Filter by
The COVID-19 pandemic has accelerated the pace at which client needs are changing, driving the evolution of our solutions to deliver an integrated and comprehensive source of data that enables firms to embrace new ways of work, while rethinking their approach to rewards.
Published: February 2021 Read Article ›
While many firms already use geographic pay differentials for base salaries, the decision to differentiate other forms of pay by location is as pressing as ever as more employees work remotely. In particular, the question of whether or not to apply geographic differentials to equity compensation looms large. In this article, we consider the pros and cons.
This article takes a look back at the year and a look forward, highlighting profits and losses, as well as adjustments property-casualty insurance firms should make to their human capital strategies to successfully embrace agility and the future of work.
Each year, Global Equity Organization (GEO) recognizes the hard work of top professionals from around the world whose leadership and skills have fundamentally helped advance the global share plan landscape. This year, GEO has appointed Aon Partner Dan Kapinos, global practice leader of our equity services team, to a 2020 Fellow of Global Equity (FGE). We recently had the chance to interview Dan and discuss key trends related to equity compensation. Here’s what he had to say.
A new pay data disclosure rule in California is reminder that pay equity legislation will continue to be pervasive and employers need to conduct regular pay equity audits to be prepared.
Published: January 2021 Read Article ›
The Australian Prudential Regulation Authority (APRA) recently issued a revised draft of a new standard dedicated solely to remuneration, updating requirements with a more principles-based approach. This article highlights key updates and what actions firms should take now.
Following a new rule by the SEC last year, companies have begun disclosing details of their human capital management. Using our extensive database, we look at the types of disclosure and provide tips on effectively communicating this topic to stakeholders.
A new year brings with it both a new set of challenges and opportunities. The onset of the COVID-19 pandemic has pushed many longstanding issues — such as the cross-industry competition for key talent — to the forefront, emboldening us to accelerate updates to our data offerings to ensure they meet evolving client needs. To examine this further, we recently interviewed four colleagues on our data transformation team to discuss how firms should rethink their approaches to compensation.
In the wake of pandemic-related workforce changes, clients from the banking industry explain how they are reimagining their approach to total rewards, broadening their focus from compensation to include other elements, like flexible work, employee wellbeing, and more.
During a recent webcast, our life sciences industry experts shared data and insights on trends in the area of digital skills, incentive plans, location-based pay and performance management.
Published: December 2020 Read Article ›
With year-end planning in full swing, it’s important to take a step back and reflect on this past year and the impact of COVID-19 on CEO and director compensation. Here are your top questions answered.
As employees reexamine what they want from their rewards, HR leaders need to consider whether their programs meet the needs of an ever-changing world. We look at ways organizations can design total rewards that support an agile and resilient workforce.
Stakeholders are increasingly interested in how companies are improving the diversity of their boards. That interest is being reflected in the form of proxy voting, litigation and regulation. Here’s what companies should know and how they can be proactive in addressing this issue.
A new SEC rule requires U.S. public companies to disclose factors that are material to driving and impacting human capital. We recommend firms define an intentional human capital management strategy that is clear and measurable before communicating outward.
This article explains why U.S. wealth management firms need to factor in business performance when evaluating the balance between affordability of pay programs and retention of key talent.
Between health and safety concerns, economic uncertainty and a heightened focus on social justice, businesses are tackling new human capital challenges and initiatives this year and into the future. This is important to consider as investors and their advisers evaluate board progress on overseeing environmental, social and governance (ESG) issues, as well as perennial hot topics like executive compensation. This Q&A explores how Glass Lewis is approaching proxy statement review, what they will be focusing on in the current climate and how firms are setting the bar higher for inclusion and diversity in 2021 and beyond.
Originally published in WorldatWork’s #evolve magazine, we discuss three AI-enabled tools that can benefit different areas of the human resources function, including job matching, benchmarking pay and career pathing.
When the founder at a company asks for more equity — not an uncommon request — private company boards must understand the competitive landscape and nuances within market data.
Originally published in The Retailer magazine, we discuss how agile workforce strategies, including virtual working, flexibility and aligned benefits, can help retailers succeed in the post-pandemic world.
Published: November 2020 Read Article ›
ISS has finalized its 2021 policy updates that cover board composition, shareholder proposals and more. The updates do not include executive compensation topics, which the firm will likely cover in updated FAQs next month.
Ian Karcher, Associate Partner im Bereich Rewards Solutions bei Aon, sprach kürzlich mit Markus Enzner, Executive Director Total Rewards bei Johnson Controls darüber, wie die Digitalisierung Human Resources in einer der weltweiter Markt- und Technologieführer und Anbieter ganzheitlicher und intelligenter Gebäudelösungen beeinflusst.
In the third and final article of our European Leaders in Rewards series, we discuss whether rewards functions are benefitting from the digital revolution to the same extent as other business areas.
San Francisco voters passed a new pay ratio tax this month for companies operating in city limits that becomes effective in 2022. We explain what businesses need to know.
This regulatory update summarizes the broader context of ISS’ announcement, the firm’s rationale and the potential impact to proxy voting recommendations and voting outcomes.
Before COVID-19, the term “future of work” was often viewed as nebulous and intangible. The pandemic has changed everything, and when it comes to human capital, it’s the biggest catalyst to workforce change. Yet, businesses are struggling to juggle priorities. While plans for returning to the workplace and adjusting compensation are top concerns for many organizations, there is much more firms should be addressing. This Q&A discusses various aspects of the future of work in an increasingly complex world.
Too much discretion or exercise of upward discretion can lead to liability treatment for equity plans. This article discusses potential ramifications and ways to avoid them.
In the second article of our "European Leaders in Rewards" series, we discuss the benefits and risks of rewards segmentation and its potential impact on employee engagement.
Published: October 2020 Read Article ›
With a more remote workforce, European life sciences firms are seeing an increase in talent moving within countries. As such, organisations face pay-related questions, including analysing cost of living, market pay, tax and accounting-related laws in local jurisdictions.
ISS’ preliminary FAQs provide some guidance for companies preparing for the upcoming proxy season as year-end compensation and program decisions are being made.
Despite increased U.S. trade restrictions, China remains a key market with strategic importance for foreign pharmaceutical and medical device companies, many of whom anticipate making additional investments in their business and human capital.