Blair Jones

Managing Director at Semler Brossy Consulting Group, LLC

Location
Utica, New York Area
Industry
Human Resources
Previous
  1. Sibson Consulting, A Segal Company,
  2. Sibson Consulting (formerly Sibson & Company),
  3. Sibson Consulting
Education
  1. Williams College
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Background

Summary

Blair Jones works with Board Compensation Committees to align executive compensation with the unique business, market, and talent characteristics of the company and ensure value to executives is balanced by value created for company and its shareholders. Her insights and expertise are informed by 20 years of experience helping companies improve their business performance. Ms. Jones has particular experience assisting companies in transition.

Her views have been sought by and quoted in The New York Times, Business Week, The Wall Street Journal, Forbes and forbes.com, USA Today, the Los Angeles Times and HR Executive.

Experience

Managing Director

Semler Brossy Consulting Group, LLC
– Present (9 years 1 month)

Senior Vice President

Sibson Consulting, A Segal Company
(4 years)

Senior Vice President

Sibson Consulting (formerly Sibson & Company)
(14 years)

Senior Vice President

Sibson Consulting
(14 years)

Principal

Sibson & Company
(14 years)

Associate Consultant

Bain & Company
(1 year 4 months)Boston

Organizations

WorldatWork

Member Executive Rewards Advisory Council

Certifications

Certified Executive Compensation Professional (CECP)

Certified Compensation Professional (CCP)

Certified Benefits Professional (CBP)

Global Rewards Professional (GRP)

Honors & Awards

2013 NACD Directorship 100

NACD Directorship

Each year, NACD Directorship identifies the most influential people in the boardroom community, including directors, corporate governance experts, journalists, regulators, and advisors. Promoting continued economic growth remains a priority for policy makers and directors alike. Therefore, our NACD Directorship 100 recognizes those who participate in actual board work and those who influence how that work is done.
http://www.nacdonline.org/Directorship100/2013honorees.cfm

2014 NACD/Directorship 100

NACD

For the second year in a row Blair Jones has been named to the NACD/Directorship 100. NACD Directorship magazine each year identifies the most influential people in the boardroom community, including directors, corporate governance experts, journalists, regulators, and advisors.

Publications

Structure Pay Practices to Develop C-Suite Talent(Link)

NACD/Directorship
February 2014

To avoid sub-optimizing the performance of a talent-development system, boards need to assure the systems are built from the ground up with pay in mind. If compensation programs reward, motivate, and retain top performers as they move up, sideways, and take on special projects, the highest performing and the highest potential people will remain committed to the organization and become a competitive advantage. This article explores four specific tools CEO and boards can use for rewarding sustained high performers.

Authors:

Maximizing Your Comp Risk Assessment(Link)

NACD/Directorship
February 2013

Companies that have not completed a sufficiently well-rounded assessment may find themselves exposed if they disclose that their compensation programs do not incur undue risk and cannot back up that claim. By establishing a multi-faceted compensation risk assessment that incorporates an evaluation of the business and compensation elements, processes and practices, companies can initiate a more comprehensive discussion on the topic of compensation risk and extract more value from the exercise. This article explores a holistic analysis that ensures the most obvious red-flags are addressed and the company’s environment and the controls encourage the intended and desired risk-taking behavior.

Authors:

Engaging Shareholders on Pay(Link)

NACD/Directorship
November 2013

Recent results on say-on-pay votes suggest that, at times when shareholders become unhappy with executive pay programs, boards are sometimes caught unaware. This lapse seems to happen for a couple of reasons: oftentimes board members don’t visit shareholders themselves to hear about pay concerns. And company executives don’t learn about the concerns when they visit shareholders because they talk with portfolio managers who don’t necessarily bring the subject up. This article explores six steps to turning around a failed say-on-pay vote–and to avoid a failed vote entirely.

Authors:

ADVANCING THE DIALOGUE: Pay Practices for Developing C-Suite Talent(Link)

Semler Brossy Consulting Group
November 2013

In the best-run companies, CEOs and directors take considerable care in developing high-potential leaders. The best-run companies also make sure that compensation decisions and other rewards support leadership development efforts. To avoid sub-optimizing the performance of a talent-development system, companies need to build their systems from the ground up with pay and other non-financial rewards in mind. With the right system in place, pay and rewards catalyze continuous, fast-track talent development that underpins the company’s future success.

Authors:

Board Pay Trends(Link)

NACD/Directorship
October 2013

Webcast: Semler Brossy Consulting Group Managing Principal Blair N. Jones analyzes emerging director pay trends.

ADVANCING THE DIALOGUE: Righting the Say On Pay Ship(Link)

Semler Brossy Consulting Group
September 2013

By Seymour Burchman and Blair Jones


One of the positive outcomes of the Say on Pay provision in the Dodd-Frank legislation has been more regular dialogue between companies and shareholders. But to date, many companies have engaged with shareholders only after shockingly low votes. This article explores our recommendation – that companies should begin a dialogue with investors and proxy advisors well before pay concerns arise. This engagement can help avoid the distraction and other consequences of low Say on Pay vote results.

Authors:

LEADING MINDS OF COMPENSATION: Directors Grill Comp Advisors on Pay Issues(Link)

NACD/Directorship
July 2013

Today’s leading minds answered directors’ burning questions on the latest compensation trends for executives and directors alike.

Guest Appearance on Bloomberg "Surveillance"(Link)

Bloomberg TV
April 2013

"Who are the Highest Paid CEOs"

Semler Brossy Consulting Group’s Blair Jones discusses CEO pay on Bloomberg TV.

Webcast: Compensation Committee Conversations(Link)

NACD/Directorship
January 2013

Semler Brossy’s Blair Jones and Broadridge Financial Director Stuart Levine discuss the conversations compensation committees should be having to establish optimum remuneration plans

ADVANCING THE DIALOGUE: Getting the Most Out of Your Company’s Compensation Risk Assessment(Link)

Semler Brossy Consulting Group
January 2003

As the 2013 proxy season gets under way, issuers must again assess the level of risk in their compensation programs – namely, issuers must evaluate whether or not their compensation policies and practices are reasonably likely to have an adverse effect on the company. Our experience suggests that for most companies, compensation risk assessment is a routine, “check-the-box” exercise that often fails to reveal the company’s compensation-related enterprise risks. In this article we outline a multi-faceted approach to compensation risk assessment that executives can employ to ensure the process is both thorough and “value-added.” Further, we detail four critical questions that an engaged Director should raise to ensure their company’s risk assessment is compliant, thoughtful, and comprehensive.

Authors:

Webcast: Linking Executive Pay and Performance(Link)

WorldatWork
November 2012

Say on pay has shed light on companies’ ability to relate pay and performance. Blair Jones, CCP, CECP, Managing Director at Semler Brossy, discusses companies’ shift to other definitions of pay, including realizable pay.

Setting Performance Goals in Uncertain Times(Link)

Workspan
August 2011

Companies are challenged with goal setting in an uncertain and volatile market. This article explores alternative approaches to setting goals and structuring incentives in this environment.

Authors:

Using Long-Term Incentives as a Strategic Driver(Link)

Semler Brossy Consulting Group Ltd
August 2014

A clear and differentiated business strategy is critical to a company’s long-term success. The same is true for a well differentiated strategy for long-term incentive compensation. A tailored and thoughtful approach to long-term incentives can be a valuable management tool—reinforcing for both executives and company stakeholders the company’s key performance imperatives.

Authors:

Using Long Term Incentives as a Strategic Driver(Link)

Semler Brossy Consulting Group LTD
August 2014

LONG-TERM INCENTIVE DESIGN August 28, 2014
A clear and differentiated business strategy is critical to a company’s long-term success. The same is true for a well differentiated strategy for long-term incentive compensation. A tailored and thoughtful approach to long-term incentives can be a valuable management tool—reinforcing for both executives and company stakeholders the company’s key performance imperatives.

Authors:

Companies Say ‘No Way’ to ‘Say on Pay’(Link)

CFO Journal|Wall Street Journal
August 2014

Blair Jones cited in CFO Journal, a Wall Street Journal Publication.

Skills

  • Incentive Programs
  • Organizational Design
  • Organizational...
  • Acquisition Integration
  • Compensation Committee...
  • Strategy
  • Executive Pay
  • Deferred Compensation
  • HR Consulting
  • Sales Effectiveness
  • Management Consulting
  • Performance Management
  • Succession Planning
  • Compensation & Benefit
  • Talent Management
  • Benchmarking
  • Executive Development
  • Human Capital
  • Executive Coaching
  • HR Transformation
  • Employee Engagement
  • Job Evaluation
  • Job Analysis
  • Leadership Development
  • Workforce Planning
  • Personnel Management
  • Culture Change
  • Organizational...
  • Restructuring
  • Mergers & Acquisitions
  • See 15+  See less

Education

Williams College

Bachelor of Arts (BA), Chemistry, Highest Honors

Activities and Societies: Class Marshal; Chair, Honor Discipline Committee; Yearbook Editor 1988 and 1989; Purple Key Society; Gargoyle Society

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