Boards Need to Get Nonprofit Executive Compensation Right

by Linda M. Lampkin, Senior Nonprofit Compensation Specialist 3. February 2017 13:49
Boards of nonprofits are tasked with setting compensation for their executives, and there are some compelling reasons to do it right. [More]

What Matters in Setting Nonprofit Executive Compensation

by Linda M. Lampkin, Senior Nonprofit Compensation Specialist 10. January 2017 10:34
Boards setting nonprofit CEO compensation have a lot to consider – they need to set salaries that attract and retain the leaders needed by the charity and also fulfill their fiduciary responsibilities to allocate the charity money wisely. At the same time, they must be compliant with IRS regulations on “reasonable compensation” (and perhaps state regulations) with an awareness of the potential for public scrutiny. [More]

Planning 2017 Salaries for Nonprofit Organizations

by Linda M. Lampkin, Senior Nonprofit Compensation Specialist 9. December 2016 10:40
So the annual pay increase surveys are out, predicting average raises of about 3% – pretty much the same as in the past several years. How helpful is this average when considering pay levels for a specific organization? While it might be simple to just add a percentage increase to all current salaries, that approach is not the way to maximize the effectiveness of payroll dollars, particularly in the nonprofit sector. [More]

Any Action on the ACT Recommendations?

by Linda M. Lampkin, Senior Nonprofit Compensation Specialist 7. July 2016 13:39
This year’s report of the Exempt Organizations (EO) Subcommittee of the IRS Advisory Committee on Tax Exempt and Government Entities (ACT) focused on planning for the future, which it predicted will not be positive unless its recommended changes are implemented. [More]

Compensation Benchmarking at Global Conglomerates

by Malak Kazan, CECP, CCP, CBP, GRP 30. May 2016 09:08
A global, diversified, conglomerate company is characterized as being a business entity with several combined operating units having distinctly different businesses that fall under one corporate group. Sometimes these organizations are structured as holding companies with many subsidiaries operating in multi-industry and multinational business contexts. From a compensation perspective, the total rewards philosophy and any equity compensation programs will be closely managed at the corporate level. Compensation benchmarking needs requiring access to many industry-specific data sets across international areas may often be decentralized at the subsidiary or business level. Alternatively, benchmarking may be consolidated in shared services centers of excellence with compensation experts responding to the needs of business units. [More]