll this week on job security are not really concerned about being part of any forthcoming cuts.

The shortage of talent in Asia’s wealth management industry has made poaching dominant as a growth and recruitment strategy among many banks and other firms – but a new survey shows it is not an effective approach.

Alex Jagmetti of Falcon Private Bank looks at how institutions entering the industry in Asia are positioning themselves to capture market share, and explains what is likely to be the most effective approach.

Rohit Bhuta of Religare Macquarie reveals some of challenges the company faces in India, especially in training and retaining wealth advisers.

SF Wong of the Hong Kong Securities Institute explains the purpose and value for Hong Kong’s private banking community of the Certified International Wealth Manager qualification.

Carolyn Leng of CIMB Private Banking explains the key aspects of her business, including how it has developed, the main drivers, the client acquisition process, and challenges in growing the platform.

Peter England of CIMB looks at the various features, opportunities and challenges in Malaysia’s wealth management market – today and for the future.

Peter England of CIMB explains the different parts of the bank’s wealth management offering, covering mass affluent and high net worth individuals, and looks at some of the challenges in growing the platform.

Hsiao-Yun Lee of Societe Generale Private Banking explains how the bank first established its business in China, and how it is now growing the platform and brand.

In Part 2 of this documentary, market practitioners analyse key components of success in Indian wealth management - focusing on different business and fee models, including comparing foreign and local players, as well as revealing the various challenges relating to people, products and market access.

Against the backdrop of its universal banking model, Deutsche Bank’s private wealth business has made taking advantage of the pace and extent of wealth creation in Asia a clear priority.

Nick Pollard of RBS Coutts reveals the firm’s strategy in Asia to build a platform which is positioned to take advantage of the many opportunities across the region, and ahead of its competitors.

Nick Pollard of RBS Coutts explains some of the new initiatives the firm is implementing in Asia to try to overcome the widespread problem of a shortage of experienced and qualified professionals in wealth management.

Hrishikesh Parandekar of Karvy Private Wealth explains the positioning and business model of his advisory firm, as well as the challenges he faces in growing the platform.

Hanspeter Brunner of BSI Bank reveals some of the unique cultural and other characteristics of the firm, as well as its strategic objectives in Asia.

Trying to overcome the staff shortages which are now endemic in Asia’s private banking and wealth management industry is not as beyond-reach as many industry insiders and commentators claim.

Su Shan Tan of DBS Private Bank explains how she is looking to take advantage of the growth opportunities in Asia through a model which nurtures both clients and advisers throughout the organisation.

Being in the fastest-growing wealth region in the world, Asian wealth managers now have the urgency to position themselves to capture a bigger market share. So according to Judy Hsu, group head for wealth management, consumer banking, at Standard Chartered Bank, getting the business model right is therefore the key.

As most private wealth managers race to scale their businesses in Asia, Philip Jehle of Lombard Odier is adamant that maintaining the firm’s 200-year old conservative advisory style will prove successful in a market where he thinks many players will fall short of expectations.

With 50 years of experience in global private banking to support his case, EFG International founder and chairman Jean-Pierre Cuoni is adamant that putting experienced relationship managers fully in charge of their own clients is the best way to succeed in today’s market.

As the only Israeli bank with a foothold in Asia, Bank Hapoalim can clearly differentiate its regional offering – both for the clients as well as the advisers it is looking to attract.