Webinar: Shifting Strategic Workforce Decisions, Increase Board Performance and CEO Compensation

The vision for our workforce changes every few months and the industry has a new language and context for understanding the needs of our employees. Unbounded workforces and multiple versions of hybrid work-location models are new to C-Suite conversations across many industries. The workforce conversation is one we all need to be aware of in a continual learning mode. Your DDJ Myers sessions hosts suggest adding the topic of strategic workforce analysis (SWA) to your strategic planning conversations with a fresh perspective, rich open-ended questions, and the knowledge that you will be positively inspired by ideas on caring for employees who care for your members.

Actionable information regarding workforce considerations for the future is the session focus, which includes a deeper dive into many generative questions. Which workforce hybrid model is best? Which roles can or should be 100% remote? What organizational changes need to be made to support a remote workforce? What options are available to cultivate informational cultural interactions in a remote situation?  How many employees will be needed in five years (or ten), assuming we retain our current growth? What new leadership practices support a hybrid workforce? How does goal setting integrate into a hybrid-located organization with employees caring for children and home-schooling?

Key Takeaways:

• A holistic understanding of attributes related to conducting your SWA 
• Specific questions to get you started
• Things to consider for your short- and long-term strategic people-related goals 

These are exciting times for boards and how they lead! Boardroom conversations have changed in recent months to focus on the immediate priorities of supporting the membership and persevering as an organization. In some ways, the pressure of the global pandemic is highlighting the need for focused skill development, long-term philosophical (re)alignment, and actionable succession plans that focus on development at the governance level. Beyond the urgent lies the strategic opportunity...but where to start?

During this webinar, DDJ Myers will present credit union research findings among eight best-practice governance categories and directors’ assessed technical skills against benchmark requirements. Within the details of the data, micro-habits and skill concentrations are revealed to make a macro-level impact on a self-governing fiduciary body. The good news is, most boards identify low hanging fruit that has an immediate impact on increasing the board's sense of accomplishment. 

Key Takeaways:

• How to benchmark and measure needed technical skills as an evolving fiduciary body
• Actionable insights to enhance board alignment
• Where to leverage board strengths and how to measure progress
• Knowledge of common areas of board development

Numerous CEO shifts this year directly impact potentially outdated compensation philosophies related to creating a rewards package to retain and reward a newly hired or promoted CEO. Unfortunately, CEOs are often unsure of their performance metrics, short-term incentives, long-term incentives, and retirement package a year or more after they assume a CEO role. The impact is a lack of clarity on success factors between the Board and CEO, which inevitably transfers and translates to a less-than-adequate clarity of priorities and actions within the executive and management ranks.

The best outcome is a strategically oriented compensation philosophy and game plan to align performance expectations and compensation components to the needs of the organization in an effective and expeditious manner. 

Key Takeaways:

• Best practices in understanding and using a multitude of compensation surveys.
• A perspective on tenure and percentile rank in deciding compensation range.
• Considerations in setting a range of incentives from the threshold, target, and superlative levels.
• The pitfalls and best practices in selecting a supplemental executive retirement plan