One of the most important decisions a board makes is who to hire as their top employee.  Whatever the title, the top position represents a large expense line item in salaries, benefits and incentives.

Due diligence is required on all fronts: establishing a compensation philosophy, researching competitive compensation, and negotiating with the Executive. They sound simple enough but are sometimes bigger jobs than at first envisioned. Each stage has a major impact on the outcome and the relationship of the board to the executive.

In this session, learn how to develop a process that organizes volunteer and executive time, covers all the bases, and can be repeated each time the board undertakes the task, getting better every time.

You will learn:

• Where to get started and the benefits of forming a committee of the board
• How to gather reliable competitive compensation information
• How to interpret compensation data for clarity and fairness
• When to do this task and how often
• How to handle the negotiation

Primary Audience:

Conference:  Directors, Board Chairs, CEOs who will make the offer

Individual organization: All directors of the governing board, compensation (or similar) committee members, and the
executive.

Program length:

Half-day: overview of the process; review compensation surveys. Leads a board to adopt a philosophy and
decide who will conduct the process.

A full-day program will include hands-on working with the compensation surveys, forms and charts to
result in a compensation package proposal.

Other Notes: Client CU will obtain at least 3 currently published compensation surveys after discussing it with the presenter.