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correlated most closely with pay. The data we studied included several different performance measures, as well as years of service, level in the company, number of employees at the company, number of direct reports, and so forth. Unfortunately what we saw, year in and year out, was the factor playing the biggest role in determining pay level was the size of the company s revenue. The other factors were far less significant. Performance was always exceedingly low on the list of determining factors. To illustrate, in the world of statistics, the R-square value of a particular variable is very important. In layperson s terms it tells you the amount of variation in one factor that is explained by the variation of another factor. In our compensation analysis the biggest R-square was revenue. In fact, revenue tended to have an R-square of 60 percent or better, meaning that revenue size explained 60 percent of the variation in pay. In statistics, finding one variable with an R-square of 60 percent is like unearthing the proverbial Holy Grail. When we added in factors such as experience and years of service, the R-square rose as high as 75 percent, thanks to the hefty influence of revenue size. In the end we stopped doing this type of multiple regression analysis at Towers Perrin, in part because customers didn t want to pay for it, but also because it did not yield information that was particularly useful. We had hoped it would provide a better way to tie pay to performance. What it revealed, however, was reality: revenue size was the most influential factor in compensation. To this day the R-square value of revenue remains incredibly high in compensation. The way the competitive data is analyzed and used reinforces the relationship between company size and compensation. The third problem with the traditional use of competitive analysis stems from the concept of free options. In cash compensation there is a natural limit to the tyranny of competitive data. Simply put, cash is finite. No matter how much a company might want to leapfrog to the top of the compensation pile, it is constrained by the available cash and the size of the expense. Thus companies generally limit themselves to 4 percent to 8 percent annual increases in salary for executives. Companies have shown a willingness to grant large cash bonuses but only if performance standards are met. Bonuses as a percentage of salary grew from 40 to 50
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CHAPTER SIX Providing the Right Questions and the Right Tools for Boards
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percent of a CEO s salary to 80 to 100 percent of salary throughout the 1990s. Recent studies are showing significant drops in bonus payouts as company and economic performances have fallen off. No such checks and balances exist for stock options, however. The leapfrogging effect of doling out bigger and bigger grants to keep up with the corporate Joneses has gone on almost completely unfettered.
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Better Questions, Better Answers
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Current compensation practices and the granting of vast amounts of options have brought us to where we are today. Now boards of directors need to take a more in-depth approach to compensation. They must ask better questions and must get better answers. They must be willing to make management and consultants uncomfortable with their questions. And they need to be persistent in asking questions for which there are no easy answers. Boards can t be ruled by precedent and by what everyone else is doing. It is no longer acceptable for management and its consultants to say, this is the way it s always been done. Changing will require boards to move out of the comfort zone of common practice. Boards typically seek the assurance that they are following the standard methodology and not deviating too significantly from the norm. In fact the reason most boards hire a compensation consultant is to know they are getting the standard answers on compensation in line with what other companies are doing. But this is a self-perpetuating problem. The conservative behavior of board members preserves the status quo and discourages any approach that appears too risky. This is completely appropriate and is a large part of a board member s job. At the same time it promotes lemminglike behavior in which everyone wants to jump off the executive-pay cliff. In fact they seem to challenge each other to see which lemming can jump off the cliff with the most outrageous dive. To change the status quo, boards of directors do not have to abandon what they ve done (and done well) thus far. There is no reason to stop doing a thorough job of competitive analysis. But it should be the foundation of a more thorough study of executive pay
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