European startups have relied heavily on cash compensation to attract key talent, but in the current environment, this approach is unsustainable. To conserve cash, some firms are initiating exchange programs and exploring greater use of equity incentives.
Published: June 2020
Read Article ›
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.
To keep up with advancing technology and consumer demands, a large global retail company seeks guidance for growing its technology leadership to support critical future initiatives.
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.
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.
The COVID-19 pandemic is first and foremost a humanitarian challenge. However, its impact on the global economy, businesses and their workforces is also vastly changing the world around us. This Q&A offers insights from our pulse survey results, focusing on ways firms can use data to support their business for the new normal.
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.
Where should business and HR leaders start when they see an opportunity to rethink their total rewards strategy? Survey your employees to determine what they value most.
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.
While the COVID-19 pandemic is unique, lessons can be learned from the Great Recession to manage this crisis. Below, we examine the rewards and workforce changes large technology firms made before, during and after the 2008-09 recession to see what can be applied today.
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.
For Australia’s largest business sector – the property industry – the impacts of the COVID-19 pandemic will be significant, both in the near- and long-term.
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.
Wealth management firms in Asia are faced with both immense opportunities and challenges when it comes to serving the next generation of wealth. This article provides an overview and advice to help lead the way.
Published: May 2020
Read Article ›
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.
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 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.
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.
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.
In our current state of market volatility, we are left with the fundamental question: How do we manage compensation in the current environment? This Q&A offers insights from the voices of our executive compensation and corporate governance leaders into what we are hearing from clients, key considerations for your business and principle approaches firms should be taking to effectively sustain their business.
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.
Glass Lewis gives companies the last word with its latest update permitting unedited company feedback in voting reports.
Published: April 2020
Read Article ›
With Australian insurers already facing headwinds prior to COVID-19, firms are rapidly adjusting rewards and hiring plans amid economic turmoil and uncertain times ahead.
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.
ISS and Glass Lewis announce updated guidelines on how they will evaluate governance policies — from compensation changes to dividend payouts — in this changing environment.
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.
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.
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 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.
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.