A Practical Guide to Compensation Committee Service: Lessons from the Field
CAP is a leading independent executive compensation consulting firm trusted by boards of directors and management teams to solve complex compensation and governance challenges with confidence. Built from our high-quality, cultivated talent, we provide innovative, practical, and technically sound advice that advances business objectives and supports informed decision-making. Our senior professionals’ deep market expertise, rigorous analytics, and real-time insights help clients navigate complexity and understand evolving compensation trends, governance practices, and regulatory considerations. By developing a strong understanding of each client’s business, leadership team, culture and economics, we deliver strategic guidance and customized advice that drive alignment, promote consensus, and create long-term value.
Chapter 1. Introduction
Chapter 2. Joining the Compensation Committee
Chapter 3. The Compensation Committee Chair
Chapter 4. The Compensation Committee Charter
Chapter 5. The Annual Committee Process
Chapter 6. Committee Meeting Processes
Chapter 7. The Expanded Role of the Committee
Chapter 8. External Advisors
1. Compensation Consultants
Under Dodd-Frank and the listing standards for the NYSE and NASDAQ, compensation committees are e...
2. Consultant Independence
Over the past 5–10 years, committees have become more concerned about the independence of their c...
3. Single-Consultant vs. Dual-Consultant Model
Two compensation consulting models have developed that are commonly seen in the market: 1) a sing...
4. What to Look for in a Consultant
Most consultants that you interview will have adequate experience to provide you with the technic...
Chapter 9. Compensation Objectives
Chapter 10. Compensation Philosophy
1. Target Pay Positioning & Definition of Competitive Market
To help achieve a company’s compensation objectives, compensation committees will typically devel...
2. Pay Mix, Internal Equity, & Pay-for-Performance
Pay Mix Relatively few companies make an explicit statement about the precise percentage of pay ...
Chapter 11. Peer Groups
Chapter 12. Annual Incentive Design
1. Target Annual Incentive Opportunity & Annual Incentive Payout Range
Annual incentive or bonus design is a complicated topic that could easily serve as the basis for ...
2. Performance Metrics
Before diving into the role of performance metrics in the annual incentive plan, it is worthwhile...
3. Performance Goals & Ranges
Performance Goals Selecting the right performance measures sends a signal to executives about wh...
Chapter 13. Long-Term Incentive Design
1. Long-Term Incentive Opportunity & Mix
If annual incentive design could serve as the basis for a book of its own, then long-term incenti...
2. Long-Term Incentive Vehicles
a. Stock Options Stock options used to be the most prevalent long-term incentive vehicle for sen...
3. Denomination of Award & Performance Period
Denomination of Award While annual incentive plans are generally denominated as a cash opportuni...
4. Performance Measures
In contrast to annual incentive plans, where companies rarely use stock price as a performance me...
5. Form of Settlement & Termination Treatment of Long-Term Incentive Compensation
a. Form of Settlement Most often, awards that are denominated in cash are settled in cash and aw...
Chapter 14. Executive Perquisites
Chapter 15. Executive Retirement Benefits
Chapter 16. Deferred Compensation
Chapter 17. Internal Revenue Code (IRC) Section 409A
Chapter 18. Employment Agreements and Executive Severance
Chapter 19. Compensation Policies that Support Good Governance
Chapter 20. CEO Pay
Chapter 21. Compensation Disclosures
Chapter 22. Director Compensation
Chapter 23. Compensation Risk Review
Chapter 24: Private Company Executive Pay Governance
Chapter 25: Family Businesses
Chapter 26: Venture Capital-Backed Companies
Chapter 27: Private Equity-Backed Companies
Chapter 28: Initial Public Offerings
Chapter 29: Mergers and Acquisitions
1. Key Issues for the Acquiring Company Compensation Committee
On either side of a merger or acquisition, the compensation committee will typically face challen...
2. Key Issues for the Target/Acquired Company
Prior to the signing of the merger agreement, the target company should ensure that there is a cl...
Chapter 30: Spin-Offs
1. Establishing Transitional Compensation Arrangements
Corporate spin-offs can be a challenging period of time for the compensation committee. Spin-offs...
2. Understanding and/or Modifying Outstanding Compensation Arrangements
As the company approaches the spin-off, a key compensation issue is how to adjust outstanding com...
3. Developing Future Compensation for SpinCo
Developing a future compensation program for SpinCo is a critical process that often evolves over...
4. Modifying Compensation Programs for ParentCo Following Spin-Off
After the spin-off transaction is complete, it is a good time for the remaining ParentCo to revie...