Resource Library Executive & Director Pay Design

In this latest episode of Leadership Matters, we explore how companys should react if their CEO steps down.

Two topics stood out in our most recent internal discussion: recent data around the prevalence of underwater options, and how SaaS retention spend is reshaping the cost of talent after the “SaaS-pocalypse.” We continue exploring these topics and welcome dialogue about them and others we’re tracking.

How family businesses can align values, pay and performance — and where most fall short.

A comprehensive, thought-provoking look at areas of the executive pay status quo to explore why they became industry standards, how you can determine if they’re right for your organization, and several alternative models that are emerging. 

Three topics stood out in our most recent internal discussion: the broadening perspective on peer groups and talent markets, growing prevalence of targeted retention awards, and the current effect of AI on pay design and human capital economics. We continue exploring and welcome dialogue about these and other topics we're tracking.

The environment surrounding executive compensation is becoming harder to interpret. Regulations are evolving, shareholder expectations are diverging, economic signals are mixed, and the geopolitical landscape is volatile. 

The rapid growth in Artificial Intelligence (AI) capabilities has made attracting and retaining top AI talent one of the most vital ways for a company to gain a competitive advantage. However, investing in AI talent doesn’t come without challenges.

For organizations that have recently struggled to get the most out of contemporary PSU practices, shifting to a majority, or even 100% weighting, of long-vested RSUs may offer greater stability and certainty in volatile times.

An in-depth look at the typical ranges seen in today’s director pay packages, actionable advice you can use to steer compensation discussions, and a series of deeper questions and considerations derived from Semler Brossy’s experience in similar negotiations.

Macroeconomic volatility has put pressure on compensation programs that depend on accurate goal-setting and stable growth, affecting executive morale and jeopardizing talent retention.

Boards that are willing to take measured risks and can explain their reasoning clearly may find these designs more compelling than sticking with frameworks built for stability in an unstable world.

In uncertain times, compensation committees must root their decisions in the broader growth strategy and create room for flexibility.