Diversity and Inclusion Incentives Across the F200

Boards are now broadening their oversight to capitalize on the criticality of more diverse, equitable and inclusive organizations—and strong organizational culture.

The Great Resignation has put retention on the agenda of many boards. Rather than simply reacting — prioritizing pay raises or special packages to stay competitive  — directors can engage management toward a proactive approach.

Human capital management (HCM) is now a front-and-center issue for boards. Long-term success increasingly depends on attracting, retaining and engaging talented people, and senior executives and boards recognize the importance of well-designed human capital strategies and processes. Many boards have expanded committee charters to include oversight of HCM issues and receive regular reports on initiatives […]

We conducted a pulse survey covering planned FY22 merit budgets and ongoing employee retention challenges and actions.

Our research in 2021 indicates that 28% of companies included DE&I as a metric in executive incentive design. This report evaluates the level of specificity disclosed around DE&I metrics for a representative sample of those companies.

One visible way some companies are showing their commitment to diversity, equity, and inclusion is by linking DEI progress to executive pay. 

Blair Jones and Vanguard's former Chairman and CEO F. William McNabb III, and Directors & Boards Publishing Director, David Shaw as they focus on best practices for human capital management.

How can a board member evaluate if DEI incentive metrics would be meaningful? As with any key initiative, the dialogue surrounding performance management can give clues as to what does or doesn’t make