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Rewarding the Right Behaviors Getting employees on board with AI tech in a way that delivers tangible benefits likely requires rewarding not just the use of AI, but specific AI behaviors that bolster a role and move an organization forward.

Compensation committees and boards are asking sharper questions about pay-for-performance alignment.

Leaders shouldn’t brush aside these types of nuances while trying to get their workforce on board with AI utilization, said Kevin Tamanini, the vice president of professional services and customer success at leadership consulting firm DDI.

According to the Times , “[Starbucks] has generally sought to challenge the union store by store, contesting the voting pool for each election before the labor board and sending company officials to cities where workers have filed for elections, partly to share its concerns about unionizing.”

“I would be reluctant to give general, across-the-board increases in annual time off, and instead consider treating time off as an incentive that is earned based upon permanent improvements in productivity — individual, team or companywide.”

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The return-to-office plan is just one of the significant changes Iger has brought to the entertainment giant since his return in November, reported the Times, when the company’s board of directors recruited him to replace CEO Bob Chapek, who was dismissed amid the firm’s struggles just months after receiving a contract extension.

Ultimately, a well-built peer group informs decision-making and fosters trust and confidence across all stakeholders — including leadership teams, boards of directors and shareholders.

Bear is the CEO for her own strategic advisory firm as well as a board director and HR/compensation committee member at Heidrick & Struggles, an executive search, corporate culture and leadership consultancy.

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