While pay for performance is not a new topic, shareholders are broadening how they evaluate a CEO’s performance and the associated incentive-based compensation. As such, how boards define and prioritize incentive metrics to measure the CEO’s performance remains one of the board’s biggest priorities, for which they will be held accountable.
There is a growing push in the corporate governance community to consider “success” across multiple fronts and to incorporate non-financial metrics in evaluating a CEO’s performance. Corporate Board Member and Compensation Advisory Partners surveyed more than 250 public company directors to determine how boards are selecting incentive metrics and setting performance goals.
In this complimentary webinar, Paying for the “Right” Performance, we’ll discuss the key findings of the research and share advice on assessing financial metric performance and integrating non-financial metrics into your incentive-based compensation plans.
- Determine adjustments to financial metrics
- Incorporate strategic objectives into your incentive plans
- Integrate diversity and inclusion metrics in to CEO performance goals
- Establish target goals for non-financial metrics
- Determine the appropriateness of one-time special retention awards
- Communicate your incentive metric philosophy and use of discretion to shareholders