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Crowe Horwath Compensation Study

Crowe Horwath Compensation Study

Every year Crowe Horwath LLP surveys financial institutions throughout the U.S. about compensation trends; salary and bonus benchmarks; benefits; incentives; director compensation; and other human resource practices.

Tim Reimink is a director in Performance Consulting at Crowe Horwath LLP. He has more than 25 years of banking industry experience and more than 10 years in bank consulting and is based in Grand Rapids, Mich. He has helped clients with operational process improvement, technology planning, credit risk, compensation, and cost reduction. [email protected]

Jason Bomers is a principal at Crowe Horwath LLP, and the leader of the firm’s Financial Services Performance Consulting Group, which provides strategic planning, performance improvement, technology advisory services, and portfolio management solutions to financial institutions. Based in Grand Rapids, Mich., he has more than 23 years of consulting experience. [email protected]

Pat Cole is a senior manager in Tax Services at Crowe Horwath LLP, based in St. Louis. He has more than 29 years of experience in human resource consulting, including organizational development and effectiveness; compensation design and assessment; human resource management; and employment law compliance audits. He is a certified Senior Professional in Human Resources (SPHR) and Certified Compensation Professional [email protected]

Part 3 of HR series: Benchmarking proves key to developing and maintaining competitive pay ranges
Part 2 of HR series: Banks adapt to changing employee expectations
Part 1 of a series: Incentives should be adding to results. Survey highlights a key step
Part 4: Can you compute “Human Capital ROI” for your bank?
Part 3: Numbers aren’t the only key to better compensation policy
Part 2: Supply, demand, and industry shifts repaint pay and employee bases
Part 1 of new HR series: Valuing employees through “total rewards”
Part 7 of series: How to get your program where data says it must go
Part 6 of series: Surprising holes seen in programs
Part 5 of a series: “Human capital metrics” look at employees’ value, not just their cost
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