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Companies have experienced massive changes in the last few years due to the pandemic, remote work/flexibility, cultural shifts, and a competitive talent market. Businesses have been forced to pivot, refocus, and advance, when possible. These seismic changes bring excitement and adrenaline, but they also bring unintended aftershocks if not addressed properly.
According to Mercer Partner, Eric Larré, in this environment, companies have many questions regarding the design and administration of their long-term incentive (LTI) / equity platforms. Below he has provided some of the many considerations that will influence how you answer these questions for your organization.
Can (or should) we change the performance objectives in our LTI awards?
Should we delay providing normal awards that have financial performance requirements?
Should we reconsider our mix of LTI vehicles to move away from goal-based awards and toward those that reward retention and/or simply stock price gains?
How should we calibrate the value of our awards in light of stock price declines?
By thoughtfully considering these questions, the answers will provide guidelines for how your company should proceed with your LTI plan. For additional details, read the full article at Long-term Incentives in a COVID-Impacted World or explore additional Executive rewards topics.
Long-term incentives are a valuable part of a total compensation package for both delivering rewards and focusing employees on desired future outcomes and objectives. To help you consider the best long-term incentive solutions for your employees check out the Mercer Benchmark Database: Long-term Incentive and Equity Report for the United States or Canada
For more information about long-term incentives contact Mercer via email or by calling 855-286-5302.