Executive compensation has become a flashpoint issue for board members, institutional
investors, regulators, and the media. Examining critical market and regulatory issues,
this board leadership program enables compensation committee chairs and members to
design more effective compensation programs. You will explore best practices for aligning
executive pay to business strategy and company goals and for meeting shareholder expectations
as the regulatory climate evolves.
Executive compensation has become a flashpoint issue for board members, institutional
investors, regulators, and the media. Examining critical market and regulatory issues,
this board leadership program enables compensation committee chairs and members to
design more effective compensation programs. You will explore best practices for aligning
executive pay to business strategy and company goals and for meeting shareholder expectations
as the regulatory climate evolves.
This program is eligible for the Corporate Director Certificate. Learn More
Key Benefits
This executive compensation training program will enable you and your committee to
contribute more effectively to long-term performance, corporate profitability, and
employee satisfaction.
This executive compensation training program will enable you and your committee to
contribute more effectively to long-term performance, corporate profitability, and
employee satisfaction.
Details
Change the way your company approaches executive compensation
Adapt your compensation strategy to fit your business strategy
Make decisions with deeper knowledge of the relationships among compensation plans,
employee motivation, and long-term value creation
Balance the competing imperatives to attract and retain key executives, adhere to
new governmental rules, and navigate public sentiment
Ensure that the compensation structure promotes the desired corporate culture
Compete effectively for top talent in today's tight labor market
Understand and anticipate hot-button issues and trends in executive compensation
Examine the impact of regulatory issues in different countries
Respond to a more vigilant investor community
Create successful compensation plans and processes
Design better incentive systems and know the risks that certain incentive structures
can create
Avoid the risks of cookie-cutter executive compensation solutions and external ratings
systems
Gain investor buy-in on compensation plans
Get the most value from compensation consultants
Understand and effectively utilize subjective and objective performance measurement
systems
Expand your personal and professional network
Extend your network by living and working with accomplished executives from various
backgrounds, industries, and countries across the globe
Build relationships with a diverse group of peers who can provide wide-ranging insights
into your business challenges and career decisions
Who Should Attend
Directors on boards of publicly listed companies who serve as chairs or members of
compensation committees
Senior corporate executives who participate in compensation planning
Also appropriate for: Bank directors, chief executive officers, directors of human resources, investors,
legal professionals who help structure employment contracts, and senior regulatory
officials charged with implementing legislation
Attendance by two or more representatives of your compensation committee or organization
will foster teamwork and enhance the program's impact.
Directors on boards of publicly listed companies who serve as chairs or members of
compensation committees
Senior corporate executives who participate in compensation planning
Also appropriate for: Bank directors, chief executive officers, directors of human resources, investors,
legal professionals who help structure employment contracts, and senior regulatory
officials charged with implementing legislation
Attendance by two or more representatives of your compensation committee or organization
will foster teamwork and enhance the program's impact.
When you participate in an Executive Education program on the HBS campus, you enter an immersive experience where every aspect of the learning model has been carefully designed to facilitate your growth. Your learning will take place
on your own, in your living group, and in the larger classroom, driven by the renowned
HBS case method.
When you participate in an Executive Education program on the HBS campus, you enter an immersive experience where every aspect of the learning model has been carefully designed to facilitate your growth. Your learning will take place
on your own, in your living group, and in the larger classroom, driven by the renowned
HBS case method.
We admit candidates to specific sessions on a rolling, space-available basis, and
encourage you to apply as early as possible. Although most programs have no formal
educational requirements, admission is a selective process based on your professional
achievement and organizational responsibilities.
Our Program Advising team can help you at any stage of the admissions process—starting
with identifying the program that best addresses your learning and development goals.
Contact a program advisor via email or call 1.800.427.5577 (outside the U.S., call +1.617.495.6555).
Application Submission
We recommend that you apply at least four weeks before the program start date. You
may use our online form or download an application. HBS maintains all application
information in strict confidentiality. We acknowledge receipt of applications via
email. In the unlikely event that you do not receive an acknowledgment, please email
us at exed_admissions@hbs.edu or call us at +1.617.495.6226.
Application Review
To optimize the learning experience and maximize the exchange of ideas, our Admissions
Committee makes selections that balance each participant's experience, scope of current
responsibilities, and type of organization. HBS seeks candidates who reflect a broad
range of industries, functions, countries, and backgrounds. We review applications
monthly and will contact you via email with the Admissions Committee's decision.
Fee, Payment, and Cancellations
The program fee covers tuition, books, case materials, accommodations, and most meals.
You will be invoiced upon admission to the program. Invoices are due within 30 days
of receipt, or upon receipt if the program start date is less than 30 days from the
invoice date. If you need to cancel or defer your participation, you must submit your
request in writing more than 30 days before the start of the program to receive a
full refund. Cancellation or deferral requests received 14 to 30 days prior to the
start of the program are subject to a fee of one-half of the program fee. Requests
received within 14 days are subject to full payment.
We admit candidates to specific sessions on a rolling, space-available basis, and
encourage you to apply as early as possible. Although most programs have no formal
educational requirements, admission is a selective process based on your professional
achievement and organizational responsibilities.
Answering Your Questions
Our Program Advising team can help you at any stage of the admissions process—starting
with identifying the program that best addresses your learning and development goals.
Contact a program advisor via email or call 1.800.427.5577 (outside the U.S., call +1.617.495.6555).
Application Submission
We recommend that you apply at least four weeks before the program start date. You
may use our online form or download an application. HBS maintains all application
information in strict confidentiality. We acknowledge receipt of applications via
email. In the unlikely event that you do not receive an acknowledgment, please email
us at exed_admissions@hbs.edu or call us at +1.617.495.6226.
Application Review
To optimize the learning experience and maximize the exchange of ideas, our Admissions
Committee makes selections that balance each participant's experience, scope of current
responsibilities, and type of organization. HBS seeks candidates who reflect a broad
range of industries, functions, countries, and backgrounds. We review applications
monthly and will contact you via email with the Admissions Committee's decision.
Fee, Payment, and Cancellations
The program fee covers tuition, books, case materials, accommodations, and most meals.
You will be invoiced upon admission to the program. Invoices are due within 30 days
of receipt, or upon receipt if the program start date is less than 30 days from the
invoice date. If you need to cancel or defer your participation, you must submit your
request in writing more than 30 days before the start of the program to receive a
full refund. Cancellation or deferral requests received 14 to 30 days prior to the
start of the program are subject to a fee of one-half of the program fee. Requests
received within 14 days are subject to full payment.
What You Will Learn
Focused on developing practices that link executive rewards to corporate goals, this
board leadership program will help you excel in your compensation role, make better
decisions, and guide your organization through the complex issues related to executive
compensation. Through a rich learning experience that includes faculty presentations,
case studies, and small group discussions, the program explores key questions across
a number of critical areas.
Focused on developing practices that link executive rewards to corporate goals, this
board leadership program will help you excel in your compensation role, make better
decisions, and guide your organization through the complex issues related to executive
compensation. Through a rich learning experience that includes faculty presentations,
case studies, and small group discussions, the program explores key questions across
a number of critical areas.
What elements of compensation plans will be most effective in achieving your company's
strategic objectives?
How do you choose between alternative incentive programs?
How should compensation committees assess the value created by the CEO and management
team—and how much of that value should be shared with the CEO and management as compensation?
How should compensation plans relate to performance evaluation practices for the CEO
and other top executives?
What are the risks being created by your compensation program?
How is your compensation scheme affecting corporate culture—and what kind of compensation
scheme will promote the culture you wish to create?
How do you create the right peer group to benchmark CEO performance?
What role should the compensation committee play in determining CEO compensation,
designing compensation plans for other senior managers, and approving performance
targets and levels of compensation?
What does an effective process for committee activities look like—and how should compensation
consultants, the CEO or his or her representative, and the senior human resources
officer be involved in the process? How should the committee relate to each of these
players?
How should the compensation committee address new Securities and Exchange Commission
(SEC) requirements of compensation disclosure?
How can compensation committees ensure an effective compensation discussion and analysis
(CD&A) report?
Designing executive compensation with a strategic view
How can you structure your compensation plan to support your company's long-term strategic
objectives?
What factors motivate senior executives—and what role does compensation play in this
motivation?
What characteristics define compensation plans that are both motivating to executives
and acceptable to shareholders?
How can you get succession planning right and hire the right CEO?
Developing an effective compensation plan
What elements of compensation plans will be most effective in achieving your company's
strategic objectives?
How do you choose between alternative incentive programs?
How should compensation committees assess the value created by the CEO and management
team—and how much of that value should be shared with the CEO and management as compensation?
How should compensation plans relate to performance evaluation practices for the CEO
and other top executives?
What are the risks being created by your compensation program?
How is your compensation scheme affecting corporate culture—and what kind of compensation
scheme will promote the culture you wish to create?
How do you create the right peer group to benchmark CEO performance?
How do you determine the pay for directors?
Creating and implementing compensation committee processes
What role should the compensation committee play in determining CEO compensation,
designing compensation plans for other senior managers, and approving performance
targets and levels of compensation?
What does an effective process for committee activities look like—and how should compensation
consultants, the CEO or his or her representative, and the senior human resources
officer be involved in the process? How should the committee relate to each of these
players?
How should the compensation committee address new Securities and Exchange Commission
(SEC) requirements of compensation disclosure?
How can compensation committees ensure an effective compensation discussion and analysis
(CD&A) report?
The HBS Advantage
Our Executive Education programs are developed and taught by HBS faculty who are widely
recognized as skilled educators, groundbreaking researchers, and award-winning authors.
Through their board memberships, consulting, and field-based research, they address
the complex challenges facing business leaders across the globe.
Our Executive Education programs are developed and taught by HBS faculty who are widely
recognized as skilled educators, groundbreaking researchers, and award-winning authors.
Through their board memberships, consulting, and field-based research, they address
the complex challenges facing business leaders across the globe.
Program content, dates, schedule, fees, technology platforms, and faculty are subject
to change. In accordance with Harvard University policy, Harvard Business School
does not discriminate against any person on the basis of race, color, sex or sexual
orientation, gender identity, religion, age, national or ethnic origin, political
beliefs, veteran status, or disability in admission to, access to, treatment in, or
employment in its programs and activities.
