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

Encoder Data Matrix in Software NINE Building Healthy Employee-Employer Contracts

CHAPTER NINE Building Healthy Employee-Employer Contracts
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as a way to share ownership with employees over time. However in most corporations, options especially large quantities of fixed-price options are an extremely blunt, ineffective, and inefficient instrument. They offer only rewards, with no commensurate consequences.
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THE ROLE OF LONG-TERM INCENTIVES
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Just as it s important to set solid goals and consequences in a reward system on an individual basis, it must also be done at divisional and corporate levels. This is often the role of the long-term incentive. The purpose of long-term incentives is to reinforce organizational goals that groups of people, company divisions, or the entire corporation must work toward. Spurred on by a long-term incentive package, executives and employees pursue a small set of high-level goals over a multiyear time horizon. These incentives also serve to align the personal financial success of the individuals with that of the company. If the organization does well, the employees do well. If it doesn t, they don t either. It s a healthy, straightforward arrangement. Long-term incentives also have the potential to unify an organization in which there may be conflicting goals and competing interests. In many companies, for example, the executive in charge of manufacturing is almost always in some type of conflict with the executives in charge of marketing or finance. To bridge these naturally competing interests within the organization, there must be an overriding goal that ties all parties together. Companies have tried to do this with stock options, and sometimes they work well. A far better way, though, is with incentives that reward performance and actions to achieve long-term goals. Most of us tend to have a short-term focus. It is a rare individual who focuses two to three years out. In an organization it s the CEO s job to plot a course over the next several years. Long-term incentives allow people within the organization to understand and implement a company s vision for the future. Moreover incentives also convert that vision into measurable results, with a significant monetary reward attached to them.
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PART TWO Elements of the Solution
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The beauty of long-term incentives is they do not have to be complex. Often they involve a very simple mechanism. But an elegant solution always looks simple when it s done well.
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THE PRIVATE COMPANY
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Compensation issues also confront privately held companies. However when it comes to executive compensation, particularly stock incentives, they operate very differently from their publicly traded counterparts. The experiences of private companies, which usually are run and managed by principal-owners with a longer-term and more personal view, offer some valuable lessons for public firms. The most obvious difference between a private company and a publicly traded one is its ownership structure. It doesn t have publicly traded stock. Thus the allure of ownership looks and feels very different. At a private company there is no perceived magic of the market in which a stock can double or triple in value in a short time. Executives who work for a private company can t check the stock price daily in the newspaper or online to see how the company is doing and perhaps calculate their own paper fortune. There is far less transparency in the value of a private company but also no wild swings in value. Private companies are usually managed differently than publicly traded firms. They are not managed for quarterly results but for the longer term. There is a different pace of business. (This also distinguishes long-time privately held companies from firms focused on going public.) Most significantly privately held companies tend to be run by the owners. The principals and the agents are usually the same people, meaning they don t have the same conflict as publicly traded companies. Despite these differences private companies have not been insulated from the stock option issue. Over the past 10 years they have felt pressure in the war for talent. To compete with publicly traded companies that have used stock options to attract and retain executive talent, many private companies have felt the need to offer stock options or something like it. But an ownership stake in a publicly traded company is far different than a stake in a private concern. With few stakeholders in a private company, ownership is often jealously guarded. As a result
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