Do you want to share business value with employees…but without giving them equity in the company?
“Is that even possible?” you wonder.
Yes it is. And it is why phantom stock has become so popular with private company leaders. This plan allows you to tie the benefit of your long-term incentive to the value of your business without diluting owner value or giving away a single share of actual stock.
This will help you If you want to learn what phantom stock is, who should offer it and how a plan is constructed.
View recording: https://www.vladvisors.com/compensation-knowledge-center/webinars/what-is-phantom-stock-and-why-do-i-keep-hearing-about-it
Shareholders and high performing employees need each other. Owners need growth enablers who can build the future company they envision. Key performers want to apply their unique abilities to a meaningful end that rewards them for value creation. So, how do you bring those two visions together in the way you construct rewards strategies? How do you pay crucial contributors in a way that improves shareholder value and makes owners feel good about the investment they are making in compensation? If these are questions you are trying to answer, you should not miss this!
Most companies struggle with how to design a bonus plan that “works.” Too many have tried various approaches only to end up with either an entitlement program or an abandoned effort all together. For those who have had this experience there is hope and help—and this webinar will offer both. Learn how to approach bonus plan design in a way that drives better results instead of just creating additional costs.
How do you know whether your company’s pay strategy is successful? It’s a simple question but most company leaders struggle to find an adequate answer.
The reason the question is so difficult is because compensation is seldom considered a strategic issue. It’s considered a cost issue. Therefore, it is designed without the success measures most strategic initiatives carry.
So how do you determine a measure that best defines success when it comes to compensation? If you are struggling to determine whether your pay strategy is successful, you won’t want to miss this valuable presentation.
View the webinar recording online at: http://www.vladvisors.com/compensation-knowledge-center/webinars/what-is-a-successful-pay-strategy
How to build a pay strategy that performs the way you want it to.
Do you want to ensure your pay strategy will succeed—that it will do the job you’ve “hired” it to do?
If so, you must learn the process that compensation experts use. It includes four phases of planning. If followed, you will end up with a compensation offering capable of attracting premier talent and turning your employees into growth partners.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
How do you shift your employees from an entitlement to a stewardship mentality where your people take ownership of outcomes and results? If your company’s culture is showing symptoms of the entitlement “syndrome,” you will not want to miss this.
View a recording of the presentation here: https://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-transform-entitlement-into-stewardship-2018
Too many business leaders discover too late that their compensation offering is inadequate. They lose a key player or fail to secure a top recruit because their value proposition just isn’t compelling.
A pay strategy cannot be an afterthought. It has to be approached strategically and comprehensively or you will fail to attract, develop and retain premier talent. But how do you do that? What does a compelling pay program look like and where do you begin if you want to develop one?
Now you no longer need to wonder. VisionLink’s will give you comprehensive insight into how to build a rewards strategy that is both complete and compelling. It shares the secrets of experts who have spent the last 20 years designing successful rewards strategies for hundreds of businesses.
View a recording of the presentation: https://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-build-a-more-compelling-pay-strategy
If there’s one thing that’s certain about the future it’s that nothing about the future is certain. That makes it hard to plan, does it not? Yet, to succeed in the new economy you must have a strategy—and soon. It’s urgent. So, what should you do?
Start with your employees. They will have a lot to do with whether your company’s future is successful or not. Consequently, the experience you provide must be envisioned in advance and delivered according to your plan. It must attract premier talent and ensure they will want to stay and perform. And it must enable your employees to easily buy into and support your vision for the future—so they will be as committed to the company’s success as you are.
So, what kind of experience will do that?
That is the issue we addressed in this broadcast.
Ever get questions like these from your employees?
Why is my bonus less this year than last year? Why was my raise not higher? Why are you not paying me as much as salary.com says you should be paying me? Why can’t I have stock? Why…
You get the picture. Questions like these can put you on the defensive and strain your relationship with your employees. Worse, they evidence you have created a culture of entitlement. Yikes!
To learn how to make questions like these go away and transition your employees from a sense of entitlement to one of stewardship, be sure to watch our on-demand broadcast. You will not want to miss it!
In this broadcast, you will learn:
How entitlement takes root and what you can do to prevent it.
How a clear compensation philosophy can make 90% of pay complaints go away.
How to use market pay data more effectively—and why it is less important than you (and your employee’s) think.
What it means to have a balanced pay strategy and why it will make your value proposition more compelling.
Why a Total Rewards approach is critical to creating a positive employee experience, and…
Why today’s talent trends make it essential your people have that positive employee experience.
Shareholders and high performing employees need each other. Owners need growth enablers who can build the future company they envision. Key performers want to apply their unique abilities to a meaningful end that rewards them for value creation. So, how do you bring those two visions together in the way you construct rewards strategies? How do you pay crucial contributors in a way that improves shareholder value and makes owners feel good about the investment they are making in compensation? If these are questions you are trying to answer, you should not miss this!
Most companies struggle with how to design a bonus plan that “works.” Too many have tried various approaches only to end up with either an entitlement program or an abandoned effort all together. For those who have had this experience there is hope and help—and this webinar will offer both. Learn how to approach bonus plan design in a way that drives better results instead of just creating additional costs.
How do you know whether your company’s pay strategy is successful? It’s a simple question but most company leaders struggle to find an adequate answer.
The reason the question is so difficult is because compensation is seldom considered a strategic issue. It’s considered a cost issue. Therefore, it is designed without the success measures most strategic initiatives carry.
So how do you determine a measure that best defines success when it comes to compensation? If you are struggling to determine whether your pay strategy is successful, you won’t want to miss this valuable presentation.
View the webinar recording online at: http://www.vladvisors.com/compensation-knowledge-center/webinars/what-is-a-successful-pay-strategy
How to build a pay strategy that performs the way you want it to.
Do you want to ensure your pay strategy will succeed—that it will do the job you’ve “hired” it to do?
If so, you must learn the process that compensation experts use. It includes four phases of planning. If followed, you will end up with a compensation offering capable of attracting premier talent and turning your employees into growth partners.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
How do you shift your employees from an entitlement to a stewardship mentality where your people take ownership of outcomes and results? If your company’s culture is showing symptoms of the entitlement “syndrome,” you will not want to miss this.
View a recording of the presentation here: https://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-transform-entitlement-into-stewardship-2018
Too many business leaders discover too late that their compensation offering is inadequate. They lose a key player or fail to secure a top recruit because their value proposition just isn’t compelling.
A pay strategy cannot be an afterthought. It has to be approached strategically and comprehensively or you will fail to attract, develop and retain premier talent. But how do you do that? What does a compelling pay program look like and where do you begin if you want to develop one?
Now you no longer need to wonder. VisionLink’s will give you comprehensive insight into how to build a rewards strategy that is both complete and compelling. It shares the secrets of experts who have spent the last 20 years designing successful rewards strategies for hundreds of businesses.
View a recording of the presentation: https://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-build-a-more-compelling-pay-strategy
If there’s one thing that’s certain about the future it’s that nothing about the future is certain. That makes it hard to plan, does it not? Yet, to succeed in the new economy you must have a strategy—and soon. It’s urgent. So, what should you do?
Start with your employees. They will have a lot to do with whether your company’s future is successful or not. Consequently, the experience you provide must be envisioned in advance and delivered according to your plan. It must attract premier talent and ensure they will want to stay and perform. And it must enable your employees to easily buy into and support your vision for the future—so they will be as committed to the company’s success as you are.
So, what kind of experience will do that?
That is the issue we addressed in this broadcast.
Ever get questions like these from your employees?
Why is my bonus less this year than last year? Why was my raise not higher? Why are you not paying me as much as salary.com says you should be paying me? Why can’t I have stock? Why…
You get the picture. Questions like these can put you on the defensive and strain your relationship with your employees. Worse, they evidence you have created a culture of entitlement. Yikes!
To learn how to make questions like these go away and transition your employees from a sense of entitlement to one of stewardship, be sure to watch our on-demand broadcast. You will not want to miss it!
In this broadcast, you will learn:
How entitlement takes root and what you can do to prevent it.
How a clear compensation philosophy can make 90% of pay complaints go away.
How to use market pay data more effectively—and why it is less important than you (and your employee’s) think.
What it means to have a balanced pay strategy and why it will make your value proposition more compelling.
Why a Total Rewards approach is critical to creating a positive employee experience, and…
Why today’s talent trends make it essential your people have that positive employee experience.
Chances are, you think differently about compensation now than you did a few months ago. Let’s face it, COVID-19 made us think differently about a lot of things, did it not? And although you’ve survived the crisis so far, you recognize your pay strategy going forward probably needs to change.
But change how? Exactly what should be different?
This broadcast was created to help you answer that question. We recognize business leaders like you are struggling to determine how you can effectively reward performance in the new economy without creating the same financial vulnerabilities you’ve just lived through. We can think we can help.
As a private company leader, have you struggled with the idea of sharing stock? Do you find yourself conflicted because you want to reward your key people for improving business value, but prefer to do so without diluting owner equity? Do you find yourself without a good answer when some says: “Can I have stock in the company?” If so, you’re not alone.
This happens because you simply don’t know what options you have, right? If you don’t share equity, then what do you do instead? This webinar will solve that problem for you. There are six different ways to reward long-term value creation without giving away stock. In this broadcast, we will discuss each of them and teach you how to decide which one is right for your company.
What if the employee incentive plan you offer didn’t really cost your company anything? How much value would you share? In theory, if it didn’t really cost you anything, the amount you could share would be unlimited, right? So, what’s the catch? Is there actually such a thing as incentive compensation that pays for itself?
There really is no catch. You could start a self-financing incentive plan today if you just knew the steps to take. And that’s the purpose of this webinar. We want to teach you how to reward performance in a way that drives a positive ROI on your compensation investment, and eliminates the “cost” associated with traditional approaches. So, stop wasting money on incentive plans that are a drain on cash flow and profits.
If you are like most business leaders, your confidence in the economy is growing…but your company is not completely recovered from its COVID experience. It’s left you and your leadership feeling a bit numb. You may have had to cut salaries, freeze incentive plans and either furlough or let employees go. It’s been painful. (Our apologies for reminding you!)
Now you need to move forward with optimism but you can’t just pretend nothing has happened, right?
All of this leaves you feeling uncertain about what your pay strategy should look like in 2021. Questions abound: How can you reward employee performance but not make your cash flow vulnerable? How can you create a pay offering that is more flexible without also unleashing compensation chaos? And so on.
If this is where you and your company find yourselves, you should watch this broadcast.
The Role of Rewards in the “New Age” of Employee Empowerment. So where does compensation fit in this new engagement environment? Does it play any role? Some analysis suggests its impact is minimal. Other studies indicate it is a larger factor. To the extent attrition can be considered the antithesis of engagement, one might be confused by what seems to be conflicting data analyses among researchers regarding the influence compensation has on this much sought after quality in employees. If these are questions you are trying to answer, you should not miss this presentation.
Attracting Premier Talent Comes with a Price You Can’t Afford Not to Pay!
PwC’s 18th Annual Global CEO Survey revealed that “one of the biggest headaches for CEOs is making sure that the organization has the right people to cope with what lies ahead.” It further said that “CEOs need to be sure that the business is fit to react quickly to whatever the future may throw at it – and that means filling it with adaptable, creative people, working in a culture where energy fizzes and ideas spark into life. If they can’t be found, they must be created.” View this presentation that will address how you can successfully address this priority for your organization.
If you lead a business, you must treat your compensation plan as a strategic tool that can accelerate company growth. If you don’t, it can become a profit diluter and a drag on company performance.
With that in mind, we invite you to learn the 3 areas of strategic impact you should be having on your company’s pay design and development. We will discuss which compensation decisions only you should make and those that can be delegated to someone else.
Learn how the right pay strategy creates an ownership mindset! What if your compensation strategy could actually improve the accountability of your workforce? It seems too good to be true but it’s not. High performance companies are already doing it—and so can yours. The trick is to learn how to hold compensation accountable, not just your people.
VisionLink has been helping organizations create accountable rewards plans for over 20 years. We have tested and measured, analyzed and refined. And we have figured what actually works. Now we want to share what our experience has taught us.
As a prudent enterprise leader, you want your employees’ compensation tied to their performance. However, to accomplish that you must be able to distinguish the results your employees’ are producing from those driven by other factors (such as market conditions or shareholder investment).
So how do you do that? How do you ensure that you are rewarding performance and productivity actually attributable to your people?
This broadcast will address these and other important “pay for performance” questions. you will learn what high-performance companies do to ensure they are rewarding the right results. If you have been unsuccessful in your attempt to build such a plan for your business, you will not want to miss this event.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
Underwhelming Pay Strategy = Underwhelming Results
If I'm a CEO, I need my employees to draw the same conclusion I do about "what's important." And I want them to behave in a way that reflects that understanding and commitment. To accomplish that there must be alignment between the growth goals of the company, its business model and strategy, roles and expectations and financial rewards. So how do you create that line of sight and instill a sense of stewardship among employees through compensation? If these are issues you struggle with, you will not want to miss this presentation!
By: The VisionLink Advisory Group. A consulting firm that helps growth-oriented companies create greater alignment between their business plans and their rewards programs—thereby creating a unified financial vision for growing their companies.
Finding and keeping great people has never been more important—or as competitive. As a result, once you’ve secured premier talent, the last thing you can afford to do is lose those employees. However, if your organization is like most, you are at risk of losing your key performers. There are four primary reasons your best people may be considering leaving and why a focus on greater employee engagement is so critical. To learn what they are—and how they might work for your business—be sure to view this broadcast.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
If you lead a business, perhaps you’ve had to deal with questions like these: “Why is my bonus less than it was last year?” “Why didn’t I get a bigger salary increase?” “Can I have stock?” All are indicators your employees are feeling a bit entitled.
So, how does this happen? More important, what can you do about it? How can you transform a culture of entitlement into one focused on value creation and engagement?
Chances are, you’ve been hit hard by the coronavirus pandemic. Not the flu itself, hopefully. (God willing, you’ve steered clear of that contagion.) No, we’re talking about the economic hit. Its impact has been more far reaching and less discriminatory than the actual virus.
If Covid-19 has created an uncertain economic future for your company, we’d like to show you a way to effectively manage compensation in the face of the current chaos that also ensures your success when things rebound. We call this the “survive to thrive” strategy.
In this presentation you will learn a pay approach that is flexible and resilient enough for broad cash flow fluctuations but enduring enough to remain relevant when prosperous times return.
You want your people to buy into your vision of the future. You want to attract and keep premier talent. You want your employees to adopt a stewardship mindset and “own” results. You want all stakeholders to feel they are a part of the company’s success. You also want all stakeholders equally invested in preventing mistakes that can set the company back.
You recognize that’s a tall order in the best of times. But in today’s chaotic business environment, the challenge is even greater. So, what should you do?
This broadcast was created to help you answer that question.
How do you determine the right blend of salaries and incentives in your pay strategy? Some believe that paying higher salaries attracts the best people, and therefore improves company performance. Others believe employee earnings should be tied to results, so they emphasize variable pay. So, is one right and the other wrong?
Obviously, there is no universal “right” way to pay employees. Instead, you must find what works best for your organization. So, how do you do that?
That is the question this webinar plans to answer. We will discuss 3 principles for determining the right rewards balance for your company and how they can be used to resolve the higher salary versus bigger incentives dilemma.
Let’s face it, it is becoming harder and harder to attract the best talent. And without great people, you’ll never achieve a high-performance culture. As a result, your growth ambitions will be left unfulfilled. In short, it is critical to have an “irresistible” pay offer.
In this presentation, you will learn:
What a well-crafted pay philosophy should address and why it matters to the people you are trying to attract.
How to design a pay approach that appeals to the millennial employees you need to recruit.
Why a compensation strategy rooted in a value-sharing model is essential to an irresistible pay offer.
How top talent evaluates your compensation plan—and what they want it to help them achieve.
Why “how” you pay top producers is more important than “how much” you pay them.
How to create a rewards plan that offers unlimited earnings potential and pays for itself.
To watch the recording, visit https://www.vladvisors.com/webinars/the-3-parts-of-an-irresistible-pay-offer
Total rewards service providers slide_share_2014People Matters
With talent taking the centre-stage in CEO’s agenda, it is time that Indian organizations use every tool at their disposal to attract and retain talent as the expectations of employees are at an all-time high. An ideal Total Rewards plan is the perfect blend of tangible and intangible rewards. Traditional reward patterns will not work as the workforce in most organizations is multi-generational. ESOPs, integrated healthcare benefits, work-life balance, non-cash
rewards are some of the rewards that companies can use to engage the employees.
No other productivity investment has as much impact as sales coaching. But it’s not easy and many organizations struggle to get it right. This complimentary one-hour VSA webinar features PJ Nisbet and Candice October of ValueSelling Associates in the UK as they share proven, best practices that sales leaders can use to coach effectively.
Share Company Value without Sharing Equity. Many companies wonder whether there is a way to tie a long-term incentive to the value of the company without giving away equity. The answer is yes and the solution is Phantom Stock. This concept has become the answer for many company leaders who feel reluctant about sharing stock but feel equally strong that their key people should participate in the value they help create. This presentation will describe how phantom stock works and why it has become such a valuable solution for business leaders seeking an alternative to equity sharing. Whether you have a phantom stock plan now or are just considering whether it would work in your circumstance, you will not want to miss this presentation!
Which Long-Term Incentive Plan is Right for Your Company? If you plan to grow your company, you will need a pay plan that rewards long-term performance. You just will! Employees want to know they can participate in the business value they help create.
The hard part is determining which value-sharing approach is most suitable. Should you share stock? If so, should you give away present value or just future value? If you do not want to share equity, do you still want to tie the incentive to business growth in some way? There are lots of questions to be answered before you can determine which LTIP strategy is best.
In short, we can help you decide how to pick the best LTIP for your company.
Chances are, you think differently about compensation now than you did a few months ago. Let’s face it, COVID-19 made us think differently about a lot of things, did it not? And although you’ve survived the crisis so far, you recognize your pay strategy going forward probably needs to change.
But change how? Exactly what should be different?
This broadcast was created to help you answer that question. We recognize business leaders like you are struggling to determine how you can effectively reward performance in the new economy without creating the same financial vulnerabilities you’ve just lived through. We can think we can help.
As a private company leader, have you struggled with the idea of sharing stock? Do you find yourself conflicted because you want to reward your key people for improving business value, but prefer to do so without diluting owner equity? Do you find yourself without a good answer when some says: “Can I have stock in the company?” If so, you’re not alone.
This happens because you simply don’t know what options you have, right? If you don’t share equity, then what do you do instead? This webinar will solve that problem for you. There are six different ways to reward long-term value creation without giving away stock. In this broadcast, we will discuss each of them and teach you how to decide which one is right for your company.
What if the employee incentive plan you offer didn’t really cost your company anything? How much value would you share? In theory, if it didn’t really cost you anything, the amount you could share would be unlimited, right? So, what’s the catch? Is there actually such a thing as incentive compensation that pays for itself?
There really is no catch. You could start a self-financing incentive plan today if you just knew the steps to take. And that’s the purpose of this webinar. We want to teach you how to reward performance in a way that drives a positive ROI on your compensation investment, and eliminates the “cost” associated with traditional approaches. So, stop wasting money on incentive plans that are a drain on cash flow and profits.
If you are like most business leaders, your confidence in the economy is growing…but your company is not completely recovered from its COVID experience. It’s left you and your leadership feeling a bit numb. You may have had to cut salaries, freeze incentive plans and either furlough or let employees go. It’s been painful. (Our apologies for reminding you!)
Now you need to move forward with optimism but you can’t just pretend nothing has happened, right?
All of this leaves you feeling uncertain about what your pay strategy should look like in 2021. Questions abound: How can you reward employee performance but not make your cash flow vulnerable? How can you create a pay offering that is more flexible without also unleashing compensation chaos? And so on.
If this is where you and your company find yourselves, you should watch this broadcast.
The Role of Rewards in the “New Age” of Employee Empowerment. So where does compensation fit in this new engagement environment? Does it play any role? Some analysis suggests its impact is minimal. Other studies indicate it is a larger factor. To the extent attrition can be considered the antithesis of engagement, one might be confused by what seems to be conflicting data analyses among researchers regarding the influence compensation has on this much sought after quality in employees. If these are questions you are trying to answer, you should not miss this presentation.
Attracting Premier Talent Comes with a Price You Can’t Afford Not to Pay!
PwC’s 18th Annual Global CEO Survey revealed that “one of the biggest headaches for CEOs is making sure that the organization has the right people to cope with what lies ahead.” It further said that “CEOs need to be sure that the business is fit to react quickly to whatever the future may throw at it – and that means filling it with adaptable, creative people, working in a culture where energy fizzes and ideas spark into life. If they can’t be found, they must be created.” View this presentation that will address how you can successfully address this priority for your organization.
If you lead a business, you must treat your compensation plan as a strategic tool that can accelerate company growth. If you don’t, it can become a profit diluter and a drag on company performance.
With that in mind, we invite you to learn the 3 areas of strategic impact you should be having on your company’s pay design and development. We will discuss which compensation decisions only you should make and those that can be delegated to someone else.
Learn how the right pay strategy creates an ownership mindset! What if your compensation strategy could actually improve the accountability of your workforce? It seems too good to be true but it’s not. High performance companies are already doing it—and so can yours. The trick is to learn how to hold compensation accountable, not just your people.
VisionLink has been helping organizations create accountable rewards plans for over 20 years. We have tested and measured, analyzed and refined. And we have figured what actually works. Now we want to share what our experience has taught us.
As a prudent enterprise leader, you want your employees’ compensation tied to their performance. However, to accomplish that you must be able to distinguish the results your employees’ are producing from those driven by other factors (such as market conditions or shareholder investment).
So how do you do that? How do you ensure that you are rewarding performance and productivity actually attributable to your people?
This broadcast will address these and other important “pay for performance” questions. you will learn what high-performance companies do to ensure they are rewarding the right results. If you have been unsuccessful in your attempt to build such a plan for your business, you will not want to miss this event.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
Underwhelming Pay Strategy = Underwhelming Results
If I'm a CEO, I need my employees to draw the same conclusion I do about "what's important." And I want them to behave in a way that reflects that understanding and commitment. To accomplish that there must be alignment between the growth goals of the company, its business model and strategy, roles and expectations and financial rewards. So how do you create that line of sight and instill a sense of stewardship among employees through compensation? If these are issues you struggle with, you will not want to miss this presentation!
By: The VisionLink Advisory Group. A consulting firm that helps growth-oriented companies create greater alignment between their business plans and their rewards programs—thereby creating a unified financial vision for growing their companies.
Finding and keeping great people has never been more important—or as competitive. As a result, once you’ve secured premier talent, the last thing you can afford to do is lose those employees. However, if your organization is like most, you are at risk of losing your key performers. There are four primary reasons your best people may be considering leaving and why a focus on greater employee engagement is so critical. To learn what they are—and how they might work for your business—be sure to view this broadcast.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
If you lead a business, perhaps you’ve had to deal with questions like these: “Why is my bonus less than it was last year?” “Why didn’t I get a bigger salary increase?” “Can I have stock?” All are indicators your employees are feeling a bit entitled.
So, how does this happen? More important, what can you do about it? How can you transform a culture of entitlement into one focused on value creation and engagement?
Chances are, you’ve been hit hard by the coronavirus pandemic. Not the flu itself, hopefully. (God willing, you’ve steered clear of that contagion.) No, we’re talking about the economic hit. Its impact has been more far reaching and less discriminatory than the actual virus.
If Covid-19 has created an uncertain economic future for your company, we’d like to show you a way to effectively manage compensation in the face of the current chaos that also ensures your success when things rebound. We call this the “survive to thrive” strategy.
In this presentation you will learn a pay approach that is flexible and resilient enough for broad cash flow fluctuations but enduring enough to remain relevant when prosperous times return.
You want your people to buy into your vision of the future. You want to attract and keep premier talent. You want your employees to adopt a stewardship mindset and “own” results. You want all stakeholders to feel they are a part of the company’s success. You also want all stakeholders equally invested in preventing mistakes that can set the company back.
You recognize that’s a tall order in the best of times. But in today’s chaotic business environment, the challenge is even greater. So, what should you do?
This broadcast was created to help you answer that question.
How do you determine the right blend of salaries and incentives in your pay strategy? Some believe that paying higher salaries attracts the best people, and therefore improves company performance. Others believe employee earnings should be tied to results, so they emphasize variable pay. So, is one right and the other wrong?
Obviously, there is no universal “right” way to pay employees. Instead, you must find what works best for your organization. So, how do you do that?
That is the question this webinar plans to answer. We will discuss 3 principles for determining the right rewards balance for your company and how they can be used to resolve the higher salary versus bigger incentives dilemma.
Let’s face it, it is becoming harder and harder to attract the best talent. And without great people, you’ll never achieve a high-performance culture. As a result, your growth ambitions will be left unfulfilled. In short, it is critical to have an “irresistible” pay offer.
In this presentation, you will learn:
What a well-crafted pay philosophy should address and why it matters to the people you are trying to attract.
How to design a pay approach that appeals to the millennial employees you need to recruit.
Why a compensation strategy rooted in a value-sharing model is essential to an irresistible pay offer.
How top talent evaluates your compensation plan—and what they want it to help them achieve.
Why “how” you pay top producers is more important than “how much” you pay them.
How to create a rewards plan that offers unlimited earnings potential and pays for itself.
To watch the recording, visit https://www.vladvisors.com/webinars/the-3-parts-of-an-irresistible-pay-offer
Total rewards service providers slide_share_2014People Matters
With talent taking the centre-stage in CEO’s agenda, it is time that Indian organizations use every tool at their disposal to attract and retain talent as the expectations of employees are at an all-time high. An ideal Total Rewards plan is the perfect blend of tangible and intangible rewards. Traditional reward patterns will not work as the workforce in most organizations is multi-generational. ESOPs, integrated healthcare benefits, work-life balance, non-cash
rewards are some of the rewards that companies can use to engage the employees.
No other productivity investment has as much impact as sales coaching. But it’s not easy and many organizations struggle to get it right. This complimentary one-hour VSA webinar features PJ Nisbet and Candice October of ValueSelling Associates in the UK as they share proven, best practices that sales leaders can use to coach effectively.
Share Company Value without Sharing Equity. Many companies wonder whether there is a way to tie a long-term incentive to the value of the company without giving away equity. The answer is yes and the solution is Phantom Stock. This concept has become the answer for many company leaders who feel reluctant about sharing stock but feel equally strong that their key people should participate in the value they help create. This presentation will describe how phantom stock works and why it has become such a valuable solution for business leaders seeking an alternative to equity sharing. Whether you have a phantom stock plan now or are just considering whether it would work in your circumstance, you will not want to miss this presentation!
Which Long-Term Incentive Plan is Right for Your Company? If you plan to grow your company, you will need a pay plan that rewards long-term performance. You just will! Employees want to know they can participate in the business value they help create.
The hard part is determining which value-sharing approach is most suitable. Should you share stock? If so, should you give away present value or just future value? If you do not want to share equity, do you still want to tie the incentive to business growth in some way? There are lots of questions to be answered before you can determine which LTIP strategy is best.
In short, we can help you decide how to pick the best LTIP for your company.
Have you struggled to find a pay strategy that actually drives higher performance?
Well, it doesn’t have to be a mystery. Learn what high performance companies do to develop high performance rewards strategies. Turn Your Compensation Cost into an Investment in Business Growth!
View the recorded presentation on VisionLink's website: https://www.vladvisors.com/compensation-knowledge-center/webinars/5-keys-to-building-a-high-performance-pay-strategy-in-2018
As an enterprise leader, you want to cultivate highly productive performers in your workforce. Your business growth depends upon it. And so you search for rewards strategies that will drive the kind of productivity and performance you need. However, you do so with some skepticism—wondering if pay really has any bearing on the results you achieve. Some things you read suggest it doesn’t, but your business intuition tells you that pay, productivity and performance are (or at least should be) linked. But how? The approaches you’ve tried in the past haven't exactly “worked.” So, you grapple with what to do next. If this is an issue you face, you will not want to miss this.
Is Pay Hindering Your Company’s Performance?
A culture of performance is one where success patterns have taken root throughout an organization. The company is winning and you see it manifest in every part of the business. However, for too many companies, the culture is not “firing on all cylinders.” Performance is lagging. As a result, breakthrough growth remains out of reach.
Pay can either drive or inhibit the success patterns that fuel business growth. If your company’s rewards strategy is hindering more than enabling a performance culture, you will not want to miss this presenation
As a business leader, at some point you will have to decide if you’re going to share stock. You likely favor the idea of rewarding long-term value creation but don’t like the idea of diluting shareholder equity. So, you wonder if there are other options. The good news is there are alternatives. View this recording to learn about them—and how they might work for your business.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
How to Determine if Your Pay Strategy Needs Professional Help. Compensation planning is not your core competency. Leading a business is. So is it time to stop putting your pay investment at risk and getting experts involved? In this presentation, we’ll show you seven ways you can tell.
View a recording of the presentation: https://www.vladvisors.com/compensation-knowledge-center/webinars/7-signs-you-need-a-compensation-consultant
What if you asked your top four employees to articulate the vision and purpose of your company? Could they do it? What about its business model and strategy? How about explaining their roles and the outcomes for which they have stewardship?
Chances are even your best people would struggle with that exercise. And if they have a hard time, imagine what that implies about the rest of your team.
Those simple questions reveal the level of line of sight you have in your business. And without line of sight, it is virtually impossible to have an engaged workforce.
With that in mind, VisionLink discusses the important role of employee alignment in creating sustained success in all aspects of talent management and performance—and how to create a pay strategy that reinforces the vision and mindset you want your employees to have.
To view a recording of this webinar, visit: http://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-improve-line-of-sight-and-why-it-matters
To learn more about VisionLink, visit: www.vladvisors.com
How to Ensure that Rewards Drive Growth
If you run a business, it’s likely you see a future company that is bigger and better than the present enterprise. You also probably recognize that to fulfill that vision, pay will have to play a strategic role. Growth will not be achieved simply because you’re paying a competitive salary, have a group medical plan and/or allow your employees to contribute to a 401(k) plan. Rather, you recognize growth goals are achieved when an employee feels "invested" in the results the company seeks to fulfill. So how do you use pay to help accomplish that? What role should it play and what components should it include? To find out the answer to these and other related questions, you will not want to miss this presentation.
Most business leaders believe that some portion of employee pay should be in the form of incentives, but are left struggling to find answers to key questions: How much of someone’s pay should be variable? And who should have incentive pay as part of their mix? How much of the incentive should be short-term and how much should be based on long-term performance? What type of incentive(s) should it be? What if I don’t pay incentives and just pay higher salaries than my competitors? Will that work just as well?
If these are questions you are facing, don’t miss this presentation!
The COVID economy has likely caused you to rethink your compensation approach and forced you to confront some difficult questions: Should incentive compensation play a larger or smaller role in your pay strategy going forward? What’s more important—rewards for short or long-term performance? Better yet, should you even be offering incentives at all given the current uncertainty in the business environment?
VisionLink and EBS would like to help you answer those questions. In this webcast, you will learn why incentive plans are more important than ever and how they should be engineered in a post-COVID business world. We will show how the right approach to value-sharing can help you succeed any economy and inspire a balanced result in your employees’ performance.
Most business leaders struggle with their incentive plans. What kind of results should they reward? Who should receive them? How will the incentives be "paid for?" And finally, what is the right balance is between short and long-term value-sharing? Although there is no silver bullet answer to these questions for every company, there are guiding principles businesses should follow if they want their incentive plans to help drive the performance they seek. If you find yourself grappling with these issues, you will not want to miss this presentation! http://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-balance-short-and-long-term-incentives
How do you determine who the top performers are in your organization—and what kind of value proposition are you offering to make sure they will stay?
These seem like simple questions but most business leaders struggle to answer them. And knowing the answers is critical given the scarcity of skilled talent in the marketplace today.
In short, being able to identify those people who are really creating value in your business—and developing a pay strategy that keeps them producing—has never been more important. It doesn’t go too far to say that the future of your business depends on it.
Addressing these issues is the focus of this presentation.
The economic chaos caused by the coronavirus pandemic is likely causing you to examine every financial element of your business right now. And because compensation is the biggest line item on your P&L, that number blares at you like a neon sign these days. All logic tells you it needs to shrink--and quickly.
As a result, you're wondering what your pay strategy should look like for the foreseeable future. Now, more than ever, your approach to compensation needs to be tied to performance--which means it is linked to results. If that's true, what should those results be and how do you make sure your pay plan effectively rewards them?
What if the employee incentive plan you offer didn’t really cost your company anything? How much value would you share? In theory, if it didn’t really cost you anything, the amount you could share would be unlimited, right? So, what’s the catch? Is there actually such a thing as incentive compensation that pays for itself?
There really is no catch. You could start a self-financing incentive plan today if you just knew the steps to take. And that’s the purpose of this webinar. We want to teach you how to reward performance in a way that drives a positive ROI on your compensation investment, and eliminates the “cost” associated with traditional approaches. So, stop wasting money on incentive plans that are a drain on cash flow and profits.
Most business leaders know that some portion of their pay construct should be in the form of incentives, but are left struggling to find answers to these kinds of questions: How much of someone’s pay should be variable? And who should have incentive pay as part of their mix? How much of the incentive should be short-term and how much should be based on long-term performance? What type of incentive(s) should it be. If these are questions you struggle with, you will not want to miss this.
Employee performance management has been undergoing a revolution over the past few years. Highly structured, year-end appraisals are being eliminated. Instead, business leaders are adopting a forward-looking, flexible mentoring and coaching approach. The “new and improved” method is designed to help companies navigate the accelerated pace of change all businesses are experiencing.
So, how is this revolution impacting compensation? What kind of pay strategies are being used with this new performance management approach? How are successful business leaders ensuring their compensation plans offer maximum flexibility without creating a need for constant reinvention?
In this webinar, we will answer all those questions and more. You will discover how a rewards plan can be both agile and enduring—and why that combination is essential in the hyper-change environment we are living in.
Similar to "What is Phantom Stock & Why Do I Keep Hearing About It?" (20)
When economic conditions are in constant motion, is it even possible to determine the “right” pay strategy?
For example, some company leaders believe high salaries are necessary to attract great people, but are concerned about having costly pay commitments if the economy is shut down again. Others think employee earnings should be tied heavily to performance, but wonder what metrics to use—and how to balance short versus long-term rewards. So, is one right and the other wrong?
The reality is there is no playbook for determining how to pay employees amid the kind of economic uncertainly we have been experiencing. So, what should you do?
This broadcast will help you answer that question. You will learn how to use compensation as a strategic tool and construct a rewards approach that is agile enough for changing conditions but enduring enough to work in any economy. We will, in fact, show you how to resolve the “higher salary versus bigger incentives” dilemma.
The COVID economy has likely created competing priorities for you as a business leader. You feel pressure to minimize your compensation expense and protect cash flow. At the same time, you need to incentivize employee performance so your people will be motivated to get results.
So, what should you do?
Tune into this webcast to learn why many enterprise leaders are finding phantom stock to be the answer. In this broadcast, we will show you how this kind of plan enables you to reward performance without increasing your compensation expense. You will also see how phantom stock allows you to share value without diluting owner equity.
In short, we will demonstrate why phantom stock is the compensation equivalent of “having your cake and eating it too.”
The COVID-19 economy changed everything, did it not? The future business environment is not going be the same as it was prior to the pandemic. As a result, your future company can’t be the same either. It will be facing unique challenges. But it also offers you unprecedented new opportunities.
As always, those who anticipate and prepare for that future will have the advantage.
To that end, watch the recorded presentation to learn five ways you can leverage your ability to succeed in the new economy. In this webinar, we will share high impact insights that will help your company thrive regardless of the conditions that lie ahead.
Compensation is expensive. And if your pay investment is not managed properly, it can wreak havoc on your company’s cash flow. For many business leaders, that’s been a key learning from the coronavirus economy.
So, how do you solve that problem? What rewards plan allocation is best suited to your organization and most likely to produce the performance results you want?
In this webinar, we will answer both those questions. We will show you how to create a structure that ensures your compensation investment is effectively planned and managed—and generates a real return for the company. Not only that, we will introduce you to an online tool that helps you achieve that outcome simply—and for free.
Happily, our country is beginning to open for business again. So, what now?
While the economy won’t recover overnight, smart companies are starting to plan how their businesses will operate differently in the future, especially when it comes to compensation. Going forward, they want pay programs that won’t paralyze their cash flow or otherwise create the kind of financial strain their current plans have caused.
So, what’s the solution? How should your rewards approach in the future be different than has been previously? What emphasis should be given to guaranteed versus incentive compensation? What is the best way to align pay with results and what kind of performance should be rewarded? How do you make sure your compensation plan has the right balance of flexibility and stability? And what should you start doing now to prepare for success going forward?
While the coronavirus has stalled business for many companies, some are experiencing a sudden spike in demand for their product or service. Perhaps yours is one of them. If so, you may find yourself “hiring in a hurry” to ensure you have enough talent to handle the sudden increase in interest, traffic and opportunity.
Given the urgency, the risk of mistake-making is high and can be costly—especially when it comes to extending pay offers. Compensation is an expensive proposition, so making promises in a hurry can be particularly hazardous. You don’t want to make commitments now you will regret later.
We can help you avoid that risk.
It is time to get rid of that bonus plan you have reinvented five times in the last six years. More metrics is not the answer. A different payout schedule isn’t going to change anything. You just need to let it go. Incentive plans have become unappreciated, ineffective and economically indefensible. In today’s business environment, your focus should be on value-sharing. To learn how to transition from paying incentives to sharing value—and why it matters—watch our on-demand broadcast.
Is there such a thing as a chief executive who is “satisfied” with the performance of his or her employees? Or, are there any who feel their company’s performance management system is “working?” And what about pay? Do you know anyone who feels good about the relationship between the incentive payments they are making and how their people are performing?
I’m guessing not.
So why is that? How can so many run successful businesses but not be able to figure out how to effectively manage the performance of their people and reward them in a way that drives more of the results they want?
The answer is because there are no rules. And the reason there are no rules is because every business is different.
So, what do you do?
Well, you will need to watch our on-demand webinar to learn the answer. (Sorry, it’s just how marketing works!) Discover the principles and practices successful companies use to drive, manage and reward superior employee performance.
Most business leaders want greater engagement from their employees. So, they hire consultants, go on retreats, survey their workforce, initiate team-building exercises and design one engagement strategy after another. And then…they become frustrated because they have little to show for their efforts.
The truth is, employee engagement is not as complicated as we make it. The problem is, in business, we want to solve everything with a strategy. But engagement isn’t the result of a clever strategy. Its development is organic. Therefore, the focus of business leaders should be on encouraging and accelerating its evolution—not on trying to manipulate it into existence.
For most companies, compensation is the costliest item on the P&L. And yet business leaders typically know little about their organization’s pay strategy. In today’s hyper competitive world, that’s not okay. Pay is a strategic tool that can either drive or diminish company profitability. It is a key to recruiting the kind of talent that can positively impact the trajectory of the business. Therefore, chief executives need to play a leading role in charting the compensation course their companies take. But, to do that effectively, they must become better informed about core pay issues. But which issues? What, exactly, do they need to know?
This webinar will answer those questions. It is designed for enterprise leaders who want to learn how compensation can play a more productive role in their businesses.
It is time to get rid of that bonus plan you have reinvented five times in the last six years. More metrics is not the answer. A different payout schedule isn’t going to change anything. You just need to let it go. Incentive plans have become unappreciated, ineffective and economically indefensible. In today’s business environment, your focus should be on value-sharing.
To watch the recording, visit https://www.vladvisors.com/webinars/why-you-should-stop-paying-incentives
Most business leaders are dissatisfied with the bonus plan their company offers. Why is that?
The reason they give is that their incentive plan just doesn’t “work.” But the core problem is they start with the wrong expectation. They want their plan to change employee behavior. Therefore, they build their bonus offering on a flawed premise. This becomes a costly issue because companies make huge investments in the performance awards they pay out. Having them not “work” is simply not acceptable. There is a better way—and we would like to teach it to you.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. VisionLink’s Focus: Help Business Leaders Build and
Sustain a High Performance Culture
Accelerate performance through pay strategies that
transform employees into growth partners.
3. If you do that…
• Quality of talent will improve.
• Employee engagement will expand.
• Performance will be magnified.
• Business growth will be accelerated.
• Shareholder value will increase.
5. 55
Owner Mindset
I really need this person.
Willing to share stock if bigger
pie is created.
What if bigger pie isn’t created?
How much will satisfy this
person?
What will this do to my value?
Am I opening a Pandora’s Box?
What will trigger liquidation?
What will it “cost” me?
6. 66
Key Talent Trend
By 2020, the worldwide shortage of highly
skilled, college-educated workers could
reach 38 to 40 million, or 13% of demand.
(Source: McKinsey Global Institute)
7. 77
2020 is Here
“The conversations overheard at
every Chief Executive Group event
this year undoubtedly echo the
conversations you’re having with
…the heads of every division in your
organization: how to deal with the
skills gap that has made it so
difficult for companies throughout
America to fill available jobs,
increase often-stalled productivity,
navigate change, and fuel the sort
of disruptive activity that is
essential for survival in this
economy.”
(Chief Executive Magazine, July 25, 2017)
8. 88
The Emergence of Catalysts
The New Corporate Garage
The revolution spurred by venture capitalists decades ago
has created the conditions in which scale enables big
companies to stop shackling innovation and start
unleashing it.
Harvard Business Review,
September 2012
9. 99
Catalysts Change Growth Trajectory
“…entrepreneurial individuals, or
‘catalysts,’ within big companies are
using those companies’ resources,
scale, and growing agility to develop
solutions to global challenges in ways
that few others…”
Harvard Business Review,
September 2012 (continued)
Jony Ive
10. 1010
Catalysts
Meaningful experience
Unique abilities
Strategic Leaders
Able to impact business
growth trajectory
Companies are competing
for their talents
Have leverage
Many married and have
children
11. 1111
Key Questions
1. Do you believe your company will
be bigger—significantly bigger—in
5 years?
2. Do you believe you can achieve
that growth without the
commitment and effort of your
team members?
3. Do you believe you have a greater
likelihood of achieving your
growth goals if you attract
premier talent, not just good
talent?
12. 1212
Key Questions
4. Do you believe that creating an
ownership mentality will improve
engagement and productivity?
5. Do you believe that if an
employee is directly responsible
for creating economic value, he
or she is entitled to a portion of
it?
6. Do you believe that if you want
to beat your competition in
attracting great talent you must
offer a superior value
proposition?
14. 1414
Long-Term Value-Sharing & Catalysts
Single most important component
in attracting “catalysts”
Should be used in every size
organization
Creates “wealth multiplier”
mindset
Ties employees to vision and
growth plan of the company
Most under-utilized plan in most
private companies
15. 1515
What High Performers Want
There is a philosophy that guides
pay decisions and I relate to it.
There is a mechanism for sharing
value with those who help
produce it.
I have some control over how
much I can earn if I produce.
I feel a sense of partnership with
ownership.
19. 1919
Grant Equity or
Not Equity?
Full Value or
Appreciation Only?
Yes
Appreciation
Stock Option
Full Value
Performance Based?
Yes
Performance Shares
No
Restricted Stock
No
Reward for Value
Increase or Financial
Performance?
Value Increase
Full Value or
Appreciation?
Appreciation
Phantom Stock
Option
Full Value
Performance Based?
Yes
Performance
Phantom Stock
No
Phantom Stock
Financial
Performance
Appreciation-
Performance Based or
Employee Directed?
Performance
Based
Reward for Profit/Cash
Flow or Other Metrics?
Profits
Allocation or
Objectives Based?
Allocation
Profit Pool
ObjectivesOther Metrics
Performance Unit
Employee Directed
Strategic Deferred
Compensation
20. 2020
Sharing Equity
In a Private Company, when
does it make sense?
Key Questions
Competing against public
companies for talent?
Need to give equity to attract or
retain vital contributors?
Employees have earned an
ownership stake?
Means exist for transferring or
repurchasing stock?
Can accept the immediate
dilution of your equity?
21. 2121
Grant Equity or
Not Equity?
Full Value or
Appreciation Only?
Yes
Appreciation
Stock Option
Full Value
Performance Based?
Yes
Performance Shares
No
Restricted Stock
No
Reward for Value
Increase or Financial
Performance?
Value Increase
Full Value or
Appreciation?
Appreciation
Phantom Stock
Option
Full Value
Performance Based?
Yes
Performance
Phantom Stock
No
Phantom Stock
Financial
Performance
Appreciation-
Performance Based or
Employee Directed?
Performance
Based
Reward for Profit/Cash
Flow or Other Metrics?
Profits
Allocation or
Objectives Based?
Allocation
Profit Pool
ObjectivesOther Metrics
Performance Unit
Employee Directed
Strategic Deferred
Compensation
22. 2222
No Stock ● Reward For Value Increase
Full Value ● Not Performance-Based
Phantom Stock
23. 2323
Phantom Stock
Company establishes a phantom share value
(formula or valuation)
Employees given an award that has current value
essentially equivalent to company stock value
(subject to vesting schedule)
No rights of ownership
Rewards for past contributions and future growth
Payments will be made in cash (or stock) at pre-
determined dates
Full value awards create a direct link to ownership
24. 2424
Grant Equity or
Not Equity?
Full Value or
Appreciation Only?
Yes
Appreciation
Stock Option
Full Value
Performance Based?
Yes
Performance Shares
No
Restricted Stock
No
Reward for Value
Increase or Financial
Performance?
Value Increase
Full Value or
Appreciation?
Appreciation
Phantom Stock
Option
Full Value
Performance Based?
Yes
Performance
Phantom Stock
No
Phantom Stock
Financial
Performance
Appreciation-
Performance Based or
Employee Directed?
Performance
Based
Reward for Profit/Cash
Flow or Other Metrics?
Profits
Allocation or
Objectives Based?
Allocation
Profit Pool
ObjectivesOther Metrics
Performance Unit
Employee Directed
Strategic Deferred
Compensation
25. 2525
No Stock ● Reward For Value Increase
Full Value ● Performance-Based
Performance Phantom Stock
26. 2626
Performance Phantom Stock
Employees given the promise to receive phantom
shares upon fulfillment of pre-determined (often
annual) financial goals
Shares can be full value or appreciation
“Double” pay-for-performance concept
You earn shares based on performance
Share values go up based on performance
27. 2727
Grant Equity or
Not Equity?
Full Value or
Appreciation Only?
Yes
Appreciation
Stock Option
Full Value
Performance Based?
Yes
Performance Shares
No
Restricted Stock
No
Reward for Value
Increase or Financial
Performance?
Value Increase
Full Value or
Appreciation?
Appreciation
Phantom Stock
Option
Full Value
Performance Based?
Yes
Performance
Phantom Stock
No
Phantom Stock
Financial
Performance
Appreciation-
Performance Based or
Employee Directed?
Performance
Based
Reward for Profit/Cash
Flow or Other Metrics?
Profits
Allocation or
Objectives Based?
Allocation
Profit Pool
ObjectivesOther Metrics
Performance Unit
Employee Directed
Strategic Deferred
Compensation
28. 2828
No Stock ● Reward For Value Increase
Future Value Only
Phantom Stock Option
29. 2929
Phantom Stock Options
Employees given a promise of cash payment at a
future date
The value will be based on the appreciation in stock
price from the date of award to the date of redemption
(like stock appreciation rights)
Like stock options but without the need to pay for
shares
Rewards employees for contributing to the increase in
enterprise value
Can be part of the employee’s annual pay package
32. 3232
So, in 2016 you wanted to hire John…
New Chief Revenue Officer
What did you offer him?
Significant salary
Meaningful target bonus
???
34. 3434
What You Offered John
Employee Value Statement
John Ferry @ Target
Cash Needs
2016 2017 2018 2019 2020 2021 2022
Annual Salary $ 325,000 $ 334,750 $ 344,793 $ 355,136 $ 365,790 $ 376,764 $ 388,067
Bonus $ 85,000 $ 87,550 $ 90,177 $ 92,882 $ 95,668 $ 98,538 $ 101,494
Total Cash Received $ 410,000 $ 422,300 $ 434,969 $ 448,018 $ 461,459 $ 475,302 $ 489,561
Security Needs
Core Benefits $ 21,000 $ 22,260 $ 23,596 $ 25,011 $ 26,512 $ 28,103 $ 29,789
Executive Benefits $ 18,000 $ 18,540 $ 19,096 $ 19,669 $ 20,259 $ 20,867 $ 21,493
Total Value $ 39,000 $ 40,800 $ 42,692 $ 44,680 $ 46,771 $ 48,970 $ 51,282
Wealth Accumulation
Long-Term Incentive Plan (SAR)
Annual Distribution
Increase in Vested Value
Remaining Unvested Value
Total Value (Paid, Vested & Unvested)
Retirement Plans
401(k) Company Match $ 16,500 $ 16,995 $ 17,505 $ 18,030 $ 18,571 $ 19,128 $ 19,702
Deferred Comp Match $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000
Total Value Projection
Total Cash Received $ 410,000 $ 422,300 $ 434,969 $ 448,018 $ 461,459 $ 475,302 $ 489,561
Total Benefits Annual Value $ 39,000 $ 40,800 $ 42,692 $ 44,680 $ 46,771 $ 48,970 $ 51,282
Annual Value of LTIP $ - $ - $ - $ - $ - $ - $ -
Annual Value of Ret Plan Contr's $ 26,500 $ 26,995 $ 27,505 $ 28,030 $ 28,571 $ 29,128 $ 29,702
Total Annual Value $ 475,500 $ 490,095 $ 505,166 $ 520,728 $ 536,801 $ 553,400 $ 570,545
Total Wealth Projection 475,500 $ 965,595 $ 1,470,761 $ 1,991,489 $ 2,528,290 $ 3,081,690 $ 3,652,235
35. 3535
John’s Expected Contribution
1. Deliver on annual
budget goals
2. Deliver on 5-year
growth plan
a) Revenue from $19 mm to
$39mm
b) Net Income from $6 mm
to $14 mm
c) Book value from $19mm
to $43 mm
d) Market value
(conservative) from
$25mm to $67mm
40. 4040
Select the Right Plan Type
Phantom Stock
Option
Performance
Phantom Stock
Phantom Stock
41. 4141
Create a Financial Model & Dashboard
Detailed operation
projection
Award guidelines by
participant
Vesting, redemption,
payment schedules
Performance standards
Over/under performance
assessment (Base, Target,
Superior)
Success measurements
Cost controls
Cash flow and earnings
assessment
Funding standards
42. 4242
Select Potential Participants
ID First Name Last Name Position / Job Title Date of Hire Tier
Initial Annual
Salary
1 John Ferry CRO 7/1/2016 1 $ 325,000
2 Patrice Cornyn CFO 1/15/2010 2 $ 225,000
3 Angela Jimenez COO 5/8/2009 2 $ 220,000
4 Jordan Fisher SVP Marketing 2/15/2011 2 $ 215,000
5 Armand Higuera SVP Sales 6/15/2012 2 $ 210,000
6 George Arnold SVP International Ops 2/11/2013 2 $ 205,000
43. 4343
Set Your Budget
2016 2021
Present Company Future Company
Key Indicators
35,769,174$ Formula Value 77,576,775$
Added Value
41,807,601$
Sharing Target
12%
Value Shared
5,016,912$
Plan participants
6
Average Value
836,152$
Future Company Projection
45. 4545
Project Values by Person
2016 2017 2018 2019 2020 2021 2022
Assumed Market Value 37,391,912$ 44,827,967$ 53,653,761$ 64,118,910$ 76,516,644$ 87,992,136$ 101,188,912$
Formula Value 24,927,941$ 29,885,311$ 35,769,174$ 42,745,940$ 51,011,096$ 58,661,424$ 67,459,274$
Increase in Formula Value From Inception 4,304,881 9,262,251 15,146,114 22,122,880 30,388,036 38,038,364 46,836,214
Total Phantom Shares 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000
Weighted Share Value (EOY) 2.49$ 2.99$ 3.58$ 4.27$ 5.10$ 5.87$ 6.75$
TOTAL PLAN PROJECTION
Annual Grants (BOY) 580,704 494,834 424,449 365,133 315,314 271,918 243,336
Cumulative Grants 580,704 1,075,538 1,499,987 1,865,120 2,180,433 2,452,351 2,695,688
Dollar Basis of PSOs 398,750$ 410,713$ 423,034$ 435,725$ 448,797$ 462,261$ 476,128$
Plan Value (BOY) -$ 249,703$ 787,472$ 1,672,464$ 1,676,041$ 1,712,299$ 1,550,033$
Annual Distributions -$ -$ -$ 882,670$ 880,805$ 895,587$ 836,154$
Cumulative Distributions -$ -$ -$ 882,670$ 1,763,475$ 2,659,062$ 3,495,215$
Vested Value (EOY) -$ -$ 882,670$ 880,805$ 895,587$ 836,154$ 781,978$
Unvested Value (EOY) 249,703$ 787,472$ 789,794$ 795,236$ 816,712$ 713,879$ 662,801$
Plan Value (EOY) 249,703$ 787,472$ 1,672,464$ 1,676,041$ 1,712,299$ 1,550,033$ 1,444,779$
Cum Plan Value (Pd, Unpd, Vstd, Unvstd) 249,703$ 787,472$ 1,672,464$ 2,558,711$ 3,475,774$ 4,209,094$ 4,939,994$
CPV as % of Formula Value 1.0% 2.6% 4.7% 6.0% 6.8% 7.2% 7.3%
CPV as % of Increase in Formula Value 5.8% 8.5% 11.0% 11.6% 11.4% 11.1% 10.5%
John Ferry 2016 2017 2018 2019 2020 2021 2022
Annual Grants (BOY) 189,320$ 161,325 138,378 119,040 102,798 88,650 79,332
Annual Distributions -$ -$ -$ 287,767$ 287,159$ 291,978$ 272,602$
Cumulative Distributions -$ -$ -$ 287,767$ 574,926$ 866,904$ 1,139,506$
Vested Value (EOY) -$ -$ 287,767$ 287,159$ 291,978$ 272,602$ 254,940$
Unvested Value (EOY) 81,408$ 256,731$ 257,488$ 259,262$ 266,263$ 232,738$ 216,086$
Cumulative Plan Value 81,408$ 256,731$ 545,255$ 834,188$ 1,133,168$ 1,372,244$ 1,610,531$
Patrice Cornyn 2016 2017 2018 2019 2020 2021 2022
Annual Grants (BOY) 81,917 69,804 59,875 51,508 44,480 38,358 34,326
Annual Distributions -$ -$ -$ 124,515$ 124,252$ 126,337$ 117,953$
Cumulative Distributions -$ -$ -$ 124,515$ 248,766$ 375,103$ 493,055$
Vested Value (EOY) -$ -$ 124,515$ 124,252$ 126,337$ 117,953$ 110,310$
Unvested Value (EOY) 35,225$ 111,085$ 111,413$ 112,181$ 115,210$ 100,704$ 93,499$
Cumulative Plan Value 35,225$ 111,085$ 235,928$ 360,947$ 490,313$ 593,759$ 696,864$
PSO Projection (CO) - Target
46. 4646
Study Different Scenarios
2018 2022 2018 2022 2018 2022
Increase in FV since Inception $ 21,835,870 $ 44,250,010 $ 32,084,240 $ 72,437,820 $ 47,554,260 $ 117,625,420
CPV for all Participants $ 3,426,720 $ 7,395,060 $ 5,177,840 $ 12,321,560 $ 7,819,860 $ 20,222,250
Value Sharing Percentage 15.7% 16.7% 16.1% 17.0% 16.4% 17.2%
Totals $ 3,426,720 $ 7,395,060 $ 5,177,840 $ 12,321,560 $ 7,819,860 $ 20,222,250
Todd Warren $348,480 $752,040 $526,560 $1,253,040 $795,240 $2,056,500
John Anderson $232,320 $501,360 $351,040 $835,360 $530,160 $1,371,000
Carol Watson $232,320 $501,360 $351,040 $835,360 $530,160 $1,371,000
Wilson Harrendale $232,320 $501,360 $351,040 $835,360 $530,160 $1,371,000
Charlie Hills $232,320 $501,360 $351,040 $835,360 $530,160 $1,371,000
Virginia Johnson $232,320 $501,360 $351,040 $835,360 $530,160 $1,371,000
Barb Tanaka $232,320 $501,360 $351,040 $835,360 $530,160 $1,371,000
Dennis Aguirre $232,320 $501,360 $351,040 $835,360 $530,160 $1,371,000
Eve Allendale $232,320 $501,360 $351,040 $835,360 $530,160 $1,371,000
Cheryl Flink $174,240 $376,020 $263,280 $626,520 $397,620 $1,028,250
Tessa Gray $174,240 $376,020 $263,280 $626,520 $397,620 $1,028,250
Emily Jordan $174,240 $376,020 $263,280 $626,520 $397,620 $1,028,250
David Bartholomew $174,240 $376,020 $263,280 $626,520 $397,620 $1,028,250
Jordan Kyle $174,240 $376,020 $263,280 $626,520 $397,620 $1,028,250
Shannon Lightwood $174,240 $376,020 $263,280 $626,520 $397,620 $1,028,250
Steven Barnes $174,240 $376,020 $263,280 $626,520 $397,620 $1,028,250
Base Target Superior
47. 4747
Consider Payout Events
Transaction Value
Total Employee Payments
Made Prior to CIC
Total Value to Employees at
CIC
Total Plan Employee Value
$ 121,782,700 $ 5,227,990 $ 4,419,926 $ 9,647,916
Employee CIC Value as
Percent of Total CIC Value
Total Employee Value as
Percent of Total CIC Value
3.63% 7.92%
Increase in MV from Plan
Inception
Total Employee Payments
Made Prior to CIC
Employee CIC Value as
Percent of Increase in MV
from Plan Inception
Total Employee Value as
Percent of Increase in MV
from Plan Inception
$ 70,280,090 $ 5,227,990 6.29% 13.73%
Employee
Payments Received Prior to
CIC
Value Due at CIC Total Value
Todd Warren $ 531,660 $ 449,484 $ 981,144
John Anderson $ 354,440 $ 299,656 $ 654,096
Carol Watson $ 354,440 $ 299,656 $ 654,096
Wilson Harrendale $ 354,440 $ 299,656 $ 654,096
Charlie Hills $ 354,440 $ 299,656 $ 654,096
Virginia Johnson $ 354,440 $ 299,656 $ 654,096
Barb Tanaka $ 354,440 $ 299,656 $ 654,096
Dennis Aguirre $ 354,440 $ 299,656 $ 654,096
Eve Allendale $ 354,440 $ 299,656 $ 654,096
Cheryl Flink $ 265,830 $ 224,742 $ 490,572
Tessa Gray $ 265,830 $ 224,742 $ 490,572
Emily Jordan $ 265,830 $ 224,742 $ 490,572
David Bartholomew $ 265,830 $ 224,742 $ 490,572
Jordan Kyle $ 265,830 $ 224,742 $ 490,572
Shannon Lightwood $ 265,830 $ 224,742 $ 490,572
Steven Barnes $ 265,830 $ 224,742 $ 490,572
Change in Control Report 2020--at Target
49. 4949
*Employee Taxation (General Rules)
At Grant
No Compensation Earned
No Income Taxation
Assumes plans retains “substantial risk of
forfeiture”
At Distribution
Payments taxed as ordinary income when
received
Same true of installment payments
*Disclaimer:VisionLink does not practice accounting; therefore, this information should not be construed as tax advice. Webinar
attendees should consult with their CPA firms regarding the tax implications of a phantom stock plan for their companies.
50. 5050
*Employer Taxation (General Rules)
At Grant
No Compensation Paid
No Income Tax Deduction
At Distribution
Distributions tax deductible as paid
Same true of installment payments
*Disclaimer:VisionLink does not practice accounting; therefore, this information should not be construed as tax advice. Webinar
attendees should consult with their CPA firms regarding the tax implications of a phantom stock plan for their companies.
51. 5151
Statutory: ERISA
Most phantom stock plans are exempt from the portions of ERISA pertaining to participation,
vesting, funding and fiduciary responsibilities. However, phantom stock plans usually are subject to
the following ERISA requirements:
Limitation of participation to “a select group of management or highly compensated employees
Notification to the Department of Labor (DOL) within 120 days of the plan’s effective date.
ERISA-prescribed claims procedures: The claims procedure sets forth the form and timing of appeals regarding
payments from the plan.
Enforcement of the plans (litigation): Notwithstanding any requirement for mediation or arbitration set forth in
the plan document, if a conflict arises with regard to the plan, it would be resolved in federal, not state courts.
Funding: Nonqualified arrangements, including most phantom stock plans, must remain “unfunded” (accessible
to the claims of general creditors of the company).
*Disclaimer:VisionLink does not practice law; therefore, this information should not be construed as legal advice. Webinar
attendees should consult with their general counsel regarding the legal implications of a phantom stock plan for their companies.
52. 5252
Statutory: 409A
The application of 409A is extensive and can include phantom stock plans.
Llimits the flexibility an employer might otherwise have with regard to payment form and timing. Programs subject
to 409A may only make a distribution in the following circumstances:
Death;
Disability;
Separation from service;
Change in control;
Unforeseeable emergency; and
A specified date.
Most of these terms have special definitions under 409A that must be strictly followed.
*Disclaimer:VisionLink does not practice law; therefore, this information should not be construed as legal advice. Webinar
attendees should consult with their general counsel regarding the legal implications of a phantom stock plan for their companies.
53. 5353
Getting it “Right”
Good Plan
Simple Valuation Method
Annual Awards
In-Service Payouts (Fixed
Date Redemptions)
Budgeted Grants
Drafting Precision
Not So Good Plan
Appraisal or Over-
Engineered Formula
One Time “Block” Awards
No Redemption Until
Major Event
Random Grants
Casual Documentation
54. 5454
Employer Must…
…earnestly commit to meaningful
grant levels
…paint a vibrant picture of
potential value (remember the
EVS)
…organize a dynamic
communication and
reinforcement effort
55. 5555
Employees Must…
…grasp the plan as a significant
commitment with meaningful
potential value
…understand and believe in the
results implied by the
commitment
…see their economic value tied
to that of the owners
57. 5757
Market a Future that’s Relevant
Here’s our future
Here’s how we’re going to
get there
Here’s the role we picture
for you
Here’s how we encourage
our people to grow and
contribute
Here’s our
philosophy about
pay and rewards
Here are our specific
pay programs
Here’s how our pay
programs could
work for you if we
achieve our plan
61. 6161
Closing Thoughts…
Companies need to be able to attract catalysts.
Catalysts want to participate in a financial partnership where they
participate in the value they help create.
Owners want to be able to share company value without diluting
equity.
A phantom stock (or similar long-term incentive) plan is an ideal way
to meet the financial objectives of both shareholders and key
employees
63. 6363
Value Creation Example:
Item Amount
Capital Account $20,000,000
Cost of Capital 12%
Capital Charge $2,400,000
Operating Income $10,000,000
Productivity Profit $7,600,000
Total Rewards
Investment
$25,000,000
ROTRI™ 30.4%
(ROTRI™ = Productivity Profit/Total Rewards Investment)
64. 6464
ROTRI™ Example:
Item Figure
Capital Account $20,000,000
Cost of Capital 12%
Capital Charge $2,400,000
Operating Income $10,000,000
*Productivity Profit $7,600,000
Total Rewards
Investment
$25,000,000
ROTRI™
(Return onTotal Rewards Investment)
30.4%
(ROTRI™ = Productivity Profit/Total Rewards Investment)
*Variable Pay
Plans (Value
Sharing) are
financed from
Productivity
Profit