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Analysts vs. associates

Ever-expanding workloads are upsetting the delicate equilibrium of analyst/associate relations.

Logan Naidu, a consultant at recruitment firm Cornell Partnership, says higher volumes of work are rocking the analyst and associate boat: "There's more stress, they get more tense, and it's easier to get ratty with each other."

One associate (and former analyst) at a major European investment bank says associates who behave with Ted Bundy-like compassion are the main reason analysts quit: "The culture in investment banks is that the crap starts at the top and is thrown downwards. Analysts are treated badly by associates; associates are treated badly by VPs. One of the main things that drives associates is that they're trying to get their own back."

An email brouhaha offers a window onto the dirt-slinging. An analyst at an anonymous bank lays in to his associate for asking him to compile a working group list (used to disseminate information on parties involved in deals) at short notice late in the day - "I was here all night, you know that, and I am curious as to why you are passing this off to me. I am aware that it takes 5 minutes to do, but you should know there is a difference between 'pushing back' and wondering why (for the 2nd time this week) you are giving me in particular a WGL. I thought that's what staffing is for."

Our contact suggests that part of the problem is simply that associates - many of whom are fresh from business school - know less about banking than analysts and this tends to grate.

But another analyst-turned associate, in IBD at a bulge-bracket US house (who really therefore ought to know about analyst angst), says problems only arise when either analysts or associates don't measure up: "At the end of the day, the associate's role is to delegate, and most good analysts can take the pace. If you have a good team you never have an issue of analysts feeling overburdened - everyone knows their limits."

If you can't stand the heat, you know what to do with yourself (retire early and become an accountant).

· Read the email exchange here

author-card-avatar
AUTHORAnonymous Insider Comment
  • an
    analyst
    27 June 2007

    WGLs are done by secretaries here

  • Jo
    Josh
    15 June 2007

    Analyst did not handle it with any tact or class. If you want to survive, and make it to the top in banking, you have to learn to influence and charm others: particularly the ones who are difficult, unfair, or that act emotionally/irrationally. Reacting to other people by just telling them what you think of them/their behaviour may make you feel better, but it's not going to get you results. He should keep his feelings to himself, and look for a way to control the outcome of events, in his favour. He could start by trying to figure out & influence the associate's psychology, rather than just concentrating on what he is feeling.

  • In
    Investment Banker
    15 June 2007

    Dear "trader",

    investment bankers shape whole industries and economies. Any equity, debt instrument, M&A event that you "trade" is originated by us.

    Some people have the intelligence and drive to make things happen. Others don't...(and are happy with overrated, mediocre returns.)

  • No
    Noname
    13 June 2007

    Sounds like all of you need a holiday

  • As
    Associate
    12 June 2007

    Nice to see your typical, balanced view from the hedge-funder.

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