Results of 2nd Pulse Survey Impact of COVID-19 on Rewards ... April 2020.pdfKorn Ferry conducted a second pulse survey to understand the impact of COVID-19 on business and human capital

Geography : Global

Industry : All

April 2020

Results of 2nd Pulse Survey

Impact of COVID-19 on

Rewards & Benefits

1 INTRODUCTION AND KEY HIGHLIGHTS 3

2 KORN FERRY PERSPECTIVE 4

3 PARTICIPANTS OVERVIEW 5

4 PANDEMIC EFFECT ON BUSINESS IN 2020 7

- Global, Geographical & Industry Impact

5 REWARDS & BENEFITS MEASURES IMPLEMENTED 17

- On Salary & Benefits

- On Incentives / Bonuses

- By Employee Groups

- By Geography & Industry

6 WORKFORCE MEASURES IMPLEMENTED 24

- Leave Management & Hiring

- Cost Reduction Measures : Short Term & Long Term

- Workforce Accommodations

7 CHALLENGES FACED 30

8 LEADING THROUGH & BEYOND COVID-19 33

TABLE OF CONTENTS

Geography : Global

Industry : All

x

INTRODUCTION AND KEY HIGHLIGHTS

© 2020 Korn Ferry. All rights reserved 3

20%

34%

29%

42%

SALARY CUTS SALARY FREEZE

March COVID-19 Survey April COVID-19 Survey

% Organizations that have implemented, or are considering to implement, these measures

Korn Ferry conducted a second pulse survey to understand the impact of COVID-19 on

business and human capital management practices. The pulse survey ran from 15th to

24th April 2020. This was conducted four weeks after our initial pulse survey.

The biggest shift since our first survey is an increase in the use of salary cuts and

salary freezes. Simultaneously, organizations are considering both permanent layoffs

and/or temporary measures to reduce the workforce capacity, many of which are

supported by state intervention in participants' countries of operation.

This report covers responses from the following organization profiles:

▪ Geography: Global

▪ Industry: All

Geography : Global

Industry : All

x


KORN FERRY PERSPECTIVE

These global findings provide a broad indication of the initial impact that COVID-19

has had on global business. However, we wish to note that:

▪ Countries, regions and sectors are impacted differently by the pandemic:

− The number of participants who are uncertain of the impact on their business has declined

with more organizations taking actions on labor cost and reward management. The

perception of the severity of the impact has become more negative.

− Sectors impacted most significantly include: Travel, Retail, Transportation, Oil & Gas,

Construction, and Consumer Durables. Least impacted sectors include:

Healthcare, Utilities, Insurance, FMCG, Telecommunications, and Public Sector.

− Salary freezes are the most prevalent form of wage control. Salary cuts are less

prevalent. Executives are most impacted by reductions in compensation.

− There is an increasing trend for premium pay for front-line essential workers in sectors where

their presence is critical for operations.

− A strong majority of organizations anticipate profound changes to workforce management

practices going forward, including more disciplined cost management, a more virtual

workforce and better communications with employees.

▪ These survey findings will likely continue to evolve over the coming weeks. Korn

Ferry will conduct a third survey in May to identify these shifts.

Geography : Global

Industry : All© 2020 Korn Ferry. All rights reserved

5

PARTICIPANT PROFILE

By Organization size By Ownership type

Publicly held, 23%

Privately held/family held, 62%

Govt/public sector/state/NFP,

9%

Other, 6%

Less than 100 people, 12%

101 -250 people, 13%

251 - 500 people, 12%

501 - 1,500 people, 20%

1,501 - 5,000 people, 20%

5,001 - 20,000 people, 14%

More than 20,000 people,

9%

© 2020 Korn Ferry. All rights reserved

PARTICIPANTS OVERVIEWRespondents are typically from the Compensation and Benefits function (manager level and above), HR Business partner, CHRO

& Finance areas. A wide range of organization size and ownership is represented.

# OF RESPONDENTS = 3880

Geography : Global

Industry : All © 2020 Korn Ferry. All rights reserved 6

PARTICIPANT PROFILE

By Industry (% of sample)

Banks 3%

Chemicals 5%

Construction and Materials 4%

Consumer Durables 2%

Education 1%

Fast Moving Consumer Goods 11%

Financial Services 5%

Healthcare 2%

High Technology 6%

Industrial Goods 8%

Insurance 4%

Leisure and Hospitality 1%

Life sciences 2%

Media 1%

Natural Resources 3%

Not-for-Profit 2%

Oil and Gas 6%

Other 16%

Public Sector 2%

Retail 6%

Services 5%

Telecommunications 2%

Transportation 3%

Utilities 2%

By Country (where no of respondents >50)

USA 340

Mexico 187

Turkey 177

Czech Republic 143

United Kingdom 142

Brazil 138

Poland 138

Romania 129

Canada 117

Argentina 117

Australia 114

New Zealand 108

Russian Federation 106

Malaysia 101

Thailand 93

Hungary 90

Portugal 84

Ukraine 79

Singapore 74

Italy 70

Belgium 70

India 67

United Arab Emirates 62

Slovakia 60

Hong Kong 61

Indonesia 57

Peru 56

PARTICIPANTS OVERVIEWThere is strong representation globally across all major regions and industries.

PANDEMIC EFFECT ON BUSINESS IN 2020

Geography : Global

Industry : All

Clarity over the

economic impact of

COVID-19 has

increased since our

first survey with

“Don’t Know”

declining from 33%

to 21%.

69% of organizations

expect a decline in

revenues indicating

a very significant

decline in the global

economy.

Whilst a greater

percentage of

essential

organizations see a

positive impact,

nearly 2/3s consider

the impact will be

negative.

8© 2020 Korn Ferry. All rights reserved

GLOBAL IMPACTMarket perception of pandemic effect on business in 2020

Annual revenue is expected to…March Survey

All Organizations

April Survey

All Organizations

April Survey

Essential

Organizations *

Positive Impact… increase by more than 10% over budget 2% 2% 7%

No Impact… be in line with budget 5% 7% 6%

Small Impact… decline by 5%~15% 15% 17% 15%

Significant Impact… decline by 15%~30% 28% 33% 37%

Serious Impact… decline by 30%~50% 17% 13% 15%

Very Serious Impact… decline by more than 50% N/A 6% 7%

Don’t know yet 33% 21% 15%

# OF RESPONDENTS 2950 3880 124

*Participants self-reported if the organization was considered an ‘essential’ service during COVID-19

Geography : Global

Industry : All

There is less certainty

concerning the

economic impact of

the virus in North

America.

There is consistency

amongst

organizations seeing

the economic

impact as significant

(a decline by 15%-

30%) irrespective of

organizational HQ

location.

Annual revenue is expected to… Global APAC EMEANorth

America

South

America

Mexico &

Central

America

Positive Impact… increase by more than 10% over budget

2% 1% 2% 3% 2% 2%

No Impact… be in line with budget

7% 7% 8% 6% 6% 5%

Small Impact… decline by 5%~15%

17% 18% 18% 14% 15% 17%

Significant Impact… decline by 15%~30%

33% 33% 34% 33% 33% 34%

Serious Impact… decline by 30%~50%

13% 13% 12% 11% 14% 15%

Very Serious Impact… decline by more than 50%

6% 9% 5% 4% 8% 7%

Don’t know yet 21% 20% 21% 28% 22% 21%

# OF RESPONDENTS 3880 757 1895 457 465 317


GEOGRAPHICAL IMPACTMarket perception of pandemic effect on business in 2020

Geography : Global

Industry : All

More FMCG

organizations (6%)

see a positive impact

than the global

average, and nearly

a quarter believe that

there will be a small

impact (a decline of

less than 15%).

All Leisure &

Hospitality

organizations are

seeing significant

impacts to

revenues. A majority

are reporting very

serious impacts.

Whilst Retailers who

have reported as

“essential” are more

positive about

revenues, a majority

still think there will be

at least significant

decline.

Annual revenue is expected to … GlobalConsumer

DurablesFMCG

Leisure &

Hospitality

Retail

Essentials

Retail

Non-

Essential


2% 2% 6% 0% 7% 1%


7% 3% 10% 0% 6% 0%


17% 9% 23% 0% 15% 5%


33% 43% 25% 16% 37% 36%


13% 18% 10% 21% 15% 31%


6% 9% 3% 53% 7% 16%

Don’t know yet 21% 15% 24% 11% 15% 12%

# OF RESPONDENTS 3880 87 442 38 124 120

INDUSTRY IMPACT : CONSUMERMarket perception of pandemic effect on business in 2020


Geography : Global

Industry : All

The majority of

Industrial

organizations across

all sectors (except

Utilities) are

expecting a

significant decline in

revenues.

Utilities are faring

better with a slight

majority reporting a

relatively small

decline or no impact

on revenues.

Annual revenue is

expected to …Global Chemicals

Const. &

Materials

Industrial

Goods

Natural

Resources

Oil &

Gas

Transport-

ationUtilities

Positive Impact… increase by more than 10%

over budget2% 3% 0% 2% 1% 0% 0% 0%


7% 7% 2% 8% 8% 5% 2% 15%


17% 20% 14% 11% 18% 14% 11% 37%


33% 34% 45% 41% 35% 28% 35% 22%


13% 10% 17% 15% 10% 20% 17% 7%


6% 2% 7% 5% 5% 9% 18% 1%

Don’t know yet 21% 24% 14% 18% 24% 25% 17% 18%

# OF RESPONDENTS 3880 179 149 308 101 224 116 83

INDUSTRY IMPACT : INDUSTRIALMarket perception of pandemic effect on business in 2020


Geography : Global

Industry : All

The Financial sector

is moderately

impacted with

around a third of

organizations

impacted by a

15%-30% decline in

revenues, with the

exception of banking

where the impact

has not yet been fully

assessed.

Annual revenue is expected to … Global BankingFinancial

ServicesInsurance


2% 0% 2% 0%


7% 4% 8% 6%


17% 20% 19% 28%


33% 31% 35% 34%


13% 8% 8% 8%


6% 2% 4% 0%

Don’t know yet 21% 36% 24% 25%

# OF RESPONDENTS 3880 124 184 144

INDUSTRY IMPACT : FINANCIALMarket perception of pandemic effect on business in 2020


Geography : Global

Industry : All

Healthcare providers

sector see a slight

positive impact on

revenues – more

than in any other

sector, however the

majority are seeing

a decline.

28% of Life Sciences

respondents see

either a small or no

impact to revenues.

Annual revenue is expected to … GlobalHealthcare

Providers

Healthcare

Other

Life

Sciences


2% 8% 0% 1%


7% 0% 0% 27%


17% 20% 39% 29%


33% 37% 32% 22%


13% 14% 11% 3%


6% 4% 7% 0%

Don’t know yet 21% 16% 11% 19%

# OF RESPONDENTS 3880 49 28 79

INDUSTRY IMPACT : HEALTHCARE & LIFE SCIENCESMarket perception of pandemic effect on business in 2020


Geography : Global

Industry : All

This sector

is moderately

impacted with a

majority of

organizations

reporting 15%-30%

decline in revenues.

Telecoms businesses

expect less of a

relative impact,

although one third of

respondents are

unsure at this stage.

Organizations in the

Media and Services

sector are reporting

a more serious

impact within this

group.

Annual revenue is expected to … Global High Tech. Telecom Media Services


2% 2% 0% 0% 2%


7% 7% 12% 3% 5%


17% 21% 25% 7% 16%


33% 36% 28% 47% 38%


13% 9% 2% 13% 15%


6% 3% 1% 10% 9%

Don’t know yet 21% 22% 32% 20% 16%

# OF RESPONDENTS 3880 250 87 30 191

INDUSTRY IMPACT : TECHNOLOGY, MEDIA & SERVICESMarket perception of pandemic effect on business in 2020


Geography : Global

Industry : All

The Public sector is

less impacted within

this group, although

there is a very high

level of uncertainty in

expected impact.

Not-For-Profits (NFP)

and Education

sectors are

significantly

impacted.

Annual revenue is expected to … Global EducationNot-for-Profit

(NFP)

Public

Sector

Positive Impact…increase by more than 10%

2% 4% 2% 1%

No Impact…be in line with budget

7% 2% 11% 14%

Small Impact…decline by by 5%~15%

17% 21% 14% 13%

Significant Impact…decline by 15%~30%

33% 36% 31% 26%

Serious Impact…decline by 30%~50%

13% 15% 12% 6%

Very Serious Impact…decline by more than 50%

6% 9% 8% 6%

Don’t know yet 21% 13% 23% 34%

# OF RESPONDENTS 3880 47 65 80

INDUSTRY IMPACT : EDUCATION, NFP & PUBLIC SECTORMarket perception of pandemic effect on business in 2020


Geography : Global


INDUSTRY IMPACT: Most selected responseMarket perception of pandemic effect on business in 2020

Very Serious Impact…decline by more than 50%

Significant Impact…decline by 15% - 30%

Small Impact…decline by 5% -15%

Annual revenue is expected to ….

Healthcare other, Life Sciences, Utilities

All other organizations

Leisure & Hospitality

Serious Impactdecline by 30%-50%

Don’t Know Yet Public Sector, Telecom, Banking

-

REWARDS &

BENEFITS

MEASURES

IMPLEMENTED

Geography : Global

Industry : All

The majority of

organizations continue to

report they are not yet

considering salary

reductions.

The proportion of

organizations

implementing salary cuts

has increased from 4% to

15% since our last survey.

The percentage of

organizations

implementing a salary

increase freeze has

nearly doubled, going

from 12% to 21%.

29% of participants have

implemented or are

considering implementing

additional temporary

payments for attending

work.


15%

21%

23%

11%

22%

17%

7%

15%

21%

19%

22%

16%

12%

11%

71%

58%

59%

68%

62%

71%

82%

Sal ary cut s

Annual sa l ary i ncreases: cance l l ed / sa l ary f reeze

Annual sa l ary i ncreases: def er ra l / de l ay

Annual sa l ary i ncreases: ad j ust ed p l anned average i ncrease %

Prom ot i on i ncreases: suspended

Addi t i ona l t em porary pay f or a t t endi ng work ( e . g . suppl em enta l bonus, hazard pay, hero pay)

Reduct i on of benef i t s ( e . g . re t i rement /capi tal accum ul at i on)

Already put measures in place Considering putting these measures in place Not currently considering these measures

IMPACT ON SALARY & BENEFITS

N = 3880

Geography : Global

Industry : All

A majority of

organizations are not

yet considering

changes to their

incentive / bonus

programs – particularly

in LTI programs.

The proportion of

participants that have

reduced, deferred or

delayed STIs has

increased from 8% to

14% since our last

survey.

The percentage of

organizations that have

made adjustments to

sales incentives has

increased from 6% to

11% since our last

survey.


14%

9%

11%

7%

5%

2%

3%

2%

22%

29%

26%

15%

18%

5%

5%

5%

64%

62%

63%

78%

77%

93%

92%

93%

Shor t - t e rm i ncent i ve / annual bonus: reduct i on , defer ra l or de l ay

Shor t - t e rm i ncent i ve / annual bonus: per f ormance t arget ad j ust ment

Sa l es i ncent i ves: per f ormance t arget ad j ust m ent

Long- term i ncent i ve (per formance based) : reduct i on , def er ra l or de l ay of awards

Long- t erm i ncent i ve ( per f ormance- based) : per f orm ance t arget ad j ust m ent f or cur rent award

cyc l e

St ock - based awards: grant i ng l a rger num ber o f shares because of l ower share pr i ce

St ock - based awards: grant i ng t he sam e num ber o f shares as l as t year

St ock - based awards: ho l d i ng of f on schedul ed grants unt i l l a ter i n the year

Already put measures in place Considering putting these measures in place Not currently considering these measures

IMPACT ON INCENTIVES / BONUSES

N = 3880

Geography : Global

Industry : All

Geography : Global


▪ In line with Korn Ferry’s perspective on Leadership from the Top, there is a greater prevalence of salary and bonus adjustment

targeted at Executive and middle manager levels than at front line or manufacturing / operational employees.

▪ Salary freeze is the most consistent action across all employee groups.

67%

56%

49%

41%

33% 34%

62%66%

64%

58%

48% 50%

67%65%

56%

45%

36%38%

EXECUTI VES M I DDLE M ANAG ERS PRO FESSI O NAL/ SUPERVI SO RY RO LES

CLERI CAL RO LES M ANUFACTURI NG / O PERATI O NS

CUSTO M ER- FACI NG STAFF ( EG SHO P FLO O R

/ SALES/ SERVI CE)

Salary cuts Salary freeze Short term incentive/annual bonus reduction

IMPACT BY EMPLOYEE GROUPSRewards and Benefits measures implemented, or considered to be implemented, as a result of the pandemic

N = 1128

Geography : Global

Industry : All

Geography : Global


29%

34%

25%

38%

28%

39%42%

38% 39%

58%

42%

48%

37% 38%35%

37% 37%

42%

G LO BAL NO RTH AM ERI CA EM EA SO UTH AM ERI CA APAC M EXI CO & CENTRAL AM ERI CA


IMPACT BY GEOGRAPHYRewards and Benefits measures implemented or being considered as a result of the pandemic

N = 1128

▪ There is a high degree of regional consistency in compensation reduction measures.

▪ Salary freezes are the most prevalent actions across regions, especially in South America.

▪ Salary cuts are least prevalent in EMEA, driven by the nature of employment protection in Europe.

Geography : Global

Industry : All

Geography : Global


29%

21%

36%

40%

30%32%

8%

42% 41%

47%

55%

50%

30%

19%

37%39% 39%

37%39%

34%

22%

G LO BAL FI NANCI AL I NDUSTRI AL CO NSUM ER TECHNO LO G Y HEALTHCARE LI FE SCI ENCE


IMPACT BY INDUSTRYRewards and Benefits measures implemented or being considered as a result of the pandemic

N = 1128

▪ Healthcare and Life Science organizations have made far fewer adjustments than those in any other sectors.

▪ Consumer organizations have so far been most active in making adjustments with over 50% implementing salary freezes and

40% implementing salary cuts.

Geography : Global

Industry : All

Organizations implementing or considering support

over and above standard work support indicates a

real boost for wellness programs


ADDITIONAL WORK SUPPORTSUPPORT FOR SICK EMPLOYEES

42%

4%

7%

5%

42%

Ful l pay

Reduced pay

Government subsidy

Unpaid leave

Not appl icab le

The approach to paying employees who are

diagnosed with COVID-19 and are unable to work

(assuming sick leave has been exhausted) tends to

be generous

N = 3815 N = 3823

93%

15%

39%

8%

3%

11%

18%

10%

4%

74%

43%

82%

Accelerating working from homearrangements and building support

systems

Allowance/expense to cover Wi-Fiand/or cost of utilities for office-basedemployees who now work from home

Virtual wellness moments for remoteworkers eg. mental counselling, yoga

etc

Enhancing employee debt relief

Already put measures in place

Considering putting these measures in place

Not currently considering these measures

WORKFORCE

MEASURES

IMPLEMENTED

Geography : Global

Industry : All

3%

21%

9%

63%

6%

15%

29%

16%

91%

63%

62%

22%

Increase of outsourcing , contractors

Decrease of outsourcing , contractors

Restructuring / organizat ional

change

Delaying new h i res





HIRING MEASURESLEAVE MANAGEMENT

42%

15%

16%

14%

42%

71%

Act ive management o f paid leave

Voluntary leave/ sabbat ical o f fered

(unpaid)




N = 3815

N = 3815

Delaying new hires has become a more prevalent

action since the last survey increasing from 53% to

63% of participants

Active leave management has accelerated significantly

since our last survey with over 55% of organizations

implementing or considering implementation

Geography : Global

Industry : All

Geography : Global


9%

13%

14%

12%

35%

9%

11%

15%

14%

12%

82%

76%

71%

74%

53%

T emporary layof f / fur lough (wi thout subsidy by Local /Fed Govt)

T emporary layof f / fur lough ( leverag ing government subsidy)

Reduced hours (wi thout government subsidy)

Reduced hours ( leverag ing government subsidy)

Reduced overt ime




COST REDUCTION MEASURES – SHORT TERM

29%

Temporary/furlough workforce reduction:

Approx. average % of staff layoff

N = 3815 N = 684

▪ 47% of organizations have implemented or are considering overtime reduction.

▪ Organizations have reported an average 29% temporary/furlough workforce reduction

Geography : Global

Industry : All

27


When no government subsidies are

available , payments for employees

temporarily unemployed/

furloughed due to COVID-19

When government subsidies are

available, additional salary guarantee

for employees temporarily unemployed

due to COVID-19

Estimated length of temporary

layoff/furlough/reduced hours programs

Less than one month,

5% 1 month, 8%

Two or three months, 36%

Four or more

months, 5%

Don't know yet, 25%

Not applicable,

21%

Fully close the gap, 15%

Partially close the gap, 22%

No additional pay, 63%

No pay, 15%

Reduced pay, 24%

Full pay, 23%

Not Applicable,

39%

COST REDUCTION MEASURES – SHORT TERM

N = 1313 N = 1312 N = 1820

Geography : Global

Industry : All

Geography : Global


COST REDUCTION MEASURES – LONG TERM

7%

3%

2%

17%

7%

7%

76%

91%

91%

Permanent staf f layof fs/ redundancies

Early ret i rement (w i thout penal ty)

Early ret i rement wi th lumpsum buyouts/ incent ives



Not currently considering these measuresPermanent workforce reduction :

Approx. average % of staff layoff

13%

N = 3815 N = 477

▪ 24% of organizations have implemented or are considering staff layoffs/redundancies.

▪ Organizations who are implementing or considering the permanent layoff measure have reported a 13% reduction in workforce

Geography : Global

Industry : All

Geography : Global


34%

20%

60%

14%

43%

31%

60%62%

51%

14%

26%

12% 11%

15%

27%

48%

54%

29%

19% 19%21%

11%

19% 21%

45%

50%

32%

Have not s t ar t ed t o cons i der t he re turn to work

No changes ( bus i ness as

usual )

Work f rom hom e ( vo l unt ary)

Reduced work i ng hours

F l ex i b l e work i ng hours

Spl i t t eam s Soci a l d i s t anc i ng I ncreased saf e t y m easures

I ncreased ava i l ab i l i t y o f

t echnol ogy and equi pm ent

Head office (Corporate Staff) Manufacturing / Operations Customer-facing staff (eg shop floor/ sales/service)

N = 3880

WORKFORCE ACCOMMODATION ACTIONS TAKEN/CONSIDERING ON RETURN TO WORK

▪ The top 4 accommodations that have been or will be enforced are voluntary work from home, social distancing,

increased safety measures and increased availability of technology.

▪ Generally, actions are consistent across the workforce except for much higher prevalence of work from home and flexible

hours for head office (corporate) staff.

CHALLENGES

FACED

Geography : Global

Industry : All 31© 2020 Korn Ferry. All rights reserved

Smallest challenge

Biggest challenges for the HR Department during the pandemic

March

COVID-19

Survey

April

COVID-19

Survey

Measuring and improving the work efficiency of remote workers 23% 20%

Inadequate resources to aid the control and prevention of an outbreak within the premises (masks, disinfectants,

training, etc)5% 6%

Difficulty in predicting the future workforce needs in response to the evolving economic landscape 30% 32%

Lack of relevant work regulations and practical rules during a pandemic outbreak (such as overtime pay, leave

benefits, employee assistance, etc)11% 8%

Acting as a trusted advisor to management in times of crisis 7% 10%

Maintaining employee engagement levels and trust with the leadership team 14% 16%

Getting a consistent flow of information and updates out to employees 10% 9%

# OF RESPONDENTS 2814 3741

HUMAN RESOURCES CHALLENGES

Geography : Global

Industry : All

The vast majority of

organizations expect

significant changes to

workforce management

practices going forward.

Nearly two thirds of

participants will continue

to operate more virtually

once the crisis is over.

47% of organizations feel

they will be more

disciplined about cost

management once the

crisis is over.

42% of organizations are

committed to more open,

transparent, and frequent

two-way employee

communication.17%

63%

42%

32%

21%

16%

47%

34%

31%

21%

16%

2%

Return largely unaltered to existing operations, systems,processes and policies

Continue to operate more virtually

Encourage more open, transparent and frequent two-wayemployee communication

Add crisis leadership traits to our leadership profile expectations

Restructure our business and/or shift our business focus

Be more selective in launching internal initiatives

Be more disciplined about cost management

Be more focused on employee engagement

Operate with a more flexible approach to managing people costs

Adopt a nimbler/more flexible approach to reward management

Adopt a more consistent/structured approach to rewardmanagement

May not emerge from the crisis

% Participant respondents

32

N = 3880

WHAT ORGANIZATIONS PLAN TO DO DIFFERENTLY AFTER THE CRISIS


Geography : Global

Industry : All

x

LEADING THROUGH AND BEYOND COVID-19.


Managing the challenges of this global pandemic requires innovation and agility amidst

unprecedented uncertainty. Korn Ferry will continue to share timely and helpful perspectives on

important and emerging issues.

Read about Executive Pay Actions Arising from COVID-19

A New Compensation Committee Game Plan – AVAILABLE NOW!!

In this brief guide, we share Korn Ferry’s perspective and point of view on many of the key

questions that Compensation Committees are asking about possible adjustments to executive

compensation. Download your copy here.

Webinar series: Accelerating Through the Turn

Starting 29 April, 2020

Many organizations are thinking about recovery and what the future of their business looks like.

Join our webinar series, ‘Accelerating Through the Turn’, where we look at the likely changes

post-COVID that will impact leaders, their people and organizations.

We will continue to run ‘pulse’ surveys to provide up-to-date data on the impact and actions

resulting from the crisis. In the meantime, please feel free to contact us via your local Korn

Ferry office or kornferry.com

https://infokf.kornferry.com/rs/494-VUC-482/images/Korn-Ferry-Executive-pay-actions-arising-from-COVID-19.pdf?utm_source=outreach&utm_medium=email&utm_term=conclusion&utm_content=rb-pulse-survey-2-report&utm_campaign=20-04-gbl-rb-survey-2

https://infokf.kornferry.com/rs/494-VUC-482/images/Korn-Ferry-Executive-pay-actions-arising-from-COVID-19.pdf?utm_source=outreach&utm_medium=email&utm_term=conclusion&utm_content=rb-pulse-survey-2-report&utm_campaign=20-04-gbl-rb-survey-2

https://infokf.kornferry.com/REG_EML_-2020-04-21_Virtual-Conference-Invite_CROSS_GBL_GL-Other_MoFu_Accelerating-Through-the-Turn.html?utm_source=outreach&utm_medium=email&utm_term=link&utm_content=rb-pulse-survey-2-report&utm_campaign=20-04-global-accelerating_through_the_turn

https://infokf.kornferry.com/REG_EML_-2020-04-21_Virtual-Conference-Invite_CROSS_GBL_GL-Other_MoFu_Accelerating-Through-the-Turn.html?utm_source=outreach&utm_medium=email&utm_term=link&utm_content=rb-pulse-survey-2-report&utm_campaign=20-04-global-accelerating_through_the_turn

Geography : Global

Industry : All© 2020 Korn Ferry. All rights reserved 34

▪ For specific technical questions about this survey please direct your email to

[email protected] and we will find the appropriate person to reply

▪ Global and North America Don Lowman, [email protected]

▪ EMEA Mark Quinn, [email protected]

▪ South America Marco Santana, [email protected]

▪ Asia Pacific Trevor Warden, [email protected]

Mary Chua, [email protected]

Contact us

mailto:[email protected]






Geography : Global

Industry : All

Documents

Results of 2nd Pulse Survey Impact of COVID-19 on Rewards ... April 2020.pdfKorn Ferry conducted a second pulse survey to understand the impact of COVID-19 on business and human capital