Executive compensation is increasingly under scrutiny by a recession-weary public. While it may be tempting to hold your compensation levels steady to stay off the radar, that may not be the smartest move in attracting and retaining top talent.
Current research reported by The New York Times found that the median pay package for the top 200 CEOs came in at $15.1 million in 2012. That's a 16-percent increase over the year prior.
The structure of the executive compensation package needs to be effective to motivate and retain current executives and attractive enough to recruit needed talent, but also structured properly to reward desired executive behaviors and outcomes.
While a company's first step is to examine the competitive marketplace to see what comparable executives in similar organizations are being paid, there is now a push to go beyond the data, and undertake a more granular examination of what the market is illustrating. Once a thorough analysis is conducted, application of the data as the foundation for the decision-making process, with respect to structuring a competitive pay package, is critical.
Developing an accurate picture of the current executive compensation landscape, and your company's place within it, will enable you to better gauge how well your compensation strategy stacks up, and which areas are good opportunities for improvement. Armed with this valuable information, you'll be in a far better position to set executive compensation and to counteract the perception that CEOs and top executives are being paid unreasonably high salaries by establishing effective communication channels to present the information to your stakeholders, staff, and the media.
Participate in this interactive webinar, and you'll learn:
- How compensation philosophy pertains to executives, and why the rules are different at the very top of the organization
- The impact of public vs. private company structure
- Peer organizations that can be used to benchmark market competitiveness
- Factors specific to the incumbent in a given position that may influence pay, both for the incumbent and her successor
- How to interpret executive compensation surveys
- Data sources that can be used to extract compensation data
- Why "competitive executive compensation" means different things at for-profit vs. nonprofit organizations
- The best way to analyze and report the results of your compensation research
- Understanding the motivational impact of each component of the executive compensation package, with a discussion of the use of long-term compensation
- Tips for supporting the board as it evaluates next steps
- And much more!
In just 90 minutes, you'll explore the current trends and strategies of executive compensation and more. Register now for this informative event risk free.
About your presenters:
Diana D. Neelman, CCP is a Principal and Senior Consultant with Compensation Resources, Inc, in Upper Saddle River, New Jersey. With over 20 years of collective compensation and HR experience, Ms. Neelman is responsible for business development and project management in all areas of compensation, consulting to a variety of industries on salary administration, performance management, and incentive compensation, with a specific emphasis on executive and general compensation matters within not-for-profit organizations. Ms. Neelman is responsible for developing and conducting training programs covering various compensation topics. Furthermore, she oversees CRI's Survey Department, which publishes various compensation and benefits studies each year.
Mary A. Rizzuti, CCP, PHR is a Principal and Senior Consultant with CRI. Ms. Rizzuti has been with CRI since 1997, and has over 15 years of compensation experience. She serves as Project Manager for consulting projects, with extensive experience within the not-for-profit and private company sectors, relative to Executive Compensation, Salary Administration, Sales Compensation, Performance Management, and Litigation Support. Ms. Rizzuti has experience working with Senior Management and Boards of Directors in communicating best practices and market analyses. She is responsible for the review, analysis and development of various compensation and human resource programs relating to CRI's consulting practice. She also leads CRI's Training Institute, delivering customized compensation and human resources training for senior leadership and human resources professionals.
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