Focus: Compensation & Talent


1:30 PM – 2:00 PM CST – LIVE SESSION
Ask the Experts
Ken Derks, Managing Consultant, NFP Executive Benefits
Laura Hay, Managing Director, Pearl Meyer
Todd Leone, Partner, Head of Executive Compensation, McLagan
Moderated by: Al Dominick, CEO, Bank Director
This 30-minute live moderated session allows for registered participants to ask questions of our expert panel related to compensation and talent.

2:30 PM – 4:00 PM CST – LIVE SESSION
Bank Compensation Committee and HRO Virtual Peer Exchanges
(The Bank Compensation Committee and HRO Virtual Peer Exchanges are full.)
These off-the-record virtual peer exchanges afford attendees from similar, non-competitive institutions the chance to meet in closed-door virtual sessions for candid discussions about compensation and talent specific to their roles, responsibilities and shared interests. Group makeup is determined by title, type of institution (private or public) and asset size of the bank.


Each day’s sessions, complete with videos and presentations, will be released by 8:00 AM CST.

Welcome to Day Three: Building A Strategy Around The Things That Are Stable
Al Dominick, CEO, Bank Director
Figuring out what is good business versus what is bad business – and tying it all back to capital usage – may be the most important thing a board debates. As Bank Director’s CEO, Al Dominick, notes, capital allocation is one of the few ways a bank can differentiate itself from its peers.

Dealing with Uncertainty In Incentive Plans
Jim Kzirian
, Lead Consultant, Meridian Compensation Partners, LLC
Linda Sanchez, SVP, Chief Human Resources Officer, Bryn Mawr Trust
You have finalized and implemented your incentive plans – but then the unexpected happens. How do you best deal with uncertainty when creating incentive plans for your employees? What role might discretion play? What other strategies are considered for dealing with highly uncertain and volatile times?

Performance-Based Compensation & Market Downturns – What Have We Learned?
Todd Leone
, Partner, Head of Executive Compensation, McLagan
Ten years after the Great Recession, we are in the middle of yet another economic downturn. While we have learned new practices from our current environment, there are also tried and true methods that should be considered as banks modify their performance plans. This session discusses both annual and long-term incentive plans that focus on a balance between external shareholder concerns and accounting considerations.

The Impact of COVID-19 on Executive Compensation Programs
Dan Kaufman, Lead Consultant, Meridian Compensation Partners, LLC
Daniel Rodda, Partner, Meridian Compensation Partners, LLC
This has been a historical year as banks (and the world) respond to the effects of a global pandemic and an economic recession. For many banks, performance goals were set before the pandemic began and payouts for 2020 performance cycles may be tracking at low (or no) payouts. What factors should be considered in determining whether incentive payouts are appropriate, and if so, what should the award value be? What changes should banks consider making to their executive pay programs for 2021? This session discusses how U.S. banks are responding to these challenges and presents a checklist of considerations for year-end executive pay decisions and 2021 program designs for executives.

Using Equity and Nonqualified Plans as a Blended Compensation Approach
Ken Derks, Managing Consultant, NFP Executive Benefits
Brent Longnecker
, Chairman & CEO, Longnecker & Associates
Cappy Payne, Senior Executive Vice President & CFO, Guaranty Bank & Trust
Bankers need to continue customizing compensation plans to attract and retain top talent post-COVID crisis. In this session, we discuss how using both equity-related compensation along with nonqualified deferred compensation plans can be an effective overall compensation strategy. This session provides case studies of custom-tailored plans to consider as well.

Today’s Board Expectations
Gayle Appelbaum
, Partner, McLagan
Laura Wanlass, Partner, McLagan
Stakeholders expect a board to be accountable for its overall composition with regard to tenure, diversity and skills matrices while also following best practices during the board’s performance evaluation process. Additionally, boards must subscribe to the new Human Capital Management requirements as dictated by the SEC. This session covers many of these new expectations for today’s high performing boards.

Planning for Succession: More Important Than Ever During These Uncertain and Challenging Times
Kathy Baron
, Vice President, Pearl Meyer
Laura Hay
, Managing Director, Pearl Meyer
Most banks have a plan for CEO succession, but it’s no longer good enough to simply name a next-in-line. Your plan needs to be robust, viable and go deep within the organization based on a diverse talent pipeline. The global pandemic has set the stage for testing your CEO succession plan. Now is the time to evaluate your plan and outline any changes to mitigate risk and protect shareholder value.

The Legal Landscape: 10 Things Every Director & CEO Should Know about Compensation
Susan Ancarrow, Partner, Troutman Pepper Hamilton Sanders LLP
Lynda Crouse, Partner, Troutman Pepper Hamilton Sanders LLP
This session covers multiple areas including: fiduciary duties, delegation of authority, equity grant practices, succession planning tips, 409A limitations for unexpected compensation changes, repricing underwater stock options, changing landscape for strategies for 162(m) deductibility, preparing for terminations and alternatives for increasing stock ownership of employees and directors.

Being Strategic with Salary Decisions
Mike Blanchard, CEO, Blanchard Consulting Group
Matt Brei, President, Blanchard Consulting Group
This session focuses on strategic salary approaches that community and regional banks should consider when trying to attract and motivate staff level employees and officers. We discuss the keys to an effective salary administration program (salary grades/methodologies, salary increase matrixes, salary increase budgets, etc.). In addition, this session discusses pay equity reviews and ensuring non-discriminatory pay practices throughout your bank.

Using People Data and Analytics to Influence Diversity, Pay Equity & Flexible Work Trends
Katrina Gerenz
, Associate Partner, McLagan
Rajiv Ramanathan
, Partner, McLagan
This session focuses on the 2020 hot topics of diversity, equity & inclusion (DEI), pay equity and flexible work trends as well as how to properly measure these within your organization. Process is as important as awareness for this issue – come hear how leading edge organizations work to create the foundation to have a proactive perspective.

Culture & Social Purpose: Harnessing Stakeholder Activism in the Next Frontier of Compliance, Culture and Brand Differentiation
Ed O’Boyle
, Global Practice Leader, Gallup, Inc.
Demands on boards and executives regarding culture and stakeholder activism are rapidly increasing. Gallup discusses three progressive horizons: culture of compliance, culture asset management and social purpose as a roadmap for how banks must embrace new mindsets and approaches in this new frontier of risk management and brand differentiation.

Diversity (in All Things) & The Board
Leslie Schreiner, Director of Diversity and Inclusion, FHLBank Atlanta
Organizations of all shapes and sizes are taking intentional steps to support a diverse workplace and foster a culture of inclusivity. Research indicates that organizations with a diverse workforce are more profitable and earn higher revenue from innovative products and services, and an increasing number of studies are showing the importance of inclusivity for fully leveraging these benefits. While management is tasked with the execution of diversity and inclusion strategies, boards play an important role in putting management on a path for success and setting a tone of inclusivity for the organization as a whole.