.jpg)
Riding Out the Storm – A Non-Exhaustive Punch List for Compensation in Volatile Times
During any period of business uncertainty, board and compensation committee members, executive management teams and human resources leaders will feel pressure to act quickly. A singular proven strategy underscored successful compensation decisions through both the 2008 financial crisis and the COVID-19 pandemic—zoom out far enough to see the full picture and act in a manner […]
Kate Napalkova, Krista Hanvey, and Sean Feller are Partners at Gibson, Dunn & Crutcher LLP. This post is based on a Gibson Dunn memorandum by Ms. Napalkova, Ms. Hanvey, Mr. Feller, Michael Collins, and Gina Hancock.
During any period of business uncertainty, board and compensation committee members, executive management teams and human resources leaders will feel pressure to act quickly. A singular proven strategy underscored successful compensation decisions through both the 2008 financial crisis and the COVID-19 pandemic—zoom out far enough to see the full picture and act in a manner that is systematic and consistent with your organization’s broader philosophy (including your compensation philosophy) and mission.
As compensation-decision makers navigate this period of macroeconomic uncertainty, there are many considerations to keep in mind. Below, in no particular order, are a few that we see arise time and time again.
