Mo#vate

High  performing  companies  provide  employees  with  the  elements  necessary  to  succeed.

Engage

High  performing  companies  provide  an  environment  where  employees  can  engage  and  contribute  to  results.

Reward

High  performing  companies  develop  trust  among  their  employees  that  rewards  will  be  provided  for  their  con9nued  contribu9on.

Vision

Leadership

Direc9on

Teamwork

Empowerment

Impact

Personal  Value

Fulfillment

Culture

Development

Recogni9on

Pay  and  Rewards

Employees  must  understand  and  value  the  company  mission,  strategic  objec9ves  and  vision.

Employees  must  trust  the  leadership  team  and  their  ability  to  drive  the  company.    

Employees  must  work  toward  objec9ves  that  impact  company  performance.    

Employees  must  have  a  sense  of  belonging  and  value  others’  efforts  so  they  can  collaborate  for  shared  success.

Employees  must  take  ownership  of  their  work  and  ac9vely  pursue  ac9vi9es  that  achieve  work  objec9ves.

Employees  must  know  that  their  voices  are  heard  and  know  that  their  work  has  meaning  to  the  company,  customers  or  society  as  a  whole.

Employees  must  feel  that  the  company’s  values  are  aligned  with  their  own.

Employees  must  pursue  their  poten9al  and  find  work  that  provides  them  with  a  sense  of  happiness  and  meaning.

Employees  must  support  the  culture  when  it  fits  with  the  business  environment  and  influence  change  to  keep  alignment  with  cri9cal  business  factors  such  as  innova9on,  transparency  or  growth.

Employees  must  take  the  ini9a9ve  to  assess  their  professional  skills  and  interests,  and  collaborate  with  management  to  iden9fy  development  opportuni9es.

Employees  must  know  that  their  efforts  and  achievements  are  important.    They  should  also  recognize  peers  and  members  of  cross-­‐func9onal  teams  for  their  exper9se  and  contribu9on.

Employees  must  consider  all  the  factors  that  makes  their  company  a  great  place  to  work  when  evalua9ng  their  pay  levels,  and  then  communicate  with  managers  regularly  regarding  their  pay  expecta9ons.

The  company  and  its  leaders  must  display  their  commitment  to  direc9on  and  goals  through  both  words  and  ac9ons.

Leadership  must  effec9vely  communicate  the  what,  why  and  how  of  metrics  and  goals.  Their  purpose  must  be  clear  to  business  units  and  employees  across  the  organiza9on.

Managers  must  encourage  collabora9on,  mediate  disputes,  and  outline  clear  roles  across  the  organiza9on.    

Leaders  must  provide  the  condi9ons  to  excel  while  evalua9ng  progress,  at  regular  intervals,  to  ensure  employees  have  the  resources  necessary  to  meet  objec9ves.

Leaders  must  delegate  authority,  value  innova9on,    and  invite  feedback  from  every  level  of  the  organiza9on.    Leadership  needs  to  interact  with  all  employees  in  meaningful  ways.

Companies  must  clearly  communicate  their  values  internally,  externally,  and  demonstrate  their  approach  through  corporate  social  responsibility  and  outreach  programs.

Managers  must  understand  their  employees’  long-­‐term  work  objec9ves  and  provide  opportuni9es  that  are  in  alignment  with  the  company’s  success.

Leaders  must  iden9fy  messages  that  will  drive  consistent  behaviors  among  employees,  customers  and  shareholders.  Brand  consistency  inside  and  outside  the  work  environment  is  important.

Leadership  must  provide  policies  and  programs  that  invest  in  the  con9nued  development  of  employees.  Managers  must  ac9vely  assess  and  coach  employees  to  develop  skills  and  achieve  business  objec9ves.

Leadership  must  regularly  communicate  the  importance  of  recogni9on  in  the  workplace.  Managers  need  to  recognize  employees  in  ways  that  are  meaningful  to  them  as  individuals.    

Companies  must  show  they  value  talent  by  rewarding  employees  fairly,  in  comparison  to  internal  peers  and  the  external  marketplace.  Pay  must  be  aligned  with  company  strategy  and  culture.

Elements  of  Empowerment

Pillar Employee  Focus Company  Focus

Companies  must  effec9vely  communicate  their  vision  and  ensure  employees  understand  how  they  can  contribute  to  it.

Performensa9on  has  created  a  powerful  tool  for  evalua9ng  the  human  side  of  your  total  rewards.

We  perform  a  series  of  stakeholder  interviews  followed  by  an  analysis  framed  in  our  proprietary  12  Pillars  Model.  

This  model  allows  us  to  show  the  effec9veness  of  several  cri9cal  factors  that  drive  or  support  mo9va9on,  engagement,  and  rewards.  

We  incorporate  the  role  of  corporate  leadership  and  vision,  compensa9on  and  personal  value,  and  eight  addi9onal  factors  in  a  visual  format  that  instantly  communicates  areas  of  strength  and  opportuni9es  for  improvement.

The  12  Pillars  Model  is  one  component  of  our  innova9ve  holis9c  total  rewards  diagnosis  process  that  is  changing  the  way  companies  view  their  compensa9on  priori9es.

Toll  free  877-­‐803-­‐9255  |  Direct  415-­‐625-­‐3406email:  info@performensa9on.comweb:  www.performensa9on.com

©2015  Performensa9on

n’s 12 Pillars of an Empowered Workforce Matrix

Alignment

Performensa9on’s  Total  Reward  Radar  Mapping  System  is  an  en9rely  new  way  to  view  the  poten9al  power  of  your  total  reward  programs.  Our  approach  provides  a  visual  representa9on  of  the  programs  offered  by  your  company  and  measures  them  against  best  case  expecta9ons  from  the  market.  

The  details  of  each  element  are  reviewed  and  evaluated  using  our  proprietary  impact  scoring  system.  The  results  communicate  the  strengths  and  weaknesses  of  each  individual  program  and  all  of  your  total  reward  programs  in  intui9ve  images.

These  results  are  combined  with  the  human  results  from  our  12  Pillars  Analysis  to  provide  recommenda9ons  on  where  communica9ons,  new  plan  designs,  or  higher  pay  levels  should  be  priori9zed.  The  process  also  clarifies  your  strengths  and  allows  management  to  make  confident  decisions  on  how  to  proceed.

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ALIGNMENT"

ATTRACTION"

ENGAGEMENT"

INCENTIVE"VALUE"

MOTIVATION"

RETENTION"

RETIREMENT"

REWARD"

TAX"BENEFIT"

PERSONALITY"

BASE"PAY"

STI:"BONUS"

STI:"COMMISSIONS"

LTI:"CASH"

APPRECIATION"ONLY"STOCK"OPTIONS,""SAR"FULL"VALUE"RSA,"RSU,"PHANTOM"

PERFORMANCE"EQUITY"

DEFERRED"COMP"

RECOGNITION"

PERQS"

BENEFITS"

PTO"/"SABBATICALS"

SEVERANCE"

ESOP"

401K"

EngagementA=rac#on Incen#ve  Value

Mo#va#on Reten#on Re#rement Reward Tax  Benefit PersonalityArea  of  Impact

Base  Pay

STI:  Bonus

STI:  Commissions

LTI:  Cash

LTI:  Cash

LTI:  Apprecia#on  Only  Equity

LTI:  Full  Value  Equity

LTI:  Performance  Equity

Deferred  Compensa#on

Recogni#on

Perquisites

Benefits

PTO  /  Sabba#cals

Severance

401K

Unique  Offerings

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1000"

ALIGNMENT"

ATTRACTION"

ENGAGEMENT"

INCENTIVE"VALUE"

MOTIVATION"

RETENTION"

RETIREMENT"

REWARD"

TAX"BENEFIT"

PERSONALITY"

BASE"PAY"

STI:"BONUS"

STI:"COMMISSIONS"

APPRECIATION"ONLY"STOCK"OPTIONS,""SAR"FULL"VALUE"RSA,"RSU,"PHANTOM"

DEFERRED"COMP"

RECOGNITION"

BENEFITS"

PTO"/"SABBATICALS"

SEVERANCE"

401K"

Strengths

Opportunities

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ALIGNMENT"

ATTRACTION"

ENGAGEMENT"

INCENTIVE"VALUE"

MOTIVATION"

RETENTION"

RETIREMENT"

REWARD"

TAX"BENEFIT"

PERSONALITY"

BASE"PAY"

STI:"BONUS"

STI:"COMMISSIONS"

APPRECIATION"ONLY"STOCK"OPTIONS,""SAR"FULL"VALUE"RSA,"RSU,"PHANTOM"

DEFERRED"COMP"

RECOGNITION"

BENEFITS"

PTO"/"SABBATICALS"

SEVERANCE"

401K"

0"

100"

200"

300"

400"

500"

600"

700"

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900"

1000"

ALIGNMENT"

ATTRACTION"

ENGAGEMENT"

INCENTIVE"VALUE"

MOTIVATION"

RETENTION"

RETIREMENT"

REWARD"

TAX"BENEFIT"

PERSONALITY"

BASE"PAY"

STI:"BONUS"

STI:"COMMISSIONS"

APPRECIATION"ONLY"STOCK"OPTIONS,""SAR"FULL"VALUE"RSA,"RSU,"PHANTOM"

DEFERRED"COMP"

RECOGNITION"

BENEFITS"

PTO"/"SABBATICALS"

SEVERANCE"

401K"

Base  Pay  -­‐  Sample  Company50th  %9le)

Base  Pay  -­‐  Best  Case(95th  %9le)

Pay  Element  Impact  Details:  Base  Pay

Base  pay’s  strongest  areas  of  impact  are  aerac9on,  mo9va9on,  reten9on  and  a  link  to  company  personality.  It’s  lowest  areas  of  impact  include  tax  benefits,  rewards,  re9rement.

In  our  best  scenario  (base  pay  at  the  95th  percen9le)  the  strengths  of  base  pay  can  offset  weaknesses  in  other  pay  elements.  In  the  graphic  for  the  sample  company  (base  pay  at  50%  percen9le)  these  strengths  are  s9ll  evident,  but  may  need  to  be  supported  by  other  pay  programs.

In  both  examples  the  weak  areas  provide  liele  or  no  impact.  Base  pay  must  be  augmented  by  a  different  type  of  program  to  create  a  balanced  total  reward  offering.

Element

Toll  free  877-­‐803-­‐9255  |  Direct  415-­‐625-­‐3406email:  info@performensa9on.comweb:  www.performensa9on.com

©2015  Performensa9on

Our  team  of  experts  are  ready  to  leverage  our  extensive  rewards  knowledge  to  tailor  solu#ons  for  your  organiza#on’s  unique  culture  and  strategy.    We  focus  on  designing  integrated  programs  that  are  unique,  effec#ve  and  cost-­‐controlled.  Well-­‐designed  programs  are  the  most  effec#ve  drivers  of  communica#on  between  a  company,  employees,  and  shareholders.

Performensa#on  is  a  proven  leader  in  compensa#on  design.  We  understand  that  a  program  will  not  work  if  it  is  cost  prohibi#ve,  or  cannot  be  easily  communicated  or  executed.  The  strength  of  our  work  is  in  understanding  your  goals  and  culture  and  our  applica#on  of  prac#cal  yet  innova#ve  solu#ons.

n’s Total Rewards Radar Mapping System