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Mercer, "Pay for Results: Aligning Executive Compensation with Business Performance"

Increased shareholder transparency around the world is elevating the topic of executive pay for performance from merely "obligatory mention" to "need to demonstrate and clearly communicate." However, the numerous incentive approaches and combinations—and their implications—can be dizzying even to the compensation professional, not to mention the company's board of directors who must approve the program and its rationale.

Pay for Results: Aligning Executive Compensation with Business Performance equips HR, compensation, and finance executives and boards of directors with a practical road map to follow in developing and implementing executive incentives that help drive business needs and strategy—and can pass the tests of board approval and good proxy disclosure.

This groundbreaking guide to imple- menting the executive incentives that drive business needs and strategy is based on Mercer research results and client case studies and reveals how to design a remuneration plan that builds competitive and strategic advantage.

Filled with specific analytic tools including tables, exhibits, forms, and checklists, Pay for Results covers:

The definition of good performance

Performance as value creation

Value creation demystified

An introduction to Mercer's performance framework

The science and art of metric selection

Peer comparison

Taking the guesswork out of target setting

Calibrating pay and performance

Designing incentive plans for maximum flexibility

The benefits of a performance measurement mindset

Designed to develop executive incentives that can satisfy new norms for sound corporate governance and transparency, Pay for Results uncovers myths in performance measurement strategy and design, exploring how to avoid problems by considering the factors that can lead to the left measures and the left results.

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