Marc Baranski Talks ESG and Pay Programs on NACD Panel

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

Third article of a three-part series focused on how companies can implement the foundational steps of board-level ESG oversight.

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.

Within the tenure of the current executive team, certain actions can be incentivized so that individual leaders do their part to keep the organization on track.

Ceres and the Semler Brossy have teamed up to provide guidance to companies that have begun to integrate ESG issues into their corporate strategies and may be considering ESG in incentives.

The ground is shifting for executive compensation, from a focus on shareholder metrics to a more intentional longer-term approach that better supports key stakeholders: workers, suppliers, communities, and customers. To make the shift, companies need to prioritize their key stakeholder issues, then identify which ones actually belong in a compensation package.

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.