It has been a crazy five years for United States banks. So much has changed and yet so little progress has been made. While all the stakeholders will no doubt agree that change has occurred, the real debate starts when we consider whether or not the sum of the changes have produced better or worse results.
As premiums for working in financial services shrink and demands on staff grow, morale and motivation are becoming a daily challenge for line managers and HR alike. Many banks are currently considering new approaches that effectively reward and engage without pay.
Negotiators for the European Parliament and European Council reached a provisional agreement on 27 February 2013 on changes to the Capital Requirements Directive (CRD IV).
This Alert summarises the final FSA guidance on the risk to customers from financial incentives; outlines the minimum that firms are required to do; sets out what firms have done to date; and suggests how to makes these changes as effective as possible.
Participation in the Leadership Benchmarking Study will provide an assessment of your firm’s leadership practices and gap-to-market best practice analysis versus the financial services industry and North American best company practices.
A firm headquartered in the Asia Pacific region approached McLagan seeking counsel regarding its incentive funding levels and practices for its capital markets and corporate banking lines of business.
An insurance company needed to evaluate and identify a targeted operating model based on other similar insurance carriers and broader industry benchmarks.
A global investment bank came to McLagan seeking counsel regarding its salary practices. The bank lacked a formal salary structure and standardized job grades or job descriptions.
A large Financial Accounting firm came to McLagan seeking advice on its current level structure within its Information Technology group.
