Four store employees received Outstanding Achievement Awards for the week ending 3-21-2010 for their support of extended service plans (ESP) and inside track club (ITC) programs. Chris Waters from Store #179 in Henderson, Nevada and Cythia Tzi from Store #28 in San Bernardino, California received awards for outstanding ESP support. Amanda Gregory from Store #2 in Lancaster, California received an award for outstanding support of the ITC program. Diana Chang from Store #21 in Sacramento, California also received an award for outstanding support of the ITC program.
2014 #vBrownBag OpenStack Summit Atlanta Ju Lim -- OpenStack PersonasJu Lim
The document discusses OpenStack personas, which are profiles of fictional users developed based on real user research. It provides an overview of personas and their benefits for product development. Two sample personas, Ben and Daichi, are presented to illustrate how personas describe a user's goals, frustrations, and expectations to help guide design decisions. The document encourages involvement in the OpenStack Personas Working Group and ends with useful links for more information.
Compliance & Communication: The Dynamic Duo of DisclosurePearl Meyer
In the years since Dodd-Frank, we’ve seen CD&As undergo a sea change in both requirements and communication styles. This single, critical document must address increasingly complex compliance issues and at the same time, connect the dots between compensation strategy, business performance and pay outcomes. And it must clearly explain these points to multiple audiences, including employees and the media. There is no single answer or template, but today we’ll explore ideas that will help companies effectively tailor their CD&A to deliver the right balance of compliance and public communication.
Our discussion will be lead by a team from Pearl Meyer & Partners’ New York office, Managing Director Deborah Lifshey and Vice President Sharon Podstupka.
The Age of Alignment Part III: Moving From Theory to PracticePearl Meyer
This series is designed to explore a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
Parts 1 and 2 – which are available for replay – outlined a number of diagnostic tools and approaches that boards can use to uncover potential misalignment between their strategy and the compensation program design. We’ve also looked at various protocols that can help improve alignment and drive toward desired goals.
As we know – protocols cannot anticipate every situation. The fresh news on the proposed SEC rules regarding pay for performance disclosure is a perfect example!
I’m joined today by Jim Heim and Theo Sharp, both managing directors in the Boston office of Pearl Meyer and Partners and today we’re going to talk about some real-world examples that show how companies have put these smart theories and protocols into practice and how they’ve remained disciplined toward strategy execution but also flexible to accommodate the unexpected.
Board Preview: What's Next for Director CompensationPearl Meyer
This document summarizes a webinar on trends in director compensation. The presenters discussed how director compensation increased modestly between 1-5% from 2013 to 2014 across different company sizes. They noted that equity compensation now accounts for the largest portion of director pay, with full-value stock preferred over stock options. Ownership guidelines requiring directors to hold a multiple of their annual cash retainer are also becoming more common. The webinar covered various compensation elements for directors and trends towards simplifying pay structures.
The document provides an update on Arbitron's Portable People Meter (PPM) sample including performance metrics for August 2010 that met or exceeded benchmarks. It also discusses plans to increase PPM sample sizes and enhance cell phone and in-person recruitment sampling. New software called Get-a-GRiP is introduced that allows faster delivery of ratings books and GRP reports to help radio sellers.
The Age of Alignment Part II: Getting Strategy-Driven Performance Measurement...Pearl Meyer
Our December webinar explored a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
During that webinar, I talked with my colleague on the Blue Ribbon Commission, Pearl Meyer and Partners’ Steve Van Putten, along with Michael Ng who is with us again today. We discussed the alignment of business strategy and compensation, the role of the Board, the hallmarks of a properly aligned program and examples of various approaches to design, monitoring and revision.
Today, we will build on that topic and take an in-depth look at how Boards can implement the right performance measures to ensure a compensation program that will be an effective tool for driving corporate strategy. With Pearl Meyer and Partners’ Managing Director Matt Turner taking the lead, we will look at measurement selection and mix, and practical concerns for measurement, goal setting and the on-going administration and governance of a winning program.
OpenStack Nova Network to Neutron Migration: Survey ResultsJu Lim
The purpose of this study was to gather data to better understand the attributes of OpenStack users who remain on Nova Networking rather than migrating to Neutron, and their primary reasons for doing so.
Four store employees received Outstanding Achievement Awards for the week ending 3-21-2010 for their support of extended service plans (ESP) and inside track club (ITC) programs. Chris Waters from Store #179 in Henderson, Nevada and Cythia Tzi from Store #28 in San Bernardino, California received awards for outstanding ESP support. Amanda Gregory from Store #2 in Lancaster, California received an award for outstanding support of the ITC program. Diana Chang from Store #21 in Sacramento, California also received an award for outstanding support of the ITC program.
2014 #vBrownBag OpenStack Summit Atlanta Ju Lim -- OpenStack PersonasJu Lim
The document discusses OpenStack personas, which are profiles of fictional users developed based on real user research. It provides an overview of personas and their benefits for product development. Two sample personas, Ben and Daichi, are presented to illustrate how personas describe a user's goals, frustrations, and expectations to help guide design decisions. The document encourages involvement in the OpenStack Personas Working Group and ends with useful links for more information.
Compliance & Communication: The Dynamic Duo of DisclosurePearl Meyer
In the years since Dodd-Frank, we’ve seen CD&As undergo a sea change in both requirements and communication styles. This single, critical document must address increasingly complex compliance issues and at the same time, connect the dots between compensation strategy, business performance and pay outcomes. And it must clearly explain these points to multiple audiences, including employees and the media. There is no single answer or template, but today we’ll explore ideas that will help companies effectively tailor their CD&A to deliver the right balance of compliance and public communication.
Our discussion will be lead by a team from Pearl Meyer & Partners’ New York office, Managing Director Deborah Lifshey and Vice President Sharon Podstupka.
The Age of Alignment Part III: Moving From Theory to PracticePearl Meyer
This series is designed to explore a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
Parts 1 and 2 – which are available for replay – outlined a number of diagnostic tools and approaches that boards can use to uncover potential misalignment between their strategy and the compensation program design. We’ve also looked at various protocols that can help improve alignment and drive toward desired goals.
As we know – protocols cannot anticipate every situation. The fresh news on the proposed SEC rules regarding pay for performance disclosure is a perfect example!
I’m joined today by Jim Heim and Theo Sharp, both managing directors in the Boston office of Pearl Meyer and Partners and today we’re going to talk about some real-world examples that show how companies have put these smart theories and protocols into practice and how they’ve remained disciplined toward strategy execution but also flexible to accommodate the unexpected.
Board Preview: What's Next for Director CompensationPearl Meyer
This document summarizes a webinar on trends in director compensation. The presenters discussed how director compensation increased modestly between 1-5% from 2013 to 2014 across different company sizes. They noted that equity compensation now accounts for the largest portion of director pay, with full-value stock preferred over stock options. Ownership guidelines requiring directors to hold a multiple of their annual cash retainer are also becoming more common. The webinar covered various compensation elements for directors and trends towards simplifying pay structures.
The document provides an update on Arbitron's Portable People Meter (PPM) sample including performance metrics for August 2010 that met or exceeded benchmarks. It also discusses plans to increase PPM sample sizes and enhance cell phone and in-person recruitment sampling. New software called Get-a-GRiP is introduced that allows faster delivery of ratings books and GRP reports to help radio sellers.
The Age of Alignment Part II: Getting Strategy-Driven Performance Measurement...Pearl Meyer
Our December webinar explored a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
During that webinar, I talked with my colleague on the Blue Ribbon Commission, Pearl Meyer and Partners’ Steve Van Putten, along with Michael Ng who is with us again today. We discussed the alignment of business strategy and compensation, the role of the Board, the hallmarks of a properly aligned program and examples of various approaches to design, monitoring and revision.
Today, we will build on that topic and take an in-depth look at how Boards can implement the right performance measures to ensure a compensation program that will be an effective tool for driving corporate strategy. With Pearl Meyer and Partners’ Managing Director Matt Turner taking the lead, we will look at measurement selection and mix, and practical concerns for measurement, goal setting and the on-going administration and governance of a winning program.
OpenStack Nova Network to Neutron Migration: Survey ResultsJu Lim
The purpose of this study was to gather data to better understand the attributes of OpenStack users who remain on Nova Networking rather than migrating to Neutron, and their primary reasons for doing so.
The document discusses travel policies and related laws and regulations. It covers topics like OMB Circular A-87, IRS Publication 463, accountable and non-accountable travel plans, per diem rates, mileage rates, travel advances and reconciliations. It summarizes the key aspects of these policies, including allowable lodging and meal expenses, documentation requirements, accounting for advances, and tax treatment of reimbursements. The presentation aims to help ensure compliance with tribal, federal and IRS requirements for employee business travel.
Openstack User Research: What Have We Learnt?Ju Lim
OpenStack Summit Tokyo (Oct 2015) vBrownBag Talk. There is a YouTube recording for this at: https://www.youtube.com/watch?v=BFXJYq_68Dk&feature=youtu.be.
Age of Alignment: Linking Compensation & Business StrategyPearl Meyer
We’ve entered a new era, with evolving responsibilities for the Board of Directors. Today, the “review and concur” role is no longer sufficient. This is true from a regulatory and compliance perspective, and it’s also true as companies must be prepared for the challenge of fast, frequent, and often disruptive market forces. Recently, the NACD released its Blue Ribbon Commission report on Strategy Development. Among many important findings and recommendations, it states that providing necessary strategic direction requires a new level of ongoing Board engagement. A key question posed for Boards to evaluate their processes is “Does our incentive structure reinforce or unintentionally undermine the chosen strategy?”
Today, our discussion will be lead by two members of the Blue Ribbon Commission. Greg Lau, of RSR Partners and a member of the Board of NACD, as well as Steven Van Putten, managing director and office head from Pearl Meyer & Partners’ Boston location. We will also be joined by consultant Michael Ng from Pearl Meyer and Partners.
The Realities of Pay Performance for Alignment in 2014Pearl Meyer
The webinar discussed pay-for-performance alignment in board leadership. It highlighted that while pay-for-performance is ubiquitous, defining performance and ensuring the right amount of pay is given for the right level of performance remains challenging. Different stakeholders view performance differently based on measures, standards and timeframes used. The webinar also showed that long-term incentive payouts are greatest for top performing companies based on a UK CEO value index, and that just 10% of FTSE 350 companies achieved high value-added ratios. Compensation committees were advised to focus on disclosing why certain performance measures are used and ensuring incentive programs support business strategy.
This document does not contain any text to summarize. It contains a single word "salir" without any other context. Therefore, I am unable to provide a meaningful 3 sentence summary.
The document discusses travel policies and related laws and regulations. It covers topics like OMB Circular A-87, IRS Publication 463, accountable and non-accountable travel plans, per diem rates, mileage rates, travel advances and reconciliations. It summarizes the key aspects of these policies, including allowable lodging and meal expenses, documentation requirements, accounting for advances, and tax treatment of reimbursements. The presentation aims to help ensure compliance with tribal, federal and IRS requirements for employee business travel.
Openstack User Research: What Have We Learnt?Ju Lim
OpenStack Summit Tokyo (Oct 2015) vBrownBag Talk. There is a YouTube recording for this at: https://www.youtube.com/watch?v=BFXJYq_68Dk&feature=youtu.be.
Age of Alignment: Linking Compensation & Business StrategyPearl Meyer
We’ve entered a new era, with evolving responsibilities for the Board of Directors. Today, the “review and concur” role is no longer sufficient. This is true from a regulatory and compliance perspective, and it’s also true as companies must be prepared for the challenge of fast, frequent, and often disruptive market forces. Recently, the NACD released its Blue Ribbon Commission report on Strategy Development. Among many important findings and recommendations, it states that providing necessary strategic direction requires a new level of ongoing Board engagement. A key question posed for Boards to evaluate their processes is “Does our incentive structure reinforce or unintentionally undermine the chosen strategy?”
Today, our discussion will be lead by two members of the Blue Ribbon Commission. Greg Lau, of RSR Partners and a member of the Board of NACD, as well as Steven Van Putten, managing director and office head from Pearl Meyer & Partners’ Boston location. We will also be joined by consultant Michael Ng from Pearl Meyer and Partners.
The Realities of Pay Performance for Alignment in 2014Pearl Meyer
The webinar discussed pay-for-performance alignment in board leadership. It highlighted that while pay-for-performance is ubiquitous, defining performance and ensuring the right amount of pay is given for the right level of performance remains challenging. Different stakeholders view performance differently based on measures, standards and timeframes used. The webinar also showed that long-term incentive payouts are greatest for top performing companies based on a UK CEO value index, and that just 10% of FTSE 350 companies achieved high value-added ratios. Compensation committees were advised to focus on disclosing why certain performance measures are used and ensuring incentive programs support business strategy.
This document does not contain any text to summarize. It contains a single word "salir" without any other context. Therefore, I am unable to provide a meaningful 3 sentence summary.