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Executive Compensation 2010 Christie M. Summervill, MBA, SPHR VP & Practice Leader K G & Associates Compensation Consultants for financial institutions
Koker Goodwin & Associates 800-897-3308 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
’ 09 Elsewhere in the bank …. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Compensable Results ,[object Object],[object Object],[object Object]
Does Pay for Performance Means Not Paying For Underperformance? ,[object Object],[object Object],[object Object],[object Object]
Compensation Committees pay CEOs independent of performance ,[object Object],[object Object]
What about the Connection between Stockholder Wealth and Compensation?   ,[object Object],[object Object],[object Object]
Restrictions on TARP bank may soon apply to Non TARP banks. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Restrictions on TARP bank may soon apply to Non TARP banks. ,[object Object],[object Object]
Another Call for Transparency H.R 3269 Currently with   the Committee on Banking, Housing, and Urban Affairs   ,[object Object],[object Object]
Tarp Funds Employees  (Subject to Bonus Restriction)   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
New Responsible Pay Process ,[object Object],[object Object],[object Object],[object Object]
Selecting Measures Isn’t Enough ,[object Object],[object Object]
Should your performance metric change to reflect your changing  balance sheet structure?   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Compensation plan built around established performance results. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Projects that need to be on performance plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ROE = ROA/Capital /Assets Rising Capital requirement reduces ROA – all things equal 8.33% 12.00% 1.00% 10.00% 10.00% 1.00% 12.50% 8.00% 1.00% 16.67% 6.00% 1.00% 20.00% 5.00% 1.00% ROE Capital/Assets ROA
What is the Right Compensation Mix? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Top Down Problem ,[object Object],[object Object],[object Object],[object Object]
Common Errors  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common Errors ,[object Object],[object Object]

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Ceo Compensation

  • 1. Executive Compensation 2010 Christie M. Summervill, MBA, SPHR VP & Practice Leader K G & Associates Compensation Consultants for financial institutions
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17. ROE = ROA/Capital /Assets Rising Capital requirement reduces ROA – all things equal 8.33% 12.00% 1.00% 10.00% 10.00% 1.00% 12.50% 8.00% 1.00% 16.67% 6.00% 1.00% 20.00% 5.00% 1.00% ROE Capital/Assets ROA
  • 18.
  • 19.
  • 20.
  • 21.

Editor's Notes

  1. REFER TO PERFORMANCE PLAN AND REVIEW Typical performance objectives; ROA Growth in members, loans, shares, capital, etc. Efficiency ratios – Members per employee Assets per employee Operating Expenses/Income Return to Member Return to saver Return to borrower Member utilization Quality Member Satisfaction Survey Growth in utilization of serves Resources to establish objectives
  2. The mix is often dictated by size.
  3. DON’T USE ONE SOURCE, IT IS SIMPLY TOO UNRELIABLE, EVEN THE BIGGEST. As the previous slide illustrated.