Navigating the Intersection of Pay, Retention and Succession
Join us to learn what the best companies are doing, and what we can learn from them.
While there is no one-size-fits-all approach to compensation and talent management, there are fundamental qualities of resilient pay and human capital strategies that set companies up for success—and avoid the negative pushback from stakeholders, whether it be investors, proxy firms, regulators or your employees themselves.
Corporate Board Member will convene a special half-day, online forum to help your board create a playbook to oversee the specific, focused issues surrounding the intersection of people, business strategy and governance in your boardroom.
Getting it right, while driving shareholder value, is the ballgame—especially right now.
Build stronger short-term and long-term compensation programs that will incentivize your C-Suite to maximize both long-term shareholder gain and operational stability.
Understand shareholders’ current expectations for pay-for-performance, incentive plan design and use of discretion to avoid a failed Say on Pay vote in 2025.
Assess your company’s talent risks—in the C-Suite and below—to improve your CEO succession efforts in a competitive labor market.
Ensure your organization has the right upskilling, reskilling and change management strategies in place to capitalize on AI and other emerging technologies that will disrupt your industry.
AI and technology aren’t just audit and risk committee agenda topics. The most strategic compensation committees are assessing how their workforce development and change management efforts support (or not) their business transformation strategies. There are complex intersections between AI (and other technology) initiatives, business priorities and talent management. And as we see a surge in companies pouring resources into AI to gain a competitive edge, there is increased demand for talent with AI-related skills, as well as increased worry by legacy employees without those skills. In addition, executives estimate that 40% of their workforce will need to reskill in the next three years as a result of implementing AI, causing legacy employees to fear job loss. It presents a workforce development challenge—and opportunity—with far-reaching implications.
We’ll sit down with a panel of HR executives and board members to explore some of the critical governance questions you should be asking about upskilling, reskilling and change management and how you can hold management accountable for executing a workforce development strategy that will allow the company to reach its business transformation goals.
Featured Speaker:
Designing incentive plans that motivate your C-suite—and drive shareholder value—requires new levels of flexibility. Amid continued uncertainty in the market, what measures can your board take to remove some of the variability while remaining focused on shareholder value creation? You want your executives to focus on the things they can control, so how can you create goals that are more resilient to external unknowns? With 80% of executive compensation tied to relative performance, what are the pros and cons of performance shares versus stock options in LTI plans? What role do discretion and qualitative performance evaluation play, and how do you communicate these decisions to investors? We’ll dig into these questions and more as we help you reevaluate your executive pay plans for 2025.
Featured Speakers:
As boards are asked to lead in new and different ways, the day-to-day work of directors has broadened. We’ll divide participants into small cross-industry groups for candid, off-the-record discussions to share perspectives and gain tangible insights from the boardroom on issues such as:
Many boards aren’t fully prepared for CEO departures despite succession planning being one of their primary responsibilities. Yet we know this is a responsibility boards can’t afford to get wrong – without the right person at the top, even the best companies with the most innovative strategies will struggle. How are the most proactive boards thinking about CEO succession—either as a planned process or a “hit by the bus” emergency scenario? How are they ensuring a robust talent pipeline at the top? And what is the current CEO’s role in the process? We’ll explore these questions to help your board execute a CEO succession process that maximizes CEO efficacy, business profitability and values alignment.
Featured Speakers:
Ravi Saligram, Retired CEO, Newell Brands; Lead Director, Church & Dwight
Regulators, proxy advisors and investors all have strong opinions on executive compensation and human capital matters. They all seek greater transparency on board decisions but sometimes the evolving base of stakeholders’ views conflict—so how do boards reconcile disparate expectations? We’ll explain the steps your board needs to take now to meet SEC disclosure requirements while addressing potential points of contention for investors as you prepare for the 2025 proxy season.
Featured Speaker:
Our diverse group of seasoned board members and expert board advisers will share concrete, actionable experiences to help you improve your expanding oversight responsibilities.
Small group breakouts will allow you to connect with other directors for candid, off-the-record discussions to share challenges and gain tangible insights from other boards.
All sessions are livestreamed, allowing participants the chance to ask their most pressing questions in real time.
Author, The Secrets to Happiness at Work and Bring Work to Life; Vice President of Workplace Insights, Steelcase
Vice President, Global Talent Management, Steelcase
Board Member, Boyd Gaming Corporation; Former Board Member, Kindred at Home
Board Member, Albemarle and Frontier Group Holdings and previously PG&E Corp
Access a diverse network of influential directors and respected board advisers through exclusive programs and cutting-edge events like this one, as well as online training tools and resources to help you stay ahead of the curve – all for a nominal, all-inclusive annual fee. The CBM Network is dedicated to empowering you on your board journey. Join our community of accomplished board members committed to driving success and making a difference.
Since 2008, the American College of Corporate Directors credentials have represented the “Gold standard” in corporate director education, and those executives who earn them are highly valued in the board community. To earn American College of Corporate Directors Professional Director status, a director must accumulate a set number of credits.
Participants will earn up to 5 credits for participation in the AI Unleashed online event. You must participate in all general sessions and both peer groups to get full credit.
Participants will earn 3.0 CPE credits for the AI Unleashed event; Field of Study: Business Management & Organization; Prerequisites: None; Advance Preparation: None
Chief Executive Group, parent to Corporate Board Member, is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its web site: www.nasbaregistry.org.
