We go deeper than traditional benchmarking approaches to get a full understanding of the position responsibilities along with other personal experience, and attributes. This is then aligned with performance to ensure that not only target pay is market competitive, but that pay outcomes are appropriate and reflect company and individual performance over time.
Our proven process provides a collaborative approach among key stakeholders to ensure that the programs align with business strategies, performance imperatives and stakeholder expectations. We take a data-oriented approach that tests the potential alignment of the program relative to key performance scenarios and ensures that the right governance elements are in place.
We provide comprehensive support to ensure pay and performance are aligned, programs are well communicated to participants and investors, the board and committee are operating effectively and that key stakeholders are engaged.
We support companies going through transformations, transitions and special situations (e.g., IPOs, M&A, special awards, shareholder activists, say-on-pay challenges), and provide tailored director and management education programs.
We believe that high impact pay program design is multi-dimensional and considers the following:
and governance (ESG)
Attraction and retention
of key talent
Governance and oversight
When designing people and pay programs, we apply a data-oriented approach, informed by the following analytics:
COMPETITIVE PAY ANALYTICS
provides a holistic way to assess market pay levels.
provides a comprehensive data-oriented approach to assessing incentive plan
alignment with business strategies, market practices and governance trends.
TARGET SETTING ANALYTICS
provides a broader perspective to assess the relative difficulty of the proposed incentive targets.
PAY-FOR-PERFORMANCE ANALYTICS tests the realized /realizable value from all pay programs over different time periods, on an absolute and relative basis, and against multiple performance measures.