Discover your dream Career
For Recruiters

If Goldman Sachs wants to be like JPMorgan, it has two choices. Neither are nice for its employees

Goldman Sachs has reported its second quarter earnings and they are 'disappointing'.

They are especially disappointing when juxtaposed with the results of JPMorgan.

In the first half of 2011, revenues at JPMorgan's investment bank rose 6% and profits rose 15%. At Goldman Sachs, revenues fell 11% and profits fell 48%.

Particularly depressingly for Goldman Sachs, its profit per employee in the first half was $55k. At JPMorgan's investment bank, it was $160k.

Some may say we're not comparing like with like - after all JPMorgan's investment bank is just an investment bank and Goldman's figures include its asset management arm.

This is true, but such excuses haven't been necessary in the past. And in any case, Goldman Sachs is still paying its average employee more than JPMorgan pays its average investment banker: in the first half, compensation per head at Goldman Sachs was $238k, versus $211k at JPMorgan's investment bank.

In the same vein, in the first half of this year, Goldman paid 44% of its revenues to its comparatively unsuccessful employees. JPMorgan paid 38% of its investment banking revenues to its comparatively successful investment bankers.

Such differences have been noted. Goldman's shares are now at their lowest level since August 2009 whereas JPMorgan's shares rose the most in eight months when it reported its results last week.

So what can Goldman Sachs do to be more like JPMorgan?

If it wants to make a start and achieve a JPMorgan-esque compensation ratio, there are two clear alternatives:

1) Get rid of 4,800 people

In order to bring its compensation ratio down on a par with JPMorgan's, Goldman would have needed to save around $1.2bn in compensation costs. If it's paying an average of $238k a head, this implies 4,800 people need to go.

2) Cut compensation by 14%

Alternatively, to achieve a 38% compensation ratio, Goldman could have trimmed compensation per head to $205k for the first quarter. This would leave it paying less than JPMorgan for the first time in recent history. But then looking at the two banks' results, this seems entirely appropriate.

author-card-avatar
AUTHORSarah Butcher Global Editor
  • St
    Stu
    20 July 2011

    A more important number than profits per head is their return on capital - it must be appalling, largely due to its inflated compensation bill.

    Why pay your staff $250k per head when they are only delivering $55k each in profits - my mums cake decorating business shows similar profitability on this metric, with a lot less capital!

  • ni
    nick
    20 July 2011

    Unfortunately you have made a comparison of the share price of both companies which is impossible to justify given JPM's holdings in the credit card and domestic US banking industry.

    Also Dimone heralds from Citi and that became unstuck because of its unwieldy size, Dimone having left Citi is now creating such a monster in JPM. If we do not see an improvement in the US economy then the credit card and domestic banking business could eventually become a real problem for JP.

    A final thought is that, If things ever pick up again, JPM may see numerous people exit the company for better pay and culture. Having worked at JPM, I found that many of the staff did not like being there but did not feel that it was safe to jump ship due to the fragility of the City and lack of opportunity. If things do improve, the only way to keep these people will be to offer more money, and suddenly you are into the GS way of thinking.

  • Ad
    Adrian
    20 July 2011

    Sarah - just wanted to say you have provided me with much needed inspiration on how to deal with the obnoxius investment banking types.

  • Ef
    EfinancialFan
    20 July 2011

    I generally like this site, and I have noticed a lot of Goldman Sachs articles over a period of time, but I think Sarah's right by readers preference, and I think the Goldman's articles are like the Recruitment agency articles, they tend to generate a lot of interest, and good and bad feedback, as shown above.

    Nevertheless Sarah, keep up the good work, it is a good read most of the time, and find this site helpful.

    Cheers

  • MR
    MR
    19 July 2011

    The solution offered by Sarah this time is plainly stupid. Teh real work does work like that. You cannot cut 4800 people at the average Salary, cause its mostly FO jobs making up for those averages, that means if MO or BO the figures would be astronomically massive, and thats not feasible. Gettin rid off FO staff to make up for those figures would be less people when you include the bonuses, yet that is risky, as well as cutting compensation is, as that can lead to futher losses of talent and business.
    In any case if they dont bounce bakc they would be a bit of both of them as well as cost in operations, projects and all across teh company, in part to also offsett aquisition of new talent to bring revenews.
    Sarah - you should give a proper thought about this propositions, rather than applying the rule of thumb, because such statements only make you sound nahive and like you dont know a peanut about the industry. Thing you cannot afford I guess editing this column.

Sign up to Morning Coffee!

Coffee mug

The essential daily roundup of news and analysis read by everyone from senior bankers and traders to new recruits.

Sign up to Morning Coffee!

Coffee mug

The essential daily roundup of news and analysis read by everyone from senior bankers and traders to new recruits.