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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.
Published: October 2020 Read Article ›
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.
Der größte Wettbewerbsvorteil, den ein Unternehmen gegenüber seinen Konkurrenten hat, sind seine Mitarbeiter. Dies ist ein Aspekt, der von niemanden kopiert werden kann. Im Jahr 2020 ist die HR-Welt mit modernen Instrumenten wie der KI gesegnet worden, die die HR-Belegschaft immens verändert hat.
As part of its annual policy review and update process, ISS has issued draft 2021 policy updates for comment until October 26. While the proposed changes cover a variety of topics, they do not include executive compensation for the second consecutive year.
With employee turnover rising among retailers, businesses must closely benchmark pay as they look to replace workers and, in some cases, ramp up hiring plans.
In the face of the challenges and disruption caused by the COVID-19 pandemic, businesses have opportunities to revamp their HR strategies to meet short- and long-term needs. Here are five useful tips for navigating and embracing change to secure a positive future.
In today’s uncertain environment, many companies are actively considering new approaches to mitigate performance and payout volatility, including the use of non-financial metrics, individual performance, widening performance ranges and flattening pay curves.
In the first article of our “European Leaders in Rewards” series, we examine the pros and cons of job evaluation and how firms should adjust methods to reflect the evolving business world.
Investors are even more focused this year on how remuneration committees exercise discretion, connect pay to performance and disclose key pay actions. Firms should scenario plan to guide decisions, anticipate curveballs and prepare for discussions with stakeholders.
As companies develop a comprehensive approach to managing their talent remotely, they need to examine many areas, including adjusting rewards for location, redefining the employee value proposition and delivering on inclusion and diversity through different hiring opportunities.
This article, first appearing in Bank Director, highlights the impact of COVID-19 on executive compensation decisions for banks and how incentive plans will need to be adjusted.
To explore how recovery efforts are shaping up in China, Judy Zhang, Partner and Head of China’s Rewards Solutions practice at Aon, recently spoke with Rosa Lee, Executive Vice President at Bosch (China) Investment Ltd. The following is an edited transcript of their conversation.
With ESG issues gaining prominence among institutional investors, there is a need in the market for standards to evaluate how organizations are addressing these issues.
Published: September 2020 Read Article ›
The new rules are principles-based, but the SEC did give examples of what could be considered material and worth including. Companies will be well-served to start preparing for disclosure now.
Board leadership structures and compensation can vary greatly depending on company size. Our research reveals key data, such as trends in stock ownership guidelines, types of perks that are declining and differences in how pay is structured for CEOs and executive chairs.
As remote work becomes the new reality, companies across Europe are assessing geographic pay differentials and the impact of location strategy on total rewards.
While nearly all industries are reporting lower salary increases for 2020 compared to last year, some industries are showing signs of recovery. We explain how different industries have been impacted and what they need to consider as they plan for 2021.
Many firms have DEI programs that fall short of stated goals, partly because they often don’t track the right metrics — which is even more relevant as firms explore flexible working models. Here’s how to establish programs that produce meaningful, lasting change by examining a new way to look at pay equity, along with our framework and recent case study.
Ian Karcher, Associate Partner im Bereich Rewards Solutions bei Aon, sprach kürzlich mit Lulzim Gojani, Executive VP HR bei Multivac darüber, wie die Digitalisierung Human Resources in einer der führenden Firmen der Verpackungsindustrie verändert.
The effects of the COVID-19 pandemic are bringing about new compensation challenges for banks in Europe, further highlighting the importance of data to make informed decisions.
With immense economic challenges in today’s environment, here are three key steps to guide your year-end compensation plans, while preparing for continued uncertainty ahead.
Published: August 2020 Read Article ›
Is the removal of performance rating systems for financial services firms in the GCC a feasible solution? This article discusses resulting challenges and factors to consider.
Ian Karcher, associate partner in the Rewards Solutions practice at Aon, recently spoke with Thorsten Eger, head of HR in Switzerland at Johnson & Johnson, about how technology is transforming human resources at the pharmaceutical giant. The following is an edited transcript of their conversation.
During times of uncertainty, carefully reviewing your CEO pay decisions for the 2020 fiscal year is more important than ever before. This article offers a first look at key data points to help serve as a guide.
Although uncertain, there are several potential implications of the new SEC rules — from raising the importance of company statements in response to a proxy firm’s recommendations to a lag in proxy voting, resulting in less visibility of potential voting outcomes. In any case, effective shareholder communication will be more important than ever.
As the economy and businesses in the U.K. head towards COVID-19 recovery, many firms are reviewing their rewards strategies, including reassessing their approach to gender equality and pay gap reporting.
Companies in China are showing an improved outlook for growth in the second quarter of the year compared to the first quarter, as the COVID-19 pandemic became more contained. However, employee turnover and college recruitment remain much lower.
For many industries, the trend toward going virtual has greatly accelerated as a result of the COVID-19 pandemic, forcing firms to reevaluate the future of work — from having more diverse talent pools to addressing geographic pay differentials and increased competition. This Q&A offers insights and advice for successfully managing remote employees, while also exploring its direct impact on hiring decisions, diversity and pay.
ISS is collecting shareholder feedback on potential changes for its global voting policies in 2021. Here’s a summary of core topics and questions included.