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Mo#vate
High performing companies provide employees with the elements necessary to succeed.
Engage
High performing companies provide an environment where employees can engage and contribute to results.
Reward
High performing companies develop trust among their employees that rewards will be provided for their con9nued contribu9on.
Vision
Leadership
Direc9on
Teamwork
Empowerment
Impact
Personal Value
Fulfillment
Culture
Development
Recogni9on
Pay and Rewards
Employees must understand and value the company mission, strategic objec9ves and vision.
Employees must trust the leadership team and their ability to drive the company.
Employees must work toward objec9ves that impact company performance.
Employees must have a sense of belonging and value others’ efforts so they can collaborate for shared success.
Employees must take ownership of their work and ac9vely pursue ac9vi9es that achieve work objec9ves.
Employees must know that their voices are heard and know that their work has meaning to the company, customers or society as a whole.
Employees must feel that the company’s values are aligned with their own.
Employees must pursue their poten9al and find work that provides them with a sense of happiness and meaning.
Employees must support the culture when it fits with the business environment and influence change to keep alignment with cri9cal business factors such as innova9on, transparency or growth.
Employees must take the ini9a9ve to assess their professional skills and interests, and collaborate with management to iden9fy development opportuni9es.
Employees must know that their efforts and achievements are important. They should also recognize peers and members of cross-‐func9onal teams for their exper9se and contribu9on.
Employees must consider all the factors that makes their company a great place to work when evalua9ng their pay levels, and then communicate with managers regularly regarding their pay expecta9ons.
The company and its leaders must display their commitment to direc9on and goals through both words and ac9ons.
Leadership must effec9vely communicate the what, why and how of metrics and goals. Their purpose must be clear to business units and employees across the organiza9on.
Managers must encourage collabora9on, mediate disputes, and outline clear roles across the organiza9on.
Leaders must provide the condi9ons to excel while evalua9ng progress, at regular intervals, to ensure employees have the resources necessary to meet objec9ves.
Leaders must delegate authority, value innova9on, and invite feedback from every level of the organiza9on. Leadership needs to interact with all employees in meaningful ways.
Companies must clearly communicate their values internally, externally, and demonstrate their approach through corporate social responsibility and outreach programs.
Managers must understand their employees’ long-‐term work objec9ves and provide opportuni9es that are in alignment with the company’s success.
Leaders must iden9fy messages that will drive consistent behaviors among employees, customers and shareholders. Brand consistency inside and outside the work environment is important.
Leadership must provide policies and programs that invest in the con9nued development of employees. Managers must ac9vely assess and coach employees to develop skills and achieve business objec9ves.
Leadership must regularly communicate the importance of recogni9on in the workplace. Managers need to recognize employees in ways that are meaningful to them as individuals.
Companies must show they value talent by rewarding employees fairly, in comparison to internal peers and the external marketplace. Pay must be aligned with company strategy and culture.
Elements of Empowerment
Pillar Employee Focus Company Focus
Companies must effec9vely communicate their vision and ensure employees understand how they can contribute to it.
Performensa9on has created a powerful tool for evalua9ng the human side of your total rewards.
We perform a series of stakeholder interviews followed by an analysis framed in our proprietary 12 Pillars Model.
This model allows us to show the effec9veness of several cri9cal factors that drive or support mo9va9on, engagement, and rewards.
We incorporate the role of corporate leadership and vision, compensa9on and personal value, and eight addi9onal factors in a visual format that instantly communicates areas of strength and opportuni9es for improvement.
The 12 Pillars Model is one component of our innova9ve holis9c total rewards diagnosis process that is changing the way companies view their compensa9on priori9es.
Toll free 877-‐803-‐9255 | Direct 415-‐625-‐3406email: [email protected]: www.performensa9on.com
©2015 Performensa9on
n’s 12 Pillars of an Empowered Workforce Matrix
Alignment
Performensa9on’s Total Reward Radar Mapping System is an en9rely new way to view the poten9al power of your total reward programs. Our approach provides a visual representa9on of the programs offered by your company and measures them against best case expecta9ons from the market.
The details of each element are reviewed and evaluated using our proprietary impact scoring system. The results communicate the strengths and weaknesses of each individual program and all of your total reward programs in intui9ve images.
These results are combined with the human results from our 12 Pillars Analysis to provide recommenda9ons on where communica9ons, new plan designs, or higher pay levels should be priori9zed. The process also clarifies your strengths and allows management to make confident decisions on how to proceed.
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ALIGNMENT"
ATTRACTION"
ENGAGEMENT"
INCENTIVE"VALUE"
MOTIVATION"
RETENTION"
RETIREMENT"
REWARD"
TAX"BENEFIT"
PERSONALITY"
BASE"PAY"
STI:"BONUS"
STI:"COMMISSIONS"
LTI:"CASH"
APPRECIATION"ONLY"STOCK"OPTIONS,""SAR"FULL"VALUE"RSA,"RSU,"PHANTOM"
PERFORMANCE"EQUITY"
DEFERRED"COMP"
RECOGNITION"
PERQS"
BENEFITS"
PTO"/"SABBATICALS"
SEVERANCE"
ESOP"
401K"
EngagementA=rac#on Incen#ve Value
Mo#va#on Reten#on Re#rement Reward Tax Benefit PersonalityArea of Impact
Base Pay
STI: Bonus
STI: Commissions
LTI: Cash
LTI: Cash
LTI: Apprecia#on Only Equity
LTI: Full Value Equity
LTI: Performance Equity
Deferred Compensa#on
Recogni#on
Perquisites
Benefits
PTO / Sabba#cals
Severance
401K
Unique Offerings
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100"
200"
300"
400"
500"
600"
700"
800"
900"
1000"
ALIGNMENT"
ATTRACTION"
ENGAGEMENT"
INCENTIVE"VALUE"
MOTIVATION"
RETENTION"
RETIREMENT"
REWARD"
TAX"BENEFIT"
PERSONALITY"
BASE"PAY"
STI:"BONUS"
STI:"COMMISSIONS"
APPRECIATION"ONLY"STOCK"OPTIONS,""SAR"FULL"VALUE"RSA,"RSU,"PHANTOM"
DEFERRED"COMP"
RECOGNITION"
BENEFITS"
PTO"/"SABBATICALS"
SEVERANCE"
401K"
Strengths
Opportunities
0"
100"
200"
300"
400"
500"
600"
700"
800"
900"
1000"
ALIGNMENT"
ATTRACTION"
ENGAGEMENT"
INCENTIVE"VALUE"
MOTIVATION"
RETENTION"
RETIREMENT"
REWARD"
TAX"BENEFIT"
PERSONALITY"
BASE"PAY"
STI:"BONUS"
STI:"COMMISSIONS"
APPRECIATION"ONLY"STOCK"OPTIONS,""SAR"FULL"VALUE"RSA,"RSU,"PHANTOM"
DEFERRED"COMP"
RECOGNITION"
BENEFITS"
PTO"/"SABBATICALS"
SEVERANCE"
401K"
0"
100"
200"
300"
400"
500"
600"
700"
800"
900"
1000"
ALIGNMENT"
ATTRACTION"
ENGAGEMENT"
INCENTIVE"VALUE"
MOTIVATION"
RETENTION"
RETIREMENT"
REWARD"
TAX"BENEFIT"
PERSONALITY"
BASE"PAY"
STI:"BONUS"
STI:"COMMISSIONS"
APPRECIATION"ONLY"STOCK"OPTIONS,""SAR"FULL"VALUE"RSA,"RSU,"PHANTOM"
DEFERRED"COMP"
RECOGNITION"
BENEFITS"
PTO"/"SABBATICALS"
SEVERANCE"
401K"
Base Pay -‐ Sample Company50th %9le)
Base Pay -‐ Best Case(95th %9le)
Pay Element Impact Details: Base Pay
Base pay’s strongest areas of impact are aerac9on, mo9va9on, reten9on and a link to company personality. It’s lowest areas of impact include tax benefits, rewards, re9rement.
In our best scenario (base pay at the 95th percen9le) the strengths of base pay can offset weaknesses in other pay elements. In the graphic for the sample company (base pay at 50% percen9le) these strengths are s9ll evident, but may need to be supported by other pay programs.
In both examples the weak areas provide liele or no impact. Base pay must be augmented by a different type of program to create a balanced total reward offering.
Element
Toll free 877-‐803-‐9255 | Direct 415-‐625-‐3406email: [email protected]: www.performensa9on.com
©2015 Performensa9on
Our team of experts are ready to leverage our extensive rewards knowledge to tailor solu#ons for your organiza#on’s unique culture and strategy. We focus on designing integrated programs that are unique, effec#ve and cost-‐controlled. Well-‐designed programs are the most effec#ve drivers of communica#on between a company, employees, and shareholders.
Performensa#on is a proven leader in compensa#on design. We understand that a program will not work if it is cost prohibi#ve, or cannot be easily communicated or executed. The strength of our work is in understanding your goals and culture and our applica#on of prac#cal yet innova#ve solu#ons.
n’s Total Rewards Radar Mapping System