In the world of executive compensation, numbers often tell only half the story. Raises without respect are hollow victories. In small organizations, such as rural banks, where personal ties run deep, compensation decisions must strike a balance between data and diplomacy.
The way we work has changed—and so has the way we express gratitude. Financial institutions worldwide are reevaluating how they reward and recognize their employees. Sure, salaries, bonuses, and benefits still matter (they always will), but today’s workforce wants something more—something personal, flexible, and fun.
HR departments play a pivotal role in educating new hires on some of the harsher workplace realities early in their tenure. This article examines how to support young professionals and provides strategies for respectfully expressing dissent while accepting outcomes.
The compensation landscape in 2025 is poised to be more transparent, equitable, and flexible than ever before. Companies that embrace these trends will be better positioned to attract and retain top talent. As the workforce becomes more diverse and demands more personalized and fair compensation, businesses must adapt to these shifts or risk falling behind in an increasingly competitive global market.
When it comes to employee turnover, financial institutions often focus on reducing it, equating lower turnover with decreasing costs, stability, and success. Lower turnover means fewer replacement costs and less time spent recruiting and onboarding new employees, which, on the surface, is a win. However, what if too low of low turnover is quietly working against your organization’s long-term goals?
Pay transparency laws rapidly reshape the employment landscape, impacting hiring practices, salary negotiations, and organizational culture. That’s why our team partnered with Morgan Geffre, an employment and labor law Associate at Foulston-Siefkin LLP, to discover what to know and expect in order to stay ahead of these upcoming changes.
The end goal of performance reviews is to help employees understand their strengths and weaknesses and improve. Managers often treat these mechanically, while employees are primarily focused on the amount of annual increase they will receive, with little concern for the feedback from their manager. Could it be that by shifting their perspective and recognizing the mutual benefits of open communications and genuine feedback, the performance review can completely transform?
A comprehensive pay analysis conducted by BalancedComp, a consultancy specializing exclusively in financial institutions, reviewed data from over 300 client banks and credit unions with assets between $50M and $12B, representing over 67,000 employees.
