Diversified Management Resources / Chief Compliance Officer Compensation, Recruitment and Management Practices
| Introduction |
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Overview |
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Methodology |
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| I. |
Survey Participants |
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a. |
Titles |
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b. |
Employers |
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c. |
Total Assets under Management |
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| II. |
Background/Credentials of CCOs |
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a. |
Credentials |
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b. |
Years in securities industry |
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c. |
Years of experience in legal/compliance |
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d. |
Years of experience in operations |
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e. |
Previous job |
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| III. |
Corporate Hierarchy and the CCO Role |
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a. |
Incorporating CCOs into the organization |
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b. |
Full time versus interim |
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c. |
Decisions on hiring |
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d. |
Recruiting practices |
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e. |
Determining who pays |
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f. |
Split decision |
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g. |
Evaluating effectiveness |
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| IV. |
Elements of CCO Compensation |
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a. |
Annual compensation levels |
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b. |
Bonus eligibility |
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c. |
Stock awards |
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d. |
Stock options |
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e. |
Salary perceptions |
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| V. |
CCOs’ Personal Experiences |
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a. |
Factors in accepting the CCO job |
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b. |
Hindsight is 20/20 |
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c. |
CCOs’ Wish List |
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d. |
Budgeting |
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| VI. |
Expectations of Senior Management/HR Personnel |
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a. |
Necessary expertise |
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b. |
Salary expectations |
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c. |
Finding candidates |
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d. |
Adding to staff |
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e. |
Key challenges |
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| Appendix I |
| Use of Executive Search Firms |
| |
| Appendix II |
| Use of Online Job Boards |
