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1、Good is good, but better carries it.精益求精,善益求善。AreCEO39sPaidTooMuch39-PayforPerformanceAccordingtoBusinessWeek,theaverageCEOofamajorcorporationmade42timestheaveragehourlyworkerspayin1980.By1990thathadalmostdoubledto85times.In2000,theaverageCEOsalaryreachedanunbelievable531timesthatoftheaveragehourlyw
2、orker.Payforperformance,tyingexecutivecompensationtothefinancialsuccessoftheircompany,hasbecomeverypopularinthepastdecade.Inthefaceofthelargestbullmarketever,thatisntsurprising.Italsoisntrealistic.WhatCEOhonestlybelievesthatallormostoftheappreciationinvalueoftheircompanyisduetotheirowntalent?ZDNetsT
3、otalCompensationVs.TotalReturnToShareholderschart(nolongeronline),showsthattotalreturntoshareholderswashigherformanycompanieswhoseCEOcompensationwasunder$500,000thanforcompanieswhopaidtheirCEOsmulti-milliondollarcompensation.WorkersUniteTheAFL-CIOExecutivePaywatchsitegivespeoplealotofinformationabou
4、twhattheyconsidertheexcessivesalaries,bonusesandperksoftheCEOsofmajorcorporations.ThesitefeaturesacalculatorthatshowshowyoursalaryincreaseoverthepastfiveyearscomparestothatofaCEO.TheyalsogiveyoutoolstotakeactiontostoprunawayCEOpay.IsItJustified?JohnMariotti,presidentandfounderofTheEnterpriseGroup,as
5、ksCEOPay:HowMuchisTooMuch?andanswersthequestionhimself.CitingDerekBok,hepointsoutthatasbusinessbecomesmorecomplex,thedemandfortopexecutivesincreasesandthustheycommandgreaterandgreaterpay.Healsonotedthatsuchhugeawardsdolittletomotivatetheseoutstandingperformers,whoaregenerallymoremotivatedbychallenge
6、.MikeHughlett,StaffWriterforPioneerPlanet,thinksthereasonwhyCEOpaysoarssohighisthatCEOspaygenerallyissetbythecompensationcommittee,usuallycomprisedofotherchiefexecutives.GraefCrystal,writingfortheSanFranciscoBusinessTimes,UsesStevenJobs,co-founderofAppleComputertoprovehispointonCEOcompensation:theco
7、mpositionofaCEOspaypackagehasnothingtodowithhisfutureperformanceandtheCEOmaynotmakeallthatmuchofadifferenceinwhetherthecompanyisasuccessorafailure.InherarticleLoweringtheBar,WSJwriterJoannS.LublinnotesPayforperformance?Forgetit.Thesedays,CEOsareassuredofgettingrich-howeverthecompanydoes.SoWhyBother?
8、CEOsarepaidtoomuch.Ithasminimaleffectontheirperformance.Ithasnoquantifiableeffectontheperformanceoftheircompanies.TheonlymeasurableeffectistodriveaneverwideninggapbetweentheCEOsandthepeopletheydependontoproduceresults.ItisuptousasManagementProfessionalstoreturnsomeequitytocompensationofuppermanageme
9、ntandtheindividualcontributorswhiletrustandrespectbetweenthetwopartiesstillcanbesalvaged.Ifwedont,workermotivation,andresultantinnovation,willplummet.FightTheGreedSowhatcanwedotofightthegreedofafewCEOsthatisdestroyingtherestofus?MichaelBrush,writingforMSNMoneyhasafewsuggestionsTheproblemisntthatCEOs
10、arepaidtoomuch,itsthatoutstandingemployeesarepaidtoolittle.Mosttopperformersearnhardlymorethantheaverage,althoughtheyworkmuchharderandcreatetremendousvalue.THesolution?Implementabroad-basedcompensationsystemthatdefinesandrewardsoutstandingperformance.Everyspringday,anotherproxystatementappearsinthem
11、ailbox-andanothernewspaperheadlineattacksCEOpay.Thecriticismsarefamiliar:CEOpayisunrelatedtocompanyperformance.Nooneisworththatmuchmoney.Andthemostemotionalofall:ThepaygapbetweenCEOsandaverageemployeesisdestroyingoursocialfabric.Thefactssayjusttheopposite.MostcompaniesarestrengtheningthetiesbetweenC
12、EOpayandcompanyperformance.Goodchiefexecutivesarewellworththemoneytheyearn,giventheirlimitedsupplyandtheenormousvaluetheycreate.AndthepaydifferentialbetweenCEOsandaverageemployeesisusuallyabout10:1,not100:1,assomecritics(andpoliticians)claim.ButwhilemostcompaniesdonotoverpaytheirCEOs,theydounderpayo
13、utstandingnonexecutiveemployees.Thesehigh-achievingworkersareluckytoearneven10percentmorethantheaverage.Justasfoolish,toomanycompaniesorganizeworkinteams,butbasecompensationonindividualcontributions.Thesolutionistodesignrewardsystemsthatdeliveroutstandingpayforoutstandingindividualandteamperformance.Todothis,companiesmust:*Definethedifferencebetweenoutstandingandadequate,frombothpayandperformanceperspectives.*Identifythehigh-performingteamsandtheirmajorcontributors.*Createsuperiorrewardopportunitiesthatinspireemployeestoinvesttheextraeffortandcommitmentthatoutstandingperformancerequires.-
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