VisionLink Blog

By Ken Gibson

July 20, 2016

Why a Pay Philosophy is a CEO’s Best Friend


An article that appeared in Entrepreneur Magazine’s  online edition late last year made the following observation about compensation:

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By Ken Gibson

December 01, 2015

4 Tips for Balancing Salaries and Incentives


If you run a business, you want to pay people the least amount possible while still achieving maximum performance, right? You also want your employees to have an ownership mindset and be effective stewards of the outcomes their role should help the business achieve, correct?  Likewise, you want your people to focus on driving the revenue engine of the company so this year's targets can be met while simultaneously moving towards the growth goals you're trying to achieve, agreed? Finally, you'd like to minimize guaranteed pay and tie as much of your employees' compensation to actual results as possible, am I right?  

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By Ken Gibson

July 16, 2015

When to Hire a Compensation Consultant


I suppose it may seem odd for someone who works in a compensation design firm to muse about when you should engage a pay consultant to help you with your rewards planning. In reality, given the experience our firm has with those who were ready for a consultant when they hired us and those who weren't, I think we're experts on the topic. This guidance should be helpful to anyone who is struggling with compensation issues and considering whether to engage outside assistance.  

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By Ken Gibson

June 30, 2015

Defending Executive Compensation


In today's business and political environment, executive compensation is under scrutiny.  One could even argue it's under attack.

This is an issue that impacts primarily public companies, but even private organizations may find themselves defending their approach to upper tier compensation, especially that of the CEO.  If that happens to you, what will your response be?

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By Ken Gibson

February 17, 2015

Is "Performance Pay" an Oxymoron?


The idea of performance pay is a good one, right? Someone's compensation should be tied to the results he or she produces. Simple. So why the angst? Why do so many organizations struggle with linking pay to results? Why do so many conclude that the term is nothing more than an oxymoron? 

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By Ken Gibson

December 22, 2014

Pay as a Growth Partner


If you run a business as a CEO or owner, there are presumably certain issues that you have identified as key to your company's future success. It's likely you see a future company that is bigger and better than the present company. Although the specific outcomes you seek to achieve might be unique to your organization, there are usually some common denominators in the "what's important?" category. For example:
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By Ken Gibson

December 17, 2014

Compensation and the Long-Term Growth "Tension"


In a recent article for Strategy+Business, Ken Favaro offered the following perspective about organizational growth:

"Peter Drucker once wrote that the manager’s job is to keep his nose to the grindstone while lifting his eyes to the hills. He meant that every business has to operate in two modes at the same time: producing results today and preparing for tomorrow.

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By Ken Gibson

December 10, 2014

The Ultimate Pay Impact: Business Growth


You're the CEO of a successful private company. Your business has been growing at a modest rate but you feel it's capable of more--even much more. Breakthrough growth is in reach but not all of the pieces are coming together in quite the way you envisioned. You're willing to analyze everything to find the answer. You take a look at your P&L and notice the largest budget item there is compensation. "Hmmm, that's a big chunk of change," you muse. Yes, it is. As a result, let's think about the impact it should be having on the growth you're seeking.

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By Ken Gibson

December 03, 2014

To Attract Premier Talent, Define Clear Roles


What is the difference between a position and a role within an organization? Intuitively, you may have arrived at a correct conclusion. A position is characterized by specific duties you need someone to carry out. A role is defined more by outcomes; it's a stewardship you need someone to assume for certain key results. Positions are filled. Roles are fulfilled.

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By Ken Gibson

November 25, 2014

Want Employees Who Think Like Owners?


In my conversations with CEOs, owners and other business leaders I hear a fairly consistent theme. They are frustrated and that discontent is usually articulated as something like the following: "I have good people, but they just don't understand the business the way I do. Therefore, they aren't consistently focused on the things I consider most vital."

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By Ken Gibson

November 20, 2014

The Talent Landscape: Who to Hire and Why


"I'm a catalyst. Who are you and why should I join your organization?"

We're in a new marketplace for talent. The best people know what they're capable of and there is a war going on to recruit them. And it's certainly no secret that competing on the innovation playing field of the future will rely heavily (if not entirely) upon having the best “players.” Just two years ago, Scott Anthony offered this view of the talent landscape:

 

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By Ken Gibson

November 17, 2014

Simplify: Create a Compensation GamePlan


"There's an app for that." In the digital world, the meaning of that phrase is universally understood. An app is a tool that resides on your digital tool of choice that will make your life easier, more fun or improve your productivity. There are many such apps we can no longer live without.

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By Ken Gibson

November 04, 2014

Holding Pay "Accountable"


It's that time of year when enterprise leaders look carefully at their businesses and ask: "What needs to change? How can we improve?" CEOs are looking at ROI and ROA (among other things)--and trying to determine how to squeeze more out of both. Everything is scrutinized. Somewhere in all of this compensation comes up. When it does, everyone sighs. The same questions are asked: "What needs to change? How can we improve?" But why the sigh?

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By Ken Gibson

October 28, 2014

Thinking of Making Pay Changes Next Year? Well, first...


"Next year."

Those are perhaps the two most common words CEOs and other business leaders will use between now and December 31. "Next year we plan to increase revenue by 20%." "Next year's budget is due in two weeks." "Next year we need to reign in costs." "Next year we'll recruit to five key positions." "Next year we'll be making our next acquisition."

In that mix there will likely also be certain "next year"

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By Ken Gibson

October 22, 2014

Compensation as a Wealth Multiplier


There is something inherent in successful organizations that makes everyone associated with them want to "win." You can notice it the minute you walk into their building and it permeates every aspect of their operations--including compensation. At their core, they have an abundance mentality and believe that their approach to growth should financially benefit all key stakeholders. In fact, they believe such a philosophy means that shareholder wealth will accelerate at a faster rate if others participate in the value they help create rather than being mere bystanders as the company succeeds.

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"VisionLink has helped us successfully navigate a number of complex issues regarding our rewards programs. It has dealt with all facets of these varied issues with a high degree of competence, integrity, and straight forward advice. VisionLink's experienced team has consistently delivered first class results in a timely, professional manner and has become a valued Storm partner."

Thomas K. Grzywacz
Storm Industries, Inc.

"VisionLink has helped us successfully engineer a long-term incentive plan that has empowered our company to reward and retain key talent while increasing shareholder value. The knowledge, patience and deep experience of its team members helped us navigate a road that was unfamiliar to us. Ultimately, VisionLink designed a plan that met the high standards of both stockholders and key management employees. We have further engaged VisionLink to address our business succession and transition planning needs."

Reggie Dupre'
Dupre Logistics

"Over the past several years, National Technical Systems has engaged VisionLink to provide insight and direction on a number of executive compensation issues, as well as a performance evaluation of our 401(k) plan. Under its direction, NTS completely revamped executive level rewards to align with our business growth objectives and the strategic plan of the company. VisionLink's insight and direction have been invaluable. NTS has achieved its growth objectives and our executives feel appropriately rewarded for their performance."

Bill McGinnis
National Technical Systems

"VisionLink arrived on the scene just in time for us. We needed a new framework for our short-term and long-term incentive plans. VisionLink's modeling and forecasting process broadened our horizons and expanded our view of how to use a good incentive system to build, retain and strengthen our senior management team. We remain impressed by their expertise, professionalism and great service."

James Keng
Jimway, Inc.

"Our firm has had a long-term incentive plan for over eight years but we never quite felt like it was firing on all cylinders. We hired VisionLink to re-energize our plan, and they did it! We now have a cohesive awards strategy that's fair to shareholders and valued by our employees. VisionLink's team is technically skilled and very creative. We're happy to recommend VisionLink to firms looking to upgrade their management incentive programs."

John M
FTO Inc.

"Our company was like VisionLink's typical clients. We were great at sales and haphazard at how we compensated our people. VisionLink's process brings great clarity and confidence to our growth planning - and makes compensation a great growth capability."

Dan Sullivan
Strategic Coach ©

"The team at VisionLink helped our company structure a long-term incentive plan that parallels the company's strategy for continued growth as a global market leader within our industry. Their approach resulted in a program that our corporate team and executives embraced on both a professional and personal basis. Through VisionLink's guidance and execution, we were able to create both a motivational tool for current team members and a recruiting device to attract future executive level associates. Well done!"

Mark Rhoades
Fluidmaster, Inc.

"As a leading direct seller of scrapbook photo albums and supplies, Creative Memories has independent consultants across the country. And for over six years now, VisionLink has helped us to stay connected and administer a voluntary 409A non-qualified plan for them. VisionLink has provided support for all aspects of our plan from notification of eligibility through registration and distribution. The VisionLink support team has offered suggestions for improving processes and provided us with outstanding service year after year."

Guy Walker
Creative Memories North America