Wiley Paying for Performance: A Guide to Compensation Management (CPA Practice Guide Series)

Executive compensation programs are powerful tools for influencing performance and building competitive advantage. This book is a comprehensive guide to the design and implementation of executive compensation programs that meet the objectives of both excutives and shareholders. It shows how to develop and implement compensation plans that balance fiscal responsibility and competitive advantage with human resources issues and related laws and practices. Synopsis Whether a business is a single location company or a multi-national corporation, there are issues of appropriate compensation and benefits. Executives and shareholders need to have, and be able to develop, compensation plans that balance business issues, such as fiscal responsibility and competitive advantage, with human resources issues and related laws and practices. This text is a comprehensive guide to the design and implementation of executive compensation programs. It discusses the relevant issues and presents solutions in the form of case study examples, models that work and models that don't. From the Inside Flap An effective executive compensation plan isn’t just the happy medium between what a company can afford and what employees will settle for. A well–designed plan is a powerful tool that fosters excellence and builds competitive advantage. Unfortunately, increased scrutiny from shareholders and the public, as well as a battery of new laws and regulations concerning executive compensation, have made an already difficult task seem insurmountable. In this climate, executives, human resources personnel, and shareholders must work together to develop compensation plans that balance business issues such as fiscal responsibility, competitive advantage, and human resources concerns with a complex body of law. Paying for Performance is a hands–on guide to designing and implementing successful executive compensation plans. It provides proven compensation models and a set of powerful tools to help you solve existing problems and avoid future ones. This guide covers a broad range of crucial compensation issues, from performance management to taxes, variable pay programs to peer reviews, equity plans to retirement planning. You’ll also find detailed analyses of the various approaches taken in companies throughout North America and practical guidance on how to adapt the best ones for your company. The compensation models described in Paying for Performance are based on two wide–scale research projects conducted by KPMG Peat Marwick in conjunction with the American Compensation Association. Over the course of several years, team members, headed by Peter Chingos, investigated policies among both high– and low–performers across most business sectors. The case studies presented throughout this book reflect the best (and occasionally the worst) compensation practices now employed at many of America’s most successful companies. Paying for Performance follows a consistent model/case study format. This format makes for easy reference, allows you to witness the techniques described in action, and enables you to compare and contrast your company’s policies with those practiced at leading organizations. Paying for Performance is a valuable resource for CFOs, COOs, senior HR managers, board members, and all those involved with the design and implementation of executive compensation programs. From the Back Cover An effective executive compensation plan isn′t just the happy medium between what a company can afford and what employees will settle for. A well–designed plan is a powerful tool that fosters excellence and builds competitive advantage. Unfortunately, increased scrutiny from shareholders and the public, as well as a battery of new laws and regulations concerning executive compensation, have made an already difficult task seem insurmountable. In this climate, executives, human resources personnel, and shareholders must work together to devel