Resource Library Articles

Helpful tips for the board’s compensation experts include adapting compensation practices to support strategic priorities and staying ahead of the latest trends. 

Total rewards professionals might pick up a few unexpected tips from their local movie theater to help balance the motivations of employees and business units that provide consistent, reliable value with those that strive for innovation and risk-taking.

As expectations for compensation change, European-style derivatives may be an answer that satisfies shareholders and the C-suite.

In certain cases, we’ve found that a well-designed discretionary scorecard may be a useful tool in the board’s arsenal. 

Leading with identity and culture first will give compensation committees the chance to clarify what they stand for, double down on the metrics that matter, and lead the market with a long-term, principle-based approach to pay.

The following chapter explores how and why compensation committees’ mandates are evolving, why the shift is so important, and the steps boards can take to make the most of their expanded role.

Attracting and retaining high-level talent is crucial for ensuring long-term organizational sustainability, resulting in human capital management (HCM) becoming a key area of board oversight.

Getting one's bearings as a new compensation committee member may seem intimidating, but with patience, curiosity and training, the experience can be incredibly rewarding.

As stock-based compensation faces increased scrutiny, boards can use this guidance to evolve their equity strategies to attract top talent while aligning with shareholder expectations.

In part one of the three-part series “Beyond the Paycheck,” we explore how effective boards recognize that executive fulfillment stems from a value proposition that goes beyond compensation. While this article focuses on the C-Suite, the advice can also inform conversations with leadership across the company.

Boards must ask the right questions, focus on financial metrics and align workforce decisions with the company's growth and profitability goals.

It is more vital than ever that boards and compensation committees consider a working framework for responding to possible tariffs before they are announced