Adjusting to a New Normal: It’s Time for HR to Rethink Workforce Metrics

The current health and economic crisis has upended the way we do work and requires organizations to go beyond everyday HR metrics to optimize costs and drive growth during and after the COVID-19 pandemic. To begin the work, start with these key workforce metrics.

Venture-Backed Companies Face Difficult Compensation and Workforce Decisions

We recently connected with two dozen senior venture capital talent partners to learn more about how they are working closely with portfolio companies to address employee concerns, manage cash flow through equity exchanges, redeploy workforces and adjust sales plans.

To Conserve Cash, a Growing Number of U.S. Companies are Adjusting CEO and Board Pay

As the scale and severity of the COVID-19 crisis deepens, business leaders are taking pay cuts to preserve cash and protect jobs. Using our database, we examine the depth of the pay cuts, industries most impacted and what leaders should consider before acting.

Exploring Key Differences in Private vs. Public Board of Director Pay as the Market Turns

In light of the COVID-19 pandemic, companies are making significant changes to executive compensation and employee rewards, often with significant board of director oversight. Thus, we can expect boards to quickly come under the microscope for their own pay levels. This makes understanding today’s baseline for pay all the more critical.

European Companies Accelerate Downsizing Efforts, but Actions Vary Widely by Sector

As the humanitarian and economic toll of the COVID-19 pandemic continues to climb, organisations across Europe are taking big steps, including layoffs and furloughs, to manage costs.

In Early Public Filings, Many U.K. Companies Adjust Rewards and Suspend Stock Buybacks

As 2020 Annual General Meetings enter into full swing in the U.K., we analysed early public disclosures on how FTSE 350 companies are addressing the economic impact of COVID-19.

Employers Are Doing Their Best to Avoid Layoffs

Originally published in WorldatWork’s Workspan Daily, Aon’s Liz Snyder and Brooke Green discuss strategies for managing costs to avoid layoffs or furloughs in the economic downturn.

Rethinking Equity Compensation in Response to COVID-19: Addressing Outstanding Grants

As firms consider ways to adjust employee pay due to the COVID-19 pandemic and resulting economic slowdown, the decision points around addressing outstanding equity awards are especially complex. Here are factors to consider by type of equity vehicle.

Today’s Crises Will Test Corporate Boards; Here Are Five Ways to Build Resiliency

Given the enormous risks presented by the COVID-19 pandemic and a renewed focus on social justice issues across the United States and globe, boards that have begun to address ESG issues in a material fashion will be better positioned to navigate current and future challenges. Below, we examine five steps boards can take to ensure they have the right processes in place.

Navigating Incentive Decisions in Times of Uncertainty in Southeast Asia and Beyond

Firms should proactively start thinking about adjusting their short- and long-term incentive schemes to better prepare for an uncertain economic future and ensure they are well- positioned for the road to recovery.

Examining the Impact of COVID-19 on TSR Metrics for Australian Firms

The COVID-19 pandemic, and the market volatility it has created, shines a light on some of the pitfalls of using relative total shareholder return metrics in incentive plans. Here’s how companies in Australia can respond to make their plans even stronger.

Back to the Future: Three Ways to Calibrate Your Sales Force to Survive a Downturn and Pursue Future Growth

During an economic downturn, sales leaders should place their energy into three critical focus areas to limit business erosion and support the development of long-term growth strategies.

For Financial Services Firms, COVID-19 Means Navigating Uncertainty on Many Levels

In the midst of an ongoing humanitarian crisis and growing economic concerns, financial services firms should take a step back to thoroughly assess and evaluate their operations.

Glass Lewis Will Incorporate “Unedited” Company Feedback into Proxy Voting Reports

Glass Lewis gives companies the last word with its latest update permitting unedited company feedback in voting reports.
 

How Common are Employee Stock Purchase Plans? It Varies Widely by Demographics.

While ESPPs are well known, there is a lack of data on just how common they are. Our new research can help firms decide if they should offer one based on industry, region and size.

Proxy Advisors Issue Guidance on Executive Pay and Governance Changes Due to COVID-19

ISS and Glass Lewis announce updated guidelines on how they will evaluate governance policies — from compensation changes to dividend payouts — in this changing environment.

The Spotlight: Sharon Leung, Associate Partner, APAC Banks

Sharon Leung focuses on McLagan’s Infrastructure practice for the Asia Pacific region and is based in Hong Kong. She advises financial services companies on salary structure design, incentive funding, short-term and long-term incentive plan review, and total rewards strategy.

How Companies Should Prepare for Expanded Unemployment, Health Benefits in CARES Act

The CARES Act, signed into law on March 27, increases unemployment insurance, potentially making it difficult to hire workers. The law also expands health coverage, from reimbursing medication to covering COVID-19 testing. Here’s how companies should prepare.

Understanding New SEC Guidance for Virtual Meetings and Filing Delays Due to COVID-19

In light of the ongoing COVID-19 pandemic, many issuers are holding virtual shareholder meetings for the first time. New SEC guidance addresses how firms should approach this change and also offers some filing relief related to the virus.

The CARES Act Offers U.S. Companies Relief, but Not Without New Limits on Executive Pay

The new CARES Act, signed into law on March 27, will affect executive compensation in a variety of ways. In this article, we describe potential impacts and what companies need to consider before accepting economic relief.

Managing Sales Compensation Amidst Growing Economic Uncertainty and Volatility

As the humanitarian and economic impacts of COVID-19 continue to grow, organizations are actively reevaluating their business plans and sales targets. Below, our experts share insights on the warning signs to look for, along with short-term actions you can take to relieve pressure.

Considerations for Your Total Rewards Strategy in Response to COVID-19

The COVID-19 pandemic creates a wide range of challenges for business leaders to consider. When it comes to total rewards, here are the key issues to address.

5 Steps to a Well-Executed Merit Cycle

Getting the right data to make informed pay decisions is critical to maximizing your merit budget. We explain the kinds of data you need and how to apply it.

Navigating the Growing Patchwork of Pay Equity Laws Across the United States

From California to New York, here’s a roundup of leading fair pay laws in the U.S., and tips for balancing local regulation with global consistency to promote shared standards within your firm.

For an Effective Job Levelling Approach, Follow These Five Steps

Job levelling is an important component for managing rewards structures. But many firms try to force a method rather than adapting the process for what fits the needs of their business.

8 Reasons Your Sales Compensation Plans are Not Working

Ensure your sales compensation programs are aligned for success by avoiding these common mistakes.

IRS Releases Proposed Regulations that Clarify the Tax Reform’s Impact on Section 162(m)

Two years following the major tax cut bill, proposed regulations provide more updated guidance from the IRS on the $1 million deduction limit under Code Section 162(m).

Financial Services: Looking Forward to 2020

Putting 2019 into perspective and anticipating what’s to come with insights from some of this year’s top performing articles.
 

ISS Opens Peer Group Submission Window and Finalizes 2020 Policy Guideline Updates

Issuers can submit their peer groups to ISS for consideration until December 6. Peer group selection influences the firm’s pay-for-performance analysis for purposes of the say-on-pay vote.

Journey to the Center of Pay Equity: Using Technology to Improve Transparency

This article, first published in WorldatWork’s Workspan magazine, dives into the complexities around the issue of pay equity and how organizations can move toward more transparency.

 

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