Executive Pay Decisions Ripple Throughout CompaniesZoom inDownload PDF
A mid-sized consumer products company introduced a relative total shareholder return (TSR) measure to its long-term incentive program. The company had an “all-for-one, and one-for-all” culture, so all managers in the organization carried that same relative TSR metric. After a few years of challenged market performance, several mid-level managers left the company, seeing their unvested equity values fall and having a general sense that their individual contributions were too distant to affect relative TSR.
The lesson: Board decisions on executive pay can have big impacts on the broader employee population.
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