Related resources - Anthology of articles

This site was designed so you have easy access to our best thinking on designing and implementing a performance measurement system that translates business strategies into action… and results into rewards.

We invite you and your colleagues to download PDFs of the following seven articles and read them at your leisure. Come back to visit this site as we plan to update and add content – including information about Mercer’s pay for performance book, to be published in 2008!

Please note that authors’ contact information is provided at the end of each article PDF should you have any questions.

Compensation committees and HR executives can benefit from a “New Performance Mindset”

A New Performance Mindset involves using a stable of analytical tools, coupled with healthy debate, to arrive at performance solutions that are tailored to the company’s specific business strategy and value creation model.

Performance measurement in a global setting

For today’s complex organizations, implementing a performance measurement system that delivers information, insight, impact and institutionalized behavior will create a common ‘language’ of business success and help move everyone in a common direction to achieve sustainable success for all.

Tackling the challenge of aligning pay with performance

While there is no silver bullet for selecting measures and performance targets, a comprehensive and rigorous approach can create a rational and defensible link between pay and performance.

Perfecting long-term incentive remuneration

The shift in LTI mix revealed by the SnapShot survey results suggest that companies are taking advantage of the changing regulatory and governance landscape to strengthen the attraction, retention and motivation value of their LTI programs and to enhance the link between pay for performance.

Moving beyond EPS and relative TSR

The future will find more and more companies moving beyond the standard EPS and relative TSR performance measures and using measures that best fit their specific circumstances. Such plans will help reinforce a pay-for-performance relationship whereby companies are paying for the right performance rather than performance on market-prevalent measures.

Incentive plan goal setting: new challenges, new approaches

In response to the call for greater transparency, companies are relying more heavily on external data and results relative to peers for a reality check on their performance goals.

Responsible peer group selection: A guide for identifying appropriate peers for assessing executive pay

A peer group should function as a defensible, data-based tool for making pay decisions that support the company’s business strategy and reinforce the alignment of pay with performance.