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.
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.
Most small business owners either hold their bonus plan in contempt or avoid creating one because they simply don’t know what works.
In either case, frustration is the outcome and help is sorely needed.
VisionLink would like to solve that problem. For over 20 years, our experts have designed incentive plans for small businesses. Hundreds of them! We have learned what works and what doesn’t–and are ready to share it all with you.
End Bonus Plan Frustration!
Click here to view a recording of the entire presentation: http://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-build-a-small-business-bonus-plan
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.
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.
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
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.
Most small business owners either hold their bonus plan in contempt or avoid creating one because they simply don’t know what works.
In either case, frustration is the outcome and help is sorely needed.
VisionLink would like to solve that problem. For over 20 years, our experts have designed incentive plans for small businesses. Hundreds of them! We have learned what works and what doesn’t–and are ready to share it all with you.
End Bonus Plan Frustration!
Click here to view a recording of the entire presentation: http://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-build-a-small-business-bonus-plan
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.
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.
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
Building a Compensation Plan Part 3: Implementing Your Total Rewards Plan PayScale, Inc.
Building a compensation plan… easy. Making it work for the organization . . . . . not so easy.
It’s true that the most difficult part of any major HR project is the implementation, and when building a compensation plan it’s no different.
In this webinar, we’ll talk about how to develop an effective implementation plan, including:
Get an implementation plan approved by senior leadership with appropriate budget allocation
Think through one-time vs. multi-year rollout approaches
Develop a communication strategy tailored to employee, managers and leaders.
Aligning your compensation philosophy with business prioritiesPayScale, Inc.
As an HR leader, you play a key role in your organization's success. It's crucial that you work with your company's executive leaders to develop a compensation strategy that supports company business objectives.
In this free, one hour webinar session, Stacey Carroll, SPHR, MBA will present the basics of leading an organization through the steps to align its compensation philosophy with its mission, and values. This webinar will give you a core understanding of the connection between business and compensation strategy.
Providing direct support in delivering sustainable change.Guy Jones (ACMA)
In a business environment where change is the norm... Senior Leader Strategic Support is about providing direct support in delivering sustainable change.
Supporting senior leaders and their teams, I bring value into your organisation by working directly with colleagues to create and deliver activities and initiatives, within the four elements of sustainable change (shared purpose, strategic planning, colleague engagement and performance management), so as to increase engagement, buy-in and accountability.
Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
The field of performance management is experiencing a transformation. But for compensation professionals, these changes can be concerning as they can directly impact processes used to allocate pay and rewards. Learn how companies are overcoming these challenges and are successfully managing compensation in this changing performance management climate.
Do your employees understand your company's compensation philosophy? That was a question posed to human resource managers in a recent WorldatWork survey, Compensation Programs and Practices.
Communicating Compensation: Equipping Your ManagersPayScale, Inc.
Managers play a critical role in communicating about compensation to your employees. Teach them the best practices on how to effectively communicate the details of your compensation plan.
Information Governance (IG) is truly a strategic initiative of any organization. However, many organizations either fail to recognize the value of a sound IG strategy, or fail to make the connection to organizational strategy. This session will review the top ten reasons why IG strategy implementation efforts can fail, and then discuss how do we start to change the paradigm toward a Winning Strategy.
Strategic total rewards management remuneration and rewards summit 11 june 2014Charles Cotter, PhD
Strategic Total Rewards Management (STORM) process, principles and best practice guidelines, Strategic Talent Attraction, Motivation and Employee Engagement and Benchmarking and Evaluating STORM
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.
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.
Building a Compensation Plan Part 3: Implementing Your Total Rewards Plan PayScale, Inc.
Building a compensation plan… easy. Making it work for the organization . . . . . not so easy.
It’s true that the most difficult part of any major HR project is the implementation, and when building a compensation plan it’s no different.
In this webinar, we’ll talk about how to develop an effective implementation plan, including:
Get an implementation plan approved by senior leadership with appropriate budget allocation
Think through one-time vs. multi-year rollout approaches
Develop a communication strategy tailored to employee, managers and leaders.
Aligning your compensation philosophy with business prioritiesPayScale, Inc.
As an HR leader, you play a key role in your organization's success. It's crucial that you work with your company's executive leaders to develop a compensation strategy that supports company business objectives.
In this free, one hour webinar session, Stacey Carroll, SPHR, MBA will present the basics of leading an organization through the steps to align its compensation philosophy with its mission, and values. This webinar will give you a core understanding of the connection between business and compensation strategy.
Providing direct support in delivering sustainable change.Guy Jones (ACMA)
In a business environment where change is the norm... Senior Leader Strategic Support is about providing direct support in delivering sustainable change.
Supporting senior leaders and their teams, I bring value into your organisation by working directly with colleagues to create and deliver activities and initiatives, within the four elements of sustainable change (shared purpose, strategic planning, colleague engagement and performance management), so as to increase engagement, buy-in and accountability.
Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
The field of performance management is experiencing a transformation. But for compensation professionals, these changes can be concerning as they can directly impact processes used to allocate pay and rewards. Learn how companies are overcoming these challenges and are successfully managing compensation in this changing performance management climate.
Do your employees understand your company's compensation philosophy? That was a question posed to human resource managers in a recent WorldatWork survey, Compensation Programs and Practices.
Communicating Compensation: Equipping Your ManagersPayScale, Inc.
Managers play a critical role in communicating about compensation to your employees. Teach them the best practices on how to effectively communicate the details of your compensation plan.
Information Governance (IG) is truly a strategic initiative of any organization. However, many organizations either fail to recognize the value of a sound IG strategy, or fail to make the connection to organizational strategy. This session will review the top ten reasons why IG strategy implementation efforts can fail, and then discuss how do we start to change the paradigm toward a Winning Strategy.
Strategic total rewards management remuneration and rewards summit 11 june 2014Charles Cotter, PhD
Strategic Total Rewards Management (STORM) process, principles and best practice guidelines, Strategic Talent Attraction, Motivation and Employee Engagement and Benchmarking and Evaluating STORM
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.
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.
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.
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.
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?
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?
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.”
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.
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.
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.
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.
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.
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.
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.
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.
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?
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.
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.
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.
Similar to Why You Should Stop Paying Incentives (20)
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.
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.
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.
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.
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.
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
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.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
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• Four (4) workplace discipline methods you should consider
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
2. 22
Today’s Presenter:
Ken Gibson
SeniorVice President
(949) 265-5703
kgibson@vladvisors.com
23201 Lake Center Drive, Suite 207 ⬧ Lake Forest, CA 92630 ⬧ 949-852-2288
www.VLadvisors.com ⬧ www.PhantomStock.com
3. 33
We’re happy to provide a copy of today’s slides.
To open or close
the control panel:
Click the red arrow
For questions during
today’s presentation:
Use the question area
on your control panel
Webinar
Q: Are the slides available?
A: Yes, more info will be provided at the end
4. 44
Take advantage of a one-half hour
consulting call with a VisionLink
principal at no charge.
Indicate interest on final survey.
Consultation Offer & Survey
Request a copy of our slides
and complimentary
consultation.
We value your input.
6. 66
23201 Lake Center Drive, Suite 207
Lake Forest, CA 92630
(888) 703 0080
www.vladvisors.com
www.phantomstock.com
www.bonusright.com
Headquartered in Lake Forest, CA
Founded in 1996
Over 600 clients throughout North America
7. 77
Incentive Plan Headaches
How many times have we revised our
incentive plan in the last five years?
What does our incentive plan cost?
How is our incentive plan paid for?
How do we measure the success of our
incentive plan?
How much of our incentives reward short-
term performance and how much reward
long-term? Is that the right balance?
What metrics drive the value of our
incentive plan? Are they the right ones?
What ROI are we getting on our incentive
plan?
8. 88
The Core Problem
A 21st Century Reality
Incentive plans, as traditionally designed,
are not the best way to reward employee
performance. They create more problems
than they solve.
9. 99
The Evidence
Survey Results
Only 10% of responders indicated
they felt their annual incentive
plan was effective. (World at Work 2016
Survey)
11. 1111
Four Key Reasons
1. Most plans are built on the wrong
premise.
2. Most plans place too much
emphasis on rewarding individual
performance.
3. Most plans don’t effectively
balance rewards for short and long-
term performance.
4. Most plans are not properly
communicated and effectively
reinforced.
13. 1313
The Wrong Premise
Influence Behavior Through
Careful Selection of Plan Metrics
Reward your employees for achieving
results that are as close as possible to
their job duties.
“Select the best metrics” for each
employee or at least for every
department.
Assume that all the collective mini-
improvements will roll up into
shareholder value creation.
13
14. 1414
When the plan isn’t effective . . .
Most employers re-double their
efforts to find the “right metrics”
More metrics (KPIs) are added to
the plan formula to focus
employees on behavioral
outcomes
Employees focus on the KPIs
rather than the big picture
14
15. 1515
“Let’s change behavior”
“…when financial incentives are
applied to increase…motivation,
intrinsic motivation diminishes. A
meta-analysis of 128 independent
studies conclusively confirmed this
effect.”
(“Stop Paying Executives for Performance,”
HBR, February 23, 2016)
15
16. 1616
Metrics Focus
8 Problems
1. Impossible to link every metric to true value
creation.
2. Multiple KPIs create confusion and sap
motivation.
3. A focus on behavior incentives can lead to the
opposite behavior.
4. Difficult to find metrics for every position.
5. Results may be manipulated or loopholes
exploited.
6. Impossible to equalize metrics across individuals
and departments.
7. Unintended and unanticipated negative
consequences.
8. Pursuit of “perfect” metrics is a time waster.
16
17. 1717
Outcomes, not Methods
"You cannot hold
people responsible
for results if you
supervise their
methods.“
(Stephen R. Covey)
17
"You cannot hold
people responsible for
results if you pay
them for their
methods.“
(VisionLink)
18. 1818
Solution #1: Transition from Incentives
to Value-Sharing
The premise should be to promote value
creation and value-sharing:
▪ “When you help us create value you
participate in that value”
▪ Define value creation around the
shareholders’ most important goals
20. 2020
Key Metric
Focus on One of These:
Profit
Increase in Profits (% or $)
(Sometimes: Revenue Growth)
20
21. 2121
Not Just Profit but Productivity Profit
Productivity profit is that
surplus that can be
attributable to the
contributions of your people,
not just the contributions of
capital.
23. 2323
Core Changes Shift from “Incentives” to “Value
Sharing”
Took away local measurements
driving management incentive
plans—all paid on same metrics
▪ “We live together and we die
together”
Aligned everyone behind
company success
▪ “I call it ‘pay the company first.’ ”
23
24. 2424
Pay the Company First
“Basically, up to the company’s
operating profit target, all of
the profits go to the company;
and only after that target is
met, do we start funding the
incentive pool.”
Example: If UL’s target is
$80 million--
100% of first $80 in
profit goes to company
The next $20 million
goes to the incentive
pool
From there on, 50/50
between company &
incentive pool
25. 2525
Pay the Company First
Once value creation is defined,
compensation can follow a formula
for sharing value in a way that aligns
key producers with the company’s
business plan and priorities.
25
26. 2626
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™
Return on Total Rewards Investment
30.4%
(ROTRI™ = Productivity Profit/Total Rewards Investment) 26
27. 2727
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™ 30.4%
(ROTRI™ = Productivity Profit/Total Rewards Investment)
*Variable Pay
Plans (Value
Sharing) are
financed from
Productivity
Profit
27
29. 2929
What’s Base?
Base is the threshold amount of
profit that justifies employee
bonuses
Begin sharing value above that
threshold
Below Base = No bonus
You should expect to achieve Base
performance 4/5 years
30. 3030
What’s Target?
Target is the amount of profit that is
expected to be achieved
Bonus values at Target should be
your “Market” opportunity
You should expect to achieve Target
performance 3/5 years
31. 3131
What’s Superior?
Superior is the amount of profit that
is achievable assuming exceptional
performance
Bonus values at Superior should be
impressive
You should expect to achieve
Superior performance 1/5 years
32. 3232
Other Metrics
Minimum profit thresholds
must be met first. Then…
Department or team metrics
Non-correlated factors (customer
retention, customer or client
increase, etc.)
Individual performance metrics
33. 3333
Solution #1 Leads To . . .
Employees understanding:
▪ The importance of sustainable profits
▪ How those profits are generated
▪ How employees can contribute to the
generation of profits
▪ That bonuses are not guaranteed
(they’re based on value creation)
▪ How variable pay programs work (you
are paid value out of the value you
create)
33
35. 3535
Ways to Treat Individual Performance
Component of the
allocation
Discretion
Modifier
36. 3636
Individual Performance
Allocation to plan participants
contingent on:
▪ Company Performance – Employees
should have all or a majority portion of
their bonus based on company
performance
▪ Org Unit Performance – A portion of an
employee’s bonus can be allocated based
on department, location, division,
or business unit
▪ Individual Performance – A portion of the
bonus is allocated to Individual Results
37. 3737
Problems
Unless the slice is big, many employees will pay little
attention to it
▪ “I can still get 75% of my bonus without worrying about that piece”
Performance management score may not be trustworthy
▪ “I hate to give him a low score because it will reduce his bonus”
38. 3838
Problems
Full (or even partial) discretion may lead to charges of
unfairness or even discrimination
▪ “Why was he paid more than me?”
Lengthy list of employee goals may be hard to track fairly or
accurately
▪ “I didn’t get that done because you asked me to focus on something
new”
40. 4040
Individual Performance
Trend is to disconnect performance from
incentive pay
Performance Management is still
important
Managers more likely to be honest about
performance if incentives are not directly
correlated to performance rating
If performance is deemed “Unacceptable,”
then discretion should be allowed to
eliminate incentive payment
40
41. 4141
Solution 2: Spot Bonuses
What about employees who made
special contributions over the course
of the year?
Create a discretionary reserve
inside of plan funding
Reserved for “exceptional”
performers only
Point to clear contributions (the
reason for the award)
Immediate recognition (not end
of the year)
Eligibility criteria
Budget a “reserve” to fund these
awards
They don’t have to be big ($500).
41
42. 4242
Solution #2 leads to . . .
Every employee understanding:
▪ How individual performance can
influence variable pay
▪ That end-of-year awards are a
celebration of team results
44. 4444
Dual Focus
Peter Drucker once wrote that the
manager’s job is to keep his nose to the
grindstone while lifting his eyes to the hills.
He meant that every business has to
operate in two modes at the same time:
producing results today and preparing for
tomorrow. (Ken Favaro, Strategy+Business)
45. 4545
Solution 3: One Philosophy, Two
Performance Periods
Wealth Multiplier Philosophy
We want all stakeholders to
participate in the wealth multiple
they help create.
Fair
Prudent
47. 4747
9 Long-Term Value Sharing Alternatives
Stock Option
Performance Shares
Restricted Stock
Phantom Stock
Option
Performance
Phantom Stock
Phantom Stock Profit Pool
Performance Unit
Strategic Deferred
Compensation
48. 4848
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
49. 4949
Solution #3 leads to . . .
Every employee understanding:
▪ The need to focus on both short and
long-term outcomes
▪ The importance of creating “good”
profits and not “bad” profits
▪ The need to adopt a shareholder’s
mindset about their role
51. 5151
View Employees as Growth Partners
Engage employees in a conversation about
the contributions they can make to
profitable growth. 51
52. 5252
Reinforce Line of Sight
Vision
Where?
Model &
Strategy
How ?
Roles and
Expectations
My Contribution?
Rewards
What’s in it for
me?
53. 5353
Speak in Terms of Total Rewards
Compelling Future
PositiveWork
Environment
Opportunities for
Personal and
Professional Growth
Financial Rewards
54. 5454
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 will work for
you if we achieve our
plan.
56. 5656
Solution #4 leads to . . .
Employee understanding:
▪ They are growth partners in the success
of the business
▪ Where they fit within the vision and
business model of the company
▪ What they can do to improve business
value and . . .
▪ How they will be rewarded for creating
value
▪ The company’s pay philosophy and
results expectations (no surprises)
58. 5858
Four Key Reasons
1. Most plans are built on the wrong
premise.
2. Most plans place too much emphasis on
rewarding individual performance.
3. Most plans don’t effectively balance
rewards for short and long-term
performance.
4. Most plans are not properly
communicated and effectively
reinforced.
59. 5959
Four Key Reasons Solutions
1. Most plans are built on the wrong premise.
Base rewards on value-creation (productivity profit) not
behavior. Move from incentives to value-sharing.
2. Most plans place too much emphasis on
rewarding individual performance.
Tie rewards to shareholders’ premier priority—profits.
Simplify metrics.
3. Most plans don’t effectively balance rewards
for short and long-term performance.
Have one value-sharing philosophy but reward two
separate performance periods.
4. Most plans are not properly communicated
and effectively reinforced.
Market a future to employees. Treat them like growth
partners.
61. 6161
Take advantage of a one-half hour
consulting call with a VisionLink
principal at no charge.
Indicate interest on final survey.
Request Consultation & Take Survey
Request a copy of our
slides, report,
complimentary consultation
and BonusRight demo.
We value your input.
67. 6767
Today’s Presenter:
Ken Gibson
SeniorVice President
(949) 265-5703
kgibson@vladvisors.com
23201 Lake Center Drive, Suite 207 ⬧ Lake Forest, CA 92630 ⬧ 949-852-2288
www.VLadvisors.com ⬧ www.PhantomStock.com
ThankYou!
71. VisionLink’s Focus: Help Business Leaders Build and
Sustain a High Performance Culture
Accelerate performance through pay strategies that
transform employees into growth partners.
72. 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.
73. 7373
Today’s Presenter:
Ken Gibson
SeniorVice President
(949) 265-5703
kgibson@vladvisors.com
23201 Lake Center Drive, Suite 207 ⬧ Lake Forest, CA 92630 ⬧ 949-852-2288
www.VLadvisors.com ⬧ www.PhantomStock.com
ThankYou!