Semler Brossy's Contributions to Corporate Board Member

Pressed for greater oversight of human capital management, boards are exploring ways to expand and sharpen their focus on talent.

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.

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

The most critical choice the board makes is selecting the CEO. All boards have strategies that the current management team has developed. A different standpoint on strategy, in turn, may require a different kind of leader. 

As with other operational or strategic metrics, adding ESG metrics to incentive plans can be a signal of importance and a sign of commitment.

In the first of this three-part series, we examine three case studies that show how executive compensation discussions catalyze value creation by highlighting misalignment or unsubstantiated assumptions.

Compensation topics can often be diagnostic tools, revealing deeper issues such as skill gaps, misaligned incentives and cultural challenges.

Though it’s often viewed the other way around, examining how you pay for work can sometimes illuminate better ways to do the work itself.

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.

In part two of the three-part series “Beyond the Paycheck,” we explore how boards today face a familiar decision as AI talent heats up: escalate pay packages to meet talent pressure or build competitive advantage through the rest of the EVP.

Most compensation programs fail for one of two reasons: the design doesn't match the strategy or the company fails to use the program to communicate and clarify priorities. Boards and compensation Committees focus a lot on the first problem—metrics, targets, peer groups, mix—but rarely as much on the second. 

Many boards are expanding their succession management oversight to cover the next generation of talent.

Examining non-financial metrics in the wake of the Covid-19 crisis.

John Borneman leads a roundtable at the Corporate Board Member event, "Building Better Boards."

How is the push for reporting more non-financial metrics playing out in pay plans? Some thoughts.

New committee members need to gain sufficient understanding of compensation practices deeper in the organization to understand where business risks might lie.