As many as nine in 10 firms fear in-house systems can’t keep pace with executive pay demands according to senior HR and compensations leads. Executive Assistants are often heavily involved in the coordination, administration and communication around their executives compansation and benefit packages…
Managing executive compensation is a growing challenge for financial services firms, with nearly nine in 10 (89%) saying their in-house technology can’t keep pace with demand. New research by CSC, the leading provider of business administration and compliance solutions, shows that rising complexity, regulatory pressure, and expanding global participation place increasing strain on internal systems and teams.1
Executive Assistants in many organisations, particularly at senior leadership and C-suite level, play a significant supporting role in managing elements of executive compensation and benefits, although the extent varies depending on company structure, confidentiality policies and the seniority of the executive.
Common ways EAs support executive compensation and benefits management include:
- Coordinating compensation reviews and bonus processes
Managing schedules, meetings and documentation linked to salary reviews, annual bonuses or long-term incentive discussions. - Liaising with HR and Reward teams
Acting as a trusted point of contact between the executive and HR regarding contracts, benefits enrolment, pensions, healthcare, equity schemes or relocation packages. - Handling confidential documentation
Preparing or securely managing highly sensitive files related to remuneration, performance reviews or board-level approvals. - Supporting expatriate or international executives
Coordinating tax advisers, relocation support, travel allowances, housing arrangements or international benefits. - Managing executive expenses and allowances
Overseeing subscriptions, memberships, car allowances, travel benefits or corporate perks linked to the executive’s package. - Tracking deadlines and compliance
Ensuring key dates for compensation approvals, benefits renewals or regulatory filings are not missed. - Providing strategic insight
Senior EAs, especially Chief of Staff-style assistants, may also offer context around market expectations, retention concerns or executive priorities.
In smaller companies or founder-led businesses, EAs may take on even broader operational HR responsibilities, including benefits administration. In large corporates, their involvement is usually more coordination-focused and highly confidential.
The increasing strategic nature of the EA role means many assistants are now trusted with sensitive business matters that go far beyond diary management — and executive compensation can certainly fall within that sphere.
What the CSC survey reveals of the complexity of executive compensation
CSC surveyed 300 senior HR, rewards, and compensation leaders across Europe, Asia Pacific, and North America working in private markets, asset management, insurance, and investment banking. The report, The Future of Reward in Financial Services: Executive Compensation in 2026, explores their responses and examines how firms adapt to increasing complexity in long-term incentive (LTI) schemes.
The research revealed that more than four in five (86%) respondents find the administration of compensation schemes is now complex, reflecting the rapid evolution and expansion of LTI structures across global organizations.
Rising participation and regulatory scrutiny are key drivers of this complexity. Four in five (80%) firms report increased participation in compensation schemes over the past three years, as organizations extend incentives beyond senior executives to support retention and reward performance. At the same time, half (50%) are preparing for 2026 transparency reviews and regulatory consultations, signaling a significant increase in compliance and reporting expectations.
“Participation in LTI schemes is widening, and expectations around fairness and transparency are increasing,” said Shane Hugill, head of Executive Compensation Services at CSC. “While that’s positive from a talent and performance perspective, it also means firms are dealing with more moving parts. Many are managing programs across multiple providers and jurisdictions, which can make it harder to keep data consistent and processes under control.”
In addition, data fragmentation now poses a significant challenge for organizations. Two-thirds (66%) of respondents cite reliance on multiple service providers as a key barrier to maintaining accurate and consistent data, while 64% point to operating across multiple regulatory environments. These challenges increase the risk of reporting errors and compliance failures. They also make it harder for firms to maintain a single, accurate view of their incentive plan data.
A big rethink on how to manage executive compensation and benefit plans
As a result, companies are rethinking how they manage incentive plans, with many turning to outsourcing and technology partners to improve efficiency and control. More than three-quarters (77%) of respondents say they use multiple outsourcing partners to administer compensation schemes across jurisdictions.
“As the labour market becomes increasingly competitive, firms have to think more creatively about how they reward and retain top talent,” added Jennifer Kenton, chief commercial officer at CSC. “That can make executive compensation harder to manage, and that’s why firms need a trusted partner with proven expertise in administration and execution for all incentive plans.”
CSC provides a fully outsourced, global plan administration and special purpose vehicle (SPV) solution for executive compensation and incentive plans, combining expertise in plan design, administration, and governance with a flexible, scalable delivery model. Its all-in-one technology platform, powered by Ledgy, brings plans into a single environment, enhancing visibility, efficiency, and control.
To download a copy of CSC’s The Future of Reward in Financial Services: Executive Compensation in 2026.
