There may be a real disconnect—as much as 25 percent—between what financial services and tech firms think they should be paying their high-tech employees and reality, say experts at Harris Allied, a New York-based recruiting firm. The experts say traditional benchmarking tools may not include data that is detailed enough about particular skill sets or reflect what the marketplace is really paying.

“Tech pros at the largest investment banks and smaller boutique financial services firms alike are commanding much higher salaries than these benchmarking tools often indicate,” said Kathy Harris, managing director at Harris Allied.

“In fact, they might need to pay as much as 25 percent more for today’s top tech talent than they might expect. Today, it’s important to get a real-world perspective from a recruiter on what your competitors are paying.”

Harris Allied offers these insights into how financial services firms need to look at recruiting today’s top financial technology pros:

A smaller window. When a position might have taken 6 months or more to fill, companies need to move far more quickly when courting a candidate.

Be nimble and willing to revise your internal hiring process. Today, the competitor next door is all too ready to offer that ideal candidate the job before you have all your ducks in a row. Benchmark searches at 30-, 60-, and 90-day intervals, and take a close look at the process to identify bottlenecks. When a search drags on for months, it’s frustrating for everyone—candidates, hiring managers, HR and external recruiting partners.

Think of the personal touches. Relocation expenses and discussions about the long-term career opportunities available at the firm are other ways firms can make it clear to a prospective employee “You are an important individual to our organization. We will do what we can to help you acclimate and perform well here.” That also means knowing what the objections and obstacles are so you can manage through and address them.

Cough up a signing bonus. Many companies today are guaranteeing sign-ons and/or a discretionary bonus even if the employee will not have been with the firm for a full year.

Create a positioning statement that addresses the value of your benefits plan. Today, top candidates with in-demand skill sets have multiple opportunities, and many companies are stressing the dollar value of their benefits plan. Features like pension plans, 401(k) matching employer contributions, and vacation time (PTO) can make or break an offer. Candidates should walk away from an interview with a clear picture of what makes your firm and the opportunity unique.

Explain your equity participation program. Many firms offer equity in the form of stock options and restricted stock units, but the language is often bundled in with the benefits, leaving candidates to figure it out on their own. If you have special and unique benefits, make sure they’re clear to candidates. Don’t miss an opportunity to stress a key part of your compensation plan.

Harris Allied notes that “some financial services firms, however, are bundling their bonuses into their base salaries to bump up the number. Jobseekers typically find that very appealing because most people would rather be paid up front. But these kinds of packages are golden handcuffs, in essence, because the next firm cannot typically offer the same kind of base salary. In addition, firms that bundle their bonuses often have a ‘clawback provision,’ which means they can pull the bonus amount back if market conditions conditions worsen or performance is not up to snuff.”