Searching Pondering Equity-Based Long-Term Incentive Plans on page 41

The Journal of Total Rewards Second Quarter 2021 | Volume 30 | No. 2 Statistical models from pay equity analysis can drive significant insights about compensation philosophies that managers apply in different areas.

Three exceptions to the board discretion rule relate to cost of recovery, violation of home country laws or tax-qualified retirement plan terms.

Across the board, this broader economic uncertainty is impacting how employers rebalance their approach toward customized executive compensation solutions, as 71% of respondents recognize that offering executive benefits is important for long-term retention but must watch the bottom line as well.

Too much to do, too little time, blah blah blah… You may not have the workday wherewithal of Wardle, who over a 3.5-hour lunch “a long, long, long time ago” sat at a table with five cohorts and hammered out the storylines, scripts and character development for Disney classics “Finding Nemo,” “Wall-E,” “Cars,” “Monsters Inc.” and “Toy Story” — perhaps setting power-lunch productivity records in the process.

Equity and Variable Pay Both tracks should have access to wealth-building components, such as long-term incentives and annual bonuses.

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Through it all, I’ve seen firsthand how fractional leadership can help drive long-term growth and success and give companies a competitive edge by accessing talent they would not have been able to afford on a full-time basis.”

Pierce says other related factors include: The significant economic boost ESG-focused investment alternatives will receive through an infusion of 401(k) funds;;The related furtherance of plan sponsors’ corporate citizenship ideals and plan participants’ passion for advancing ESG goals;;And, finally, the genuinely held belief by many experts that this new rule is inherently inconsistent with ERISA fiduciary duties. ; “While long ago I got out of the litigation prediction business, I do think the intersection of established ERISA principles with the recent emphasis on ESG will make for a unique and interesting contest,” Pierce said.

In some cases, such as the Amazon example, stock incentives or equity-based rewards can sweeten the pot.

In 2026, organizations are reassessing: ;Whether variable pay plans genuinely influence performance or simply function as deferred pay;; ;Whether benefits are aligned to employee life stages and usage patterns; and,; ;How regulatory requirements affect overall compensation architecture.; There is growing interest in simplifying structures, introducing choice-based benefits and ensuring incentives align more closely with outcomes rather than activity.