Recent headlines and scrutiny around the topic of executive compensation present new issues and challenges for the HR professional today. The intense scrutiny and new regulations on executive compensation pay practices requires a new vigilance from HR in how executive pay is managed and reported.
New Watson Wyatt findings show a strong correlation between realizable pay - the amount that executives have earned (but not necessarily received) from stock-based incentives granted during a given period - and company performance, suggesting that the U.S. executive pay model is working (2006-2007 Report on Executive Compensation).
In this learning track we'll discuss performance-based executive compensation best practices, the ROI appropriateness and integrity of long-term incentive (LTI) practices, the relationship between CEO pay and performance, and the balance with shareholder-friendly outcomes. We'll examine which compensation elements carry the most weight in high performing companies-- the length of long-term incentives or the amount? Which has the most impact -- pay opportunity or ownership, and what are the differences by company size?
This learning track will explore all of the elements of executive compensation including new SEC disclosure requirements, how they impact compensation management practices, corporate governance, open book management, how to manage the employee discontent on executive-worker wage gaps, executive compensation considerations during mergers and acquisitions, designing executive compensation for global relocation, and more.