“This [SEC] guidance puts proxy firms on notice that they have to get it right and be more transparent,” said Deborah Lifshey, managing director, Pearl Meyer.

“In order to be competitive in the market and attract and retain the talent needed to achieve [the non-profit’s] mission, you need to have some kind of performance pay,” said Tim Dupuis.

“We are seeing increasing compensation packages for aging executives [of social services non-profits] because the board wants them to stick around for another year or two,” said Tim Dupuis.

“A lot of this is very subjective,” said Deborah Lifshey, a managing director at executive compensation consultant Pearl Meyer. “Do you leave it open to morals? Or get specific into MeToo and harassment?”

“[The CEO Pay Ratio] is almost an arbitrary number…It’s not driving decisions about executive pay,” said Deb Lifshey.

“IPO grants [to CEOs] serve two purposes—alignment with shareholders and retention, because an executive disruption at that stage can be very problematic,” noted Aalap Shah

“While it’s currently uncommon for companies to provide an explanation of factors they consider when determining director pay, with increased scrutiny from ISS, that is likely to change,” said Jan Koors.

“Job titles are one way that companies can go above and beyond in this really competitive job market,” said Rebecca Toman.

“CEO pay ratio wasn’t as big of a deal or exercise as people thought it would be.” said Deb Lifshey, managing director at Pearl Meyer.

Rebecca Toman said, “These days, firms are using titles to show you can have an impact or make a difference, especially for younger workers.”