Some view this as a “non-event” and plan to disclose as little as possible, but more serious due diligence should be undertaken to fulfill the SEC mandate.

A successful company is focused on engaging and retaining the talent required to execute its business strategy.

How to create a compensation program that is public company-compliant, but doesn't lose the innovative essence of the organization.

Companies going public have to balance cultural and governance considerations when developing their future executive compensation practices.

A potentially simple plan change creates volumes of white noise; here’s how and why to focus on strategy versus outside influencers.

Two separate circumstances are indicating the time may be right to re-evaluate long-term incentive plans and consider restricted stock with longer vesting periods.

A look at proxy data and new survey results that can help guide compensation committees as D&I becomes a regular and expected discussion on the agenda.

Three possible outcomes to model that can assist in mitigating the issue of volatility yet still promote good governance.

More than 200 directors and senior leaders provided information on changes taking place in the workforce at their organizations, the level of engagement, and the impact of technology and flexibility.

The latest Thought Leadership Commission report from Pearl Meyer and the WCD is a call to action for boards to reframe the risk of workforce disruption as an opportunity to create benefits for all stakeholders.

New amendments are intended to take into account changes in the regulatory, business, and technological environment since the adoption of Regulation S-K.

What are the most urgent questions for compensation committees now that 2020 incentive plans may no longer be relevant?