The document discusses the importance of clear communication for performance-based compensation programs. It uses the story of Bob, a runner who signed up for multiple races without understanding the differences in events or competitors. This resulted in Bob finishing last in the 100-meter dash. The document argues that with better information from leaders, Bob may have prepared differently and had a better outcome. Similarly, for performance equity plans to be effective, companies must communicate frequently to help employees understand complex performance metrics and criteria, as well as how they are progressing toward goals.

1. Compensation Thought Leadership
2012Q3 - Communication
Communica)on:
The
Key
to
Winning
the
Rela)ve
TSR
Race
As
is
the
case
with
all
compensa0on
programs,
clear
and
transparent
communica0on
is
cri0cal
to
success.
This
is
especially
true
for
performance-­‐based
equity
awards,
which
are
o=en
among
the
most
complex
forms
of
employee
compensa0on.
And
although
performance-­‐based
equity
awards
present
significant
opportuni0es
to
improve
communica0on,
they
also
require
careful
approaches
to
employee
engagement.
The
following
ar0cle
explores
common
communica0on
challenges
associated
with
Rela0ve
TSR
and
other
performance
metrics
and
presents
solu0ons
to
ensure
the
successful
implementa0on
and
management
of
performance
equity
plans.
To
start,
we
begin
with
the
short
story
to
set
the
scene
and
to
illustrate
the
consequences
of
poor
communica0on:
Bob’s First Race
A
Runner’s
Tale
Meet
Bob.
He’s
been
fast
his
en1re
life.
When
he
was
five
years
old,
he
ran
across
his
backyard
with
the
wind
blowing
through
his
hair.
He
thought
he
might
be
as
fast
as
a
car,
but
he
wasn’t
allowed
to
run
on
the
street
to
find
out.
When
he
got
older,
he
wanted
to
run
on
the
high
school
track
team,
but
he
was
home
schooled.
To
get
around
this,
Bob
would
1me
his
own
runs
by
holding
a
stopwatch
in
his
hand.
Then,
to
see
where
he
stood,
he
checked
the
local
teams’
race
results
posted
in
the
newspaper.
His
1mes
always
beat
the
reported
1mes,
so
Bob
knew
he
was
fast.
In
college,
Bob
started
racing
world-­‐class
runners.
He
first
no1ced
the
other
compe1tors
were
far
more
muscular
than
him.
They
had
very
specific
warm-­‐up
and
prepara1on
rou1nes.
It
was
obvious
that
many
made
running
their
first
priority.
Unlike
Bob,
school
and
work
seemed
to
not
be
a
distrac1on
for
the
other
compe1tors.
Bob
was
impressed,
but
not
too
concerned.
During
his
first
college
track
meet,
Bob
signed
up
to
run
three
events:
the
100-­‐meter
dash,
the
5K
race,
and
the
marathon.
When
he
looked
at
the
line-­‐ups,
he
no1ced
that
he
was
running
against
different
compe1tors
in
every
race.
In
fact,
every
other
runner
seemed
to
specialize
in
short,
mid-­‐
or
long-­‐range
events.
Of
course,
Bob
was
not
really
worried.
As
he
lined
up
for
the
100-­‐meter
dash,
Bob
no1ced
the
size
of
the
runners
on
either
side
of
him.
They
were
huge.
The
gun
went
off
and
Bob
realized
he
had
a
very
good
view
of
the
back
of
their
shirts
as
they
ran
away.
Bob
finished
in
last
place
and
was
very
disappointed.
How
did
this
happen,
didn’t
they
know
that
Bob
was
fast?

2. Thinking
over
Bob’s
story,
several
important
ques0ons
emerge.
Why
did
Bob
finish
in
last
place?
Perhaps
Bob
was
compe0ng
against
the
wrong
peers?
Perhaps
Bob
was
in
the
wrong
race
based
on
his
skills
and
experience?
Or
perhaps,
due
to
a
lack
of
informa0on
from
leaders,
team
members
and
other
external
forces,
Bob
was
not
fully
informed
to
complete
successfully
in
the
100-­‐yard
dash?
Regardless,
if
Bob
had
more
informa0on
prior
to
the
race,
it
may
have
influenced
his
prepara0on
and
in-­‐race
decisions,
thereby
improving
his
chances
of
finishing
first.
Clearly,
more
context
and
beOer
communica0on
would
have
helped
Bob,
and
the
same
goes
for
the
ever-­‐changing
and
increasingly
complex
world
of
execu0ve
compensa0on,
par0cularly
equity
compensa0on.
Globally
and
in
the
United
Sates,
as
companies
hear
the
call
to
ac0on
from
shareholders
for
greater
alignment
between
corporate
performance
and
execu0ve
compensa0on,
more
companies
are
making
the
shi=
toward
performance-­‐based
equity
incen0ves.
However,
for
performance
awards
to
effec0vely
influence
behaviors
and
impact
decision-­‐making
processes,
there
must
be
an
effec0ve
and
frequent
communica0on
channel.
For
example,
as
performance
awards
become
increasingly
complex,
it
is
difficult
for
employees
to
understand
the
performance
criteria
being
measured,
the
manner
in
which
is
it
measured,
and
the
specific
performance
levels
against
the
goals
that
are
being
achieved
during
the
period.
Employees
will
always
be
challenged
in
comprehending
the
ac0ons
required
to
sustain
a
certain
level
of
performance
unless
they
have
access
to
ongoing
informa0on
and
know
where
they
stand
to-­‐date.
Finally,
if
the
design
of
the
award
does
not
align
with
the
company’s
overall
strategy
and
Effec)vely
ac0ons,
the
importance
of
the
performance
award
will
diminish
in
the
eyes
of
employees.
Without
communica)ng
the
a
certain
level
of
communica0on
throughout
the
design
and
measurement
process,
the
en0re
possible
outcomes
meaning
of
performance
awards
can
easily
be
lost
on
par0cipants. of
the
plan
design
or
communica)ng
with
shareholders
Communica)ons
Gone
Awry during
the
design
process
can
allow
In
order
to
understand
the
importance
of
communica0on
in
the
performance
award
process,
one
the
company
to
must
first
understand
common
situa0ons
where
communica0on
was
not
delivered
effec0vely: avoid
design
‣ Failed
Communica)on
of
Plan
Design nuances
that
will
not
be
well-­‐
Imagine
a
technology
company
where
employees
receive
grants
of
performance
shares
received
by
the
with
ves0ng
0ed
to
the
company’s
total
shareholder
returns
(TSR)
rela0ve
to
the
TSRs
of
marketplace.
selected
peer
companies.
And
at
this
par0cular
firm,
TSR
performance
ranked
at
the
95th
percen0le
of
the
peer
group
a=er
the
last
three-­‐year
performance
period.
At
first
glance,
award
recipients
expected
a
payout
of
200%
given
their
strong
outperformance
against
the
peer
group.
The
only
problem
was
that
the
company’s
actual
TSR
was
flat
over
the
same
0meframe.
While
the
company
did
outperform
most
of
its
peers,
shareholders
did
not
receive
any
real
apprecia0on.
The
design
of
the
Rela0ve
TSR
plan
an0cipated
this
outcome
and
included
a
modifying
func0on
buried
in
the
fine
print
to
limit
employee
gains
whenever
absolute
TSR
is
nega0ve
or
flat.
As
a
result,
final
payouts
under
the
Rela0ve
TSR
plan
were
reduced
to
100%
of
target.
This
approach
made
shareholders
happy,
but
award
recipients
were
taken
aback.
This
was
all
new
news
to
them,
and
they
had
worked
hard
to
outperform
the
peer
group
in
a
tough
economic
environment.
If
the
company
had
previously
disclosed
to
award
recipients
that
final
payouts
might
be
modified
based
on
absolute
performance
when
TSR
is
flat
or
nega0ve,
the
reac0on
from
employees
could
have
been
different.
The
ul0mate
lesson
here
is
to
both
an0cipate
unusual
award
outcomes
in
the
plan
design
process,
and
to
then
communicate
the
poten0al
ramifica0ons
of
plan
design
decisions
to
affected
employees.

3. ‣ Failed
Communica)on
of
Award
Values
and
Goals
Now
consider
a
financial
services
company
that
first
adopted
the
prac0ce
of
gran0ng
awards
0ed
to
Rela0ve
TSR
in
2012.
Prior
to
this
year,
the
company’s
annual
equity
grants
consisted
of
tradi0onal
stock
op0ons
and
performance
shares
0ed
to
a
complex
series
of
The
goal
of
all
internal
metrics.
Therefore,
consolida0ng
the
equity
program
around
awards
0ed
to
performance
equity
Rela0ve
TSR
was
viewed
by
the
Compensa0on
CommiOee
as
a
simpler,
more
transparent
is
to
retain
and
approach
to
equity
compensa0on.
Furthermore,
the
move
to
Rela0ve
TSR
served
to
reward
par)cipants
reinforce
the
Compensa0on
CommiOee’s
commitment
to
shareholder
value
crea0on
and
while
s)ll
delivering
to
crea0ng
strong
alignment
between
pay
and
performance.
However,
for
employees
not
value
to
the
aOuned
to
the
corporate
governance
environment,
the
en0re
Rela0ve
TSR
concept
company
and
seemed
to
be
a
distant
abstrac0on
from
the
solid
opera0onal
metrics
they
had
previously
shareholders.
aimed
for.
While
complex,
the
past
system
was
well-­‐ingrained
in
the
company’s
culture.
Without
effec)ve
Without
solid
context
around
the
new
compensa0on
paradigm,
employees
felt
communica)on
that
unmo0vated. value
is
lost.
Clearly,
when
the
company
adopted
performance
equity
awards
0ed
to
Rela0ve
TSR
metrics
as
their
new
method
of
long-­‐term
compensa0on,
they
did
not
do
enough
to
explain
to
recipients
how
the
awards
worked
and
why
the
company
was
compelled
to
switch
to
this
design.
Specifically,
the
company
did
not
explain
what
day-­‐to-­‐day
and
long-­‐
term
ac0vi0es
would
drive
performance
under
the
new
incen0ve
system,
nor
did
they
share
how
this
approach
would
ul0mately
allow
everyone
in
the
company
to
focus
on
clear
and
transparent
goals.
In
sum,
the
Compensa0on
CommiOee
relied
on
the
promise
of
Rela0ve
TSR
plans
to
ease
communica0on,
while
neglec0ng
the
fact
that
any
change
requires
steady
employee
engagement.
The 5K Race
A
Runner’s
Tale
Con/nued...
Let’s
get
back
to
Bob
for
a
moment.
AQer
Bob
finished
last
in
the
100-­‐meter
dash,
he
was
very
disappointed,
but
he
ate
an
energy
bar,
drank
some
water,
and
got
ready
for
the
next
event:
the
5K
race.
Joe,
one
of
Bob’s
teammates,
said
he
heard
a
couple
of
the
runners
in
the
next
race
had
decided
to
run
the
first
half
quickly
to
wear
out
the
compe11on
and
let
the
finish
be
just
amongst
themselves.
When
the
gun
went
off
Bob
ran
at
his
own
pace,
far
in
the
rear.
When
the
race
got
to
the
halfway
point,
he
started
passing
1red
compe1tors.
As
he
started
the
last
lap
he
no1ced
that
there
were
only
three
people
in
front
of
him.
He
ran
hard
and
passed
one
of
them
just
as
he
“Companies
rated
crossed
the
finish
line.
He
didn’t
win,
but
that
small
bit
of
informa1on
gave
him
a
by
their
employees
chance.
It
also
gave
him
confidence
for
the
marathon.
Remember,
Bob
knew
he
was
in
the
top
quar)le
fast. in
terms
of
openness
of
communica)on
Returning
from
our
story,
we
see
that
once
Bob
was
exposed
to
open
communica0on
from
his
have
delivered
TSR
teammates,
he
fared
much
beOer
against
the
compe00on.
The
same
can
be
applied
to
the
world
of
of
7.9%
compared
equity
compensa0on.
In
fact,
the
Execu0ve
Board
found
that
“companies
rated
by
their
employees
with
2.1%
at
other
in
the
top
quar0le
in
terms
of
openness
of
communica0on
have
delivered
TSR
[results]
(10-­‐year
TSR
companies”,
1998–2008)
of
7.9%
compared
with
2.1%
at
other
companies.”
So,
not
only
do
employees
benefit
according
to
the
from
more
open
communica0on,
but
so
too
do
companies
and
its
shareholders. Execu)ve
Board.
What
steps
can
companies
take
to
open
up
lines
of
communica0on
with
employees,
par0cularly
with
respect
to
equity
compensa0on?
This
process
needs
to
start
before
an
award
is
granted.
Once
a
company
decides
to
issue
a
performance
award
based
upon
a
certain
metric,
the
company
should
start
to
communicate
to
employees,
shareholders,
and
the
general
popula0on.
They
must
help
everyone
understand
why

4. his
is
the
appropriate
metric
and
how
it
0es
in
with
the
company’s
overall
business
plan.
The
company
should
con0nue
this
stance
on
the
importance
of
the
metric
from
the
very
beginning
of
the
plan
design
all
the
way
through
its
comple0on.
One
must
“walk
the
walk”
if
he
or
she
is
going
to
Kickoff
“talk
the
talk.” presenta)ons
and
Addi0onally,
if
the
company
is
going
to
change
its
focus
on
certain
performance
metrics
or
adopt
a
detailed
award
completely
new
plan
design,
we
find
it
helpful
for
companies
to
perform
a
detailed
“kickoff
agreements
can
presenta0on.”
In
this
presenta0on,
the
company
should
go
through
the
design
and
inner
workings
really
help
the
of
the
plan’s
specific
details.
Examples
of
hypothe0cal
payouts
should
be
included,
both
on
the
par)cipants
not
posi0ve
and
nega0ve
ends
of
the
plan.
Addi0onally,
it
may
help
to
explain
the
external
factors
only
understand
the
contribu0ng
to
the
plan’s
design,
such
as
shareholder
pressure,
changing
business
goals,
or
a
desire
terms
of
the
award,
to
become
a
leader
in
corporate
governance.
Companies
can
perform
these
presenta0ons
but
also
the
goals
of
internally,
with
the
help
of
an
external
consultant
or
with
the
support
of
cross-­‐func0onal
teams
the
company.
from
across
the
business,
and
in
our
experience,
both
forms
of
assistance
produce
posi0ve
employee
reac0ons.
Some
companies
have
also
started
to
provide
more
concise
award
agreements
and
plan
summaries.
They
create
simple
documents
that
present
informa0on
in
a
clear
manner,
rather
than
using
generic,
wordy
legal
language.
This
helps
employees
understand
the
design
of
the
plan,
its
metrics,
and
the
award
opportunity,
plus
it
creates
a
more
direct
link
between
performance
expecta0ons,
goals
and
behaviors
that
can
drive
desired
outcomes.
It
should
be
noted
that
one
can
also
be
too
detailed
and
lose
the
aOen0on
of
employees.
As
such,
documents
should
try
to
be
as
clear
as
possible
without
providing
excessive
informa0on.
Part
of
the
solu0on
in
this
case
is
to
understand
your
various
audiences.
Communica0on
should
be
tailored
to
different
groups
based
on
their
experience
and
knowledge
of
company
opera0ons.
The Marathon
A
Runner’s
Tale
Con/nued...
The
marathon
was
the
first
race
of
the
next
day.
Bob
used
some
of
this
1me
to
study
his
compe1tors.
More
importantly
he
worked
on
a
race
strategy.
He
spoke
to
his
coach
and
other
coaches
about
the
best
approach
to
the
race
course.
He
recruited
friends
to
stand
at
every
mile
marker
and
give
him
his
1me
and
those
of
his
compe1tors.
His
friends
recruited
their
friends
and
random
crowd
members
to
fill
the
gaps
and
cheer
whenever
Bob
passed
by.
When
the
gun
went
off
Bob
focused
on
both
strategy
and
execu1on.
The
crowd
cheered
and
his
adrenaline
rushed.
Bob
felt
Frequent
consistent
faster
than
ever. communica)ons
ensure
con)nued
par)cipant
Between
finishing
the
100
yard
dash
in
last
place
and
star0ng
the
marathon
with
extreme
alignment
and
confidence,
Bob
learned
that
beOer
informa0on
leads
to
valuable
insights
that
could
help
him
evolu)on.
Long-­‐
perform
at
a
high
level.
However,
now
Bob
is
taking
his
communica0on
to
an
en0rely
new
level.
He
term
incen)ves
does
not
just
want
to
understand
the
complexi0es
of
the
race
and
his
opposi0on
at
the
start;
he
require
long-­‐term
also
wants
to
understand
how
he
is
performing
during
the
race.
This
type
of
informa0on
will
allow
execu)on.
him
to
understand
exactly
what
he
needs
to
do
in
order
to
be
successful
as
the
race
progresses.
We
also
observe
employees
responding
well
to
this
sort
of
in-­‐game
informa0on,
allowing
them
to
understand
exactly
where
they
stand
on
performance
goals
during
performance
periods.
In
fact,
Aon
HewiO
recently
released
a
new
study
linking
employee
engagement
levels
with
financial
performance.
The
study
found
that
“organiza0ons
with
high
levels
of
engagement
con0nue
to
outperform
the
overall
stock
market
index
and
posted
total
shareholder
returns
22%
higher
than
average
in
2010.”
Furthermore,
companies
with
lower
levels
of
engagement
yielded
TSRs
that
were
28%
lower
than
the
average.
This
even
held
true
during
more
vola0le
financial
0mes.
To
sum
this

5. up,
when
employees
are
ac0vely
engaged
in
companies,
the
companies
perform
beOer,
and
the
best
way
to
keep
employees
engaged
is
to
communicate
performance
and
goals
o=en
and
progress
towards
the
desired
outcomes.
So
what
are
companies
doing
to
maintain
constant
and
open
streams
of
communica)on
with
employees?
Many
companies
have
started
to
improve
their
internal
compensa0on
communica0on.
One
major
technology
company
created
a
series
of
short,
animated
videos
to
explain
the
basics
of
equity
compensa0on.
You’ll
have
to
see
the
videos
to
believe
it,
but
they
make
learning
about
equity
quick,
easy
and
entertaining.
Another
well-­‐
known
technology
company
holds
a
presenta0on
on
annual
performance
awards
at
the
0me
of
grant
for
all
employees
every
year,
going
through
the
plan
specifics
in
detail.
Addi0onally,
this
company
then
calculates
performance
levels
quarterly,
releasing
a
statement
to
employees
to
show
where
they
stand
and
how
much
0me
is
le=
in
the
performance
period.
This
informa0on
is
also
provided
to
the
Compensa0on
CommiOee
to
ensure
appropriate
plan
governance.
The
plan
is
also
reported
in
the
company’s
annual
proxy
filing
to
inform
shareholders
on
the
design
of
execu0ve
awards.
Some
companies
have
also
hired
outside
consultants
to
oversee
the
ongoing
communica0on
of
their
performance
plans.
This
includes
company
statements
reminding
employees
of
the
importance
of
achieving
their
performance
goals
and
where
they
stand.
To
this
end,
Radford
has
designed
a
web-­‐based
communica0on
tool
called
PeerTracker.
This
tool,
designed
on
a
company-­‐ Providing
specific
basis,
allows
plan
par0cipants
and
Compensa0on
CommiOee
members
to
view
real-­‐0me
par)cipants
with
informa0on
on
the
company’s
performance
rela0ve
to
their
comparator
group
on
a
daily
basis.
milestones
Similarly,
Performensa0on
also
offers
assistance
with
tracking
data
for
financial
and
opera0onal
throughout
the
goals
and
communica0ng
messages
for
performance
programs.
Whether
the
metric
is
TSR
or
a
performance
cycle
financial
or
opera0onal
measure,
high-­‐performing
companies
use
frequent
and
consistent
allows
them
to
help
communica0on
of
performance
to
reinforce
goals
and
drive
toward
successful
outcomes. understand
the
company’s
performance
and
The Conclusion manage
their
own
A
Runner’s
Tale
Con/nued... success.
Bob’s
running
of
the
marathon
went
well.
At
the
first
mile
marker
he
was
right
on
pace.
Every
mile
marker
aQer
that
he
knew
if
he
needed
to
speed
up
or
slow
down,
and
he
knew
where
his
compe1tors
were
and
he
received
water
and
advice
for
the
upcoming
mile.
The
crowd
kept
cheering
and
the
adrenaline
kept
rushing.
As
he
began
the
final
mile
of
the
race
he
looked
ahead
and
saw
his
coach
had
given
the
crowd
a
series
of
signs
telling
him
exactly
what
he
needed
do
in
the
final
mile.
He
read
as
he
ran
and
focused
on
tac1cs
and
the
finish
line.
Bob
didn’t
even
no1ce
as
he
passed
the
runners
in
front
of
him.
All
he
felt
was
the
joy
as
he
finished.
SECOND!
As
it
turns
out,
Bob
was
fast,
but
he
s1ll
had
room
to
be
even
faster
next
1me
With
real-­‐0me
informa0on,
Bob
was
able
to
adjust
his
tac0cs
and
change
his
behavior
to
boost
his
level
of
performance.
The
informa0on
filtered
to
him
through
his
different
communica0on
channels
gave
him
a
compe00ve
advantage
and
the
constant
reminders
of
his
performance
mo0vated
him
through
to
the
finish.
Companies
can
give
their
employees
the
same
opportuni0es
Bob
had
by
simply
establishing
effec0ve
communica0on
processes.
It
needs
to
start
at
the
very
beginning,
even
before
you
design
your
plan,
and
follow
through
to
the
conclusion
of
the
performance
period
and
the
final
determina0on
of
final
payouts.
Mul0ple
studies
show
there
is
a
connec0on
between
effec0ve
communica0on
and
company
performance.
The
company
may
not
finish
at
the
very
top
every
0me,
but
they
are
likely
to
have
a
more
engaged
workforce,
mo0vated
to
do
their
best.
This
can
result
in
a
compe00ve
advantage.

6. Performensation
About
the
Authors Contacts:
To
contact
the
authors
of
this
ar0cle,
please
write
to
Dan
Walter
at
Dan Walter, President and CEO
+1 (415) 625-3406
dwalter@performensa0on.com,
Terry
Adamson
at
tadamson@radford.com
or
Daniel
dwalter@performensation.com
Kapinos
at
dkapinos@radford.com.
Dan
is
the
President
and
CEO
of
Performensa0on
and
is
located
in
San
Francisco,
CA.
Terry
is
a
Partner
in
Radford’s
valua0on
prac0ce
and
is
based
in
Mel Jameson, SVP
+1 (415) 625-3406
Philadelphia,
PA.
Daniel
is
a
Senior
Consultant
in
Radford’s
valua0on
prac0ce
and
is
based
in
mjameson@performensation.com
Radnor,
PA.
About
Performensa)on Radford Contacts:
Since
2006
Performensa0on
has
focused
on
providing
high
performance
compensa0on
plans
Boston Office
for
publicly-­‐traded
and
privately-­‐held
companies.
As
a
recognized
industry
thought
leader,
Ed Speidel, Partner
we
learn
as
much
as
possible
about
your
company
to
diagnose
the
founda0ons
of
success.
+1 (508) 628-1552
We
then
apply
this
knowledge
to
custom-­‐fit
solu0ons.
We
offer
assistance
in
tracking
and
espeidel@radford.com
monitoring
complex
performance
metrics
and
collaborate
with
leading
firms
such
as
Radford
Ted Buyniski, Partner
to
ensure
access
to
best
of
class
equity
valua0on
and
TSR
metric
tracking.
Our
plan
design
+1 (508) 628-1553
and
communica0on
services
deliver
structure
and
messaging
that
align
your
goals,
culture
tbuyniski@radford.com
and
vision
with
holis0c
compensa0on
programs. Rob Surdel, Associate Partner
+1 (508) 628-1551
About
Radford rsurdel@radford.com
Radford
is
the
industry
leader,
providing
advice
and
benchmarking
to
technology
and
life
sciences
Philadelphia Office
companies
to
address
their
toughest
HR
and
rewards
challenges:
aOrac0ng,
engaging
and
retaining
Terry Adamson, Partner
talent.
Our
advisors
provide
industry-­‐specific
exper0se,
applying
an
analy0cal
approach
that
integrates
+1 (215) 255-1802
market
data,
trends
and
our
experience
in
working
with
more
than
2,000
companies
–
from
Global
tadamson@radford.com
1000
firms
to
start-­‐ups
–
to
balance
the
needs
of
execu0ves,
employees
and
shareholders.
Our
advice
is
customized
to
a
client’s
unique
situa0on
to
ensure
your
rewards
programs
are
not
just
compe00ve
-­‐
New York Office
but
can
be
a
compe00ve
advantage. Ram Kumar, Director
Radford’s
uniquely
data-­‐driven
perspec0ve
is
why
more
technology
and
life
sciences
companies,
and
+1 (212) 441-2007
their
Board
of
Directors
and
Compensa0on
CommiOee,
trust
Radford
for
compensa0on
data
and
advice
rkumar@radford.com
than
any
other
firm.
Radford
clients
rely
upon
our
global
survey
databases
of
nearly
five
million
incumbents
for
real-­‐0me
insight
on
total
compensa0on
levels,
prac0ces
and
emerging
trends
to
inform
San Diego Office
their
HR
and
reward
strategies. Ken Wechsler, Director
+1 (858) 755-8675
Headquartered
in
San
Jose,
CA,
we
have
professionals
in
Bangalore,
Beijing,
Boston,
Brussels,
Chicago,
ken.wechsler@radford.com
Frankfurt,
Hong
Kong,
London,
New
York,
Philadelphia,
San
Francisco,
Shanghai
and
Singapore.
Radford
is
an
Aon
HewiO
company.
Visit
www.radford.com,
or
for
more
informa0on,
contact
San Francisco Office
info.rad@radford.com. Linda E. Amuso, President
+1 (415) 486-7255
About
Aon
HewiY
lamuso@radford.com
Aon
HewiO
is
the
global
leader
in
human
resource
solu0ons.
The
company
partners
with
organiza0ons
David Knopping, Partner
to
solve
their
most
complex
benefits,
talent
and
related
financial
challenges,
and
improve
business
+1 (415) 486-7122
performance.
Aon
HewiO
designs,
implements,
communicates
and
administers
a
wide
range
of
human
dknopping@radford.com
capital,
re0rement,
investment
management,
health
care,
compensa0on
and
talent
management
Jon Burg, Associate Partner
strategies.
With
more
than
29,000
professionals
in
90
countries,
Aon
HewiO
makes
the
world
a
beOer
+1 (415) 486-7137
place
to
work
for
clients
and
their
employees.
For
more
informa0on
on
Aon
HewiO,
please
visit
jburg@radford.com
www.aonhewiO.com.
About
Aon San Jose Office
Brett Harsen, Associate Partner
Aon
plc
(NYSE:
AON)
is
the
leading
global
provider
of
risk
management,
insurance
and
reinsurance
brokerage,
and
human
resources
solu0ons
and
outsourcing
services.
Through
its
more
than
61,000
+1 (408) 321-2547
colleagues
worldwide,
Aon
unites
to
empower
results
for
clients
in
over
120
countries
via
innova0ve
bharsen@radford.com
and
effec0ve
risk
and
people
solu0ons
and
through
industry-­‐leading
global
resources
and
technical
exper0se.
Aon
has
been
named
repeatedly
as
the
world's
best
broker,
best
insurance
intermediary,
Locations
reinsurance
intermediary,
cap0ves
manager
and
best
employee
benefits
consul0ng
firm
by
mul0ple
Bangalore, Beijing, Boston,
industry
sources.
Visit
www.aon.com
for
more
informa0on
on
Aon
and
www.aon.com/ Brussels, Chicago, Frankfurt, Hong
manchesterunited
to
learn
about
Aon's
global
partnership
and
shirt
sponsorship
with
Manchester
Kong, London,
United New York, Philadelphia,
San Francisco, Shanghai and
Singapore