how to create barcode in vb.net 2010 NINE Building Healthy Employee-Employer Contracts in Software

Printing Data Matrix ECC200 in Software NINE Building Healthy Employee-Employer Contracts

CHAPTER NINE Building Healthy Employee-Employer Contracts
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AN UNHEALTHY CONTRACT
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Stock options turned sour, however, in the age of irrational exuberance when, in the mid- to late-1990s, it looked like there was only up and no down in the stock market. Against this backdrop the stock option went from being a means of sharing in the corporate long-term pie to a get-rich-quick scheme. Add to that our false expectations about the new economy, which led us to believe that the old rules of business did not apply. Technology was king, and we touted everything virtual even virtual earnings. Technology and Internet companies were going public with little more than a concept and a business plan, and sometimes seeing their stocks double, triple, quadruple, and more. In this type of business environment, stock options added to the irrationality of our exuberance. Moreover they negatively impacted the explicit and implicit contracts that were the underpinning of employment. Anytime someone goes to work for a company, there is at least an understanding, if not an actual contract, that for a specific job and specific set of expectations, a person will be paid a certain amount. Other elements of the contract usually involve loyalty in exchange for longevity. The employee receives growth and development opportunities in exchange for innovation and putting forth the required extra effort. Promotions, raises, and bonuses go hand in hand with strong performance. When stock options entered into the mix, the contract became false, undeliverable, and impossible to execute. The reason Unlike a start-up, in which employees and management understood and recognized the gamble, people began to see the stock options as a sure thing. Now the implied agreement was to work long hours and sacrifice your personal life and in two or three years possibly sooner you will be able to make a large amount of money. Tales abound of mid-level John and Jane Does who made anywhere from half-a-million to several million dollars from stock options. It wasn t hard to find a 20-something millionaire in the 1990s. There was a common expression at technology companies for people who had lots of options worth so much they had no incentive to work anymore: Let them vest in peace. The only reason they stayed was because another few million in option value had
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PART TWO Elements of the Solution
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not vested. This became part of the modern myth to which everyone aspired. They felt they were being cheated if they didn t share in it. What few people saw or were willing to admit at the time was these were false promises born out of an overinflated stock market and unrealistic expectations for future growth along with large stock option grants. The contracts between employer and employee became narrow, limited, and unhealthy (see Figure 9-1). One of the classic cases of a bad contract at the CEO level was George Shaheen and Webvan. In 1999 Shaheen was the managing partner of what was then Andersen Consulting (now Accenture), where he had earned a reputation as a skilled and successful leader. According to press reports, during his tenure revenues increased to $8.3 billion from $1.1 billion. Shaheen s departure in October of that year to become CEO of Webvan, an online grocery retailer, was shocking. Why would he want to leave a prestigious job where he earned a reported $4 million a year for an Internet start-up with no profits The answer is easy when you consider his employment agreement with Webvan: Shaheen was paid $500,000, received an outright grant of 1,250,000 shares of Webvan stock worth $10 million at the time, and received options on another 15 million shares of stock with a market exercise price of $8 per share. In other words he received options on $120 million in stock. For every $1 increase in the stock price, he would have made $15 million.
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