Mckinsey-组织咨询手册.ppt
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1、erformance reviews, etc. PROCESS FOR DESIGNING NEW COMPENSATION SYSTEM 1. Translate overall strategy into specific targets 3. Conduct competitive benchmarking 4. Design high- level compensation framework 5. Develop compensation program by category of senior management 6. Stress-test compensation pro
2、gram 7. Determine legal and tax implications 8. Implement individual plans 9. Design implementatio n approach 10.Create ongoing management processes 2. Establish guiding principles 7 Exhibits - Appendix 1 8 Executive team pay Median, $ Thousand 1,990 1,500 Executive team pay breakdown Median, percen
3、t of total pay Base pay At-risk pay * Valued with Black-Scholes; indexed to 1997 dollars Source:Dr. Rakesh Khurana (MIT); Dr. Brian Hall (HBS); Evergreen company database “Sharpbenders” executives get paid with larger portion “at risk” . . . Equity and options/market capitalizations Median, percent
4、(1992-96) Equity and options Median, $ Thousand* (1992-96) . . . and hold much larger equity stakes WinnersLosers WINNERS PAY MORE AND USE LONG-TERM INCENTIVES 100100 WinnersLosers CEO onlyTop 5 executives WinnersLosers 58.1 6.7 20.4 3.6 WinnersLosers CEO onlyTop 5 executives WinnersLosers 1.5 0.5 1
5、.2 0.8 WinnersLosers 2.7 1.3 9 Top 20 executives More than 15% above benchmark average Up to 15% above benchmark average At benchmark average Up to 15% below average More than 15% below average Top 300 executives TOTAL COMPENSATION Average percent of companies responding Source:TTs War for Talent Ex
6、ecutive Survey - final results based on 72 companies Total Top-quintile companies Mid-quintile companiesTotal Top- quintile companies Mid-quintile companies 10 Top 20 executives More than 15% above benchmark average Up to 15% above benchmark average At benchmark average Up to 15% below average More
7、than 15% below average Top 300 executives SALARY Average percent of companies responding Source:TTs War for Talent Executive Survey - final results based on 72 companies Total Top-quintile companies Mid-quintile companiesTotal Top- quintile companies Mid-quintile companies 11 Top 20 executives More
8、than 15% above benchmark average Up to 15% above benchmark average At benchmark average Up to 15% below average More than 15% below average Top 300 executives ANNUAL CASH Average percent of companies responding Source:TTs War for Talent Executive Survey - final results based on 72 companies Total To
9、p-quintile companies Mid-quintile companiesTotal Top- quintile companies Mid-quintile companies 12 Top 20 executives More than 15% above benchmark average Up to 15% above benchmark average At benchmark average Up to 15% below average More than 15% below average Top 300 executives LONG-TERM INCENTIVE
10、S Average percent of companies responding Source:TTs War for Talent Executive Survey - final results based on 72 companies Total Top-quintile companies Mid-quintile companiesTotal Top- quintile companies Mid-quintile companies 13 Total Top-quintile companies Mid-quintile companies COMPENSATION STRUC
11、TURE AND MIX Average percent of base salary *Future value for 100% target attainment *Value at grant Source:TT War for Talent HR executive survey - final results based on 72 companies Annual bonus Value of long-term incentives Performance units or shares* Performance vested restricted stock* Time ve
12、sted restricted stock* Unrestricted stock grants Stock options* Top 20 Top 300 14 Total Narrow grades or ranges (5% to 20% different between mid- points) Broadbands (more than 20% difference between mid-points) Top-quintile companies Mid-quintile companies WIDTH OF SALARY GRADES/BANDS Average percen
13、t of companies responding Source:TT War for Talent HR executive survey - final results based on 72 companies 15 Reward Extent of achievement Financial Behavioral Other milestones Salary TargetAgreed stretch Beyond How can stretch beyond expectation be appropriately rewarded? What is the shape of the
14、 sliding scale? How does less appropriate behavior impact the multiplier? What constitutes realistic stretch? What drives salary increase? What should differentiation be for achieving agreed stretch? What combination of long- and short-term incentives are appropriate? What is the maximum? What key i
15、ndicators make up the “gate”? SELECTING AN INCENTIVES APPROACH 16 Reward Extent of achievement Financial Behavioral Other milestones TargetAgreed stretch Beyond One-off bonus shares awarded for excellent performance, Redeemable after 5 years. Average of 3,000 shares approx. $60/share Reward for beha
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