hr policies, Human Resources Training

Executive Compensation


Executive compensation is one of the core elements of an organization, and is yet, at the same time, a highly contentious one. It is one of the hotly debated topics in the corporate and financial worlds. It has to be admitted that many high-profile executive compensation packages routinely keep picking up a row for their disproportionality; yet; these are more cases of exceptions than rules.

Executive compensation, when done in a process oriented, just and well documented manner, will leave no one bitter. It will spur greater effort from the executive layer of the organization and motivate the lower level employees to strive harder to reach executive levels in their organization.

Executive compensation should be thoroughly discussed, the terms clearly stated, and the goals should be clearly defined and documented beforehand. There should be no changes in any of these at later stages, which will arouse suspicion among the other employees.

These and the other important intricacies of executive compensation will be examined in great detail at a webinar that is being organized on September 26 by TrainHR, a leading provider of professional training for the areas of human resources. David Wudyka, a highly experienced human resource consultant, who specializes in compensation consulting, will be the speaker at this session.

Please register for this webinar by visiting TrainHR


This program is of immense value to those who are both new to executive compensation and are experienced at it. The overview of the executive compensation program that David will offer at this webinar is useful to companies of all sizes and types.

Both those who want to design a new program for the first time, as well as those who need insight into established program concepts, will gain from the learning imparted over these ninety minutes. The expert will explain his perspectives and sets of “do’s and don’ts” of executive compensation.

All the elements of an executive compensation program will be covered at this session. These include:

  • What distinguishes EC from other sub-fields of the Compensation function?
  • What is the unique terminology applicable to EC programs?
  • What are the typical (and quite unique) elements of an EC program?
  • What is “good” EC strategy? What is likely to be an ineffective strategy?
  • What does it take to motivate an Executive?
  • What are “stock based” plans, and why are they so central to EC programs?
  • What should Executives be paid? How surveys of EC pay can be effectively utilized?
  • What tips exist for managing Executive performance?
  • What is an overview for designing an EC program?
  • The role of taxation in stock-based plans
  • What’s an “ESOP”?
  • Should an EC program have an “egalitarian” philosophy?
  • Why stock values are NOT an effective way of measuring CEO success
  • Why EVA and SVA plans may be the BEST way to evaluate CEO effectiveness
  • Can Executives have pay plans that reward just Executives?
  • When should a company use “Phantom Stock”? How is it calculated?
  • What is the difference between “Qualified” and “Non-Qualified” stock plans?
  • What is “Total Compensation” and why is it so important?
  • What are “Perquisites” and what are some common examples?
  • What is Egalitarianism and when should we use it to manage Compensation?
  • What is the role of “Job Evaluation” in the EC program?

Personnel that deal with executive compensation, such as Human Resource Managers, Compensation Analysts, Compensation Managers and Financial Managers of HR Departments will benefit from his webinar.


About the expert: Managing Principal of Westminster Associates of Wrentham, MA, David brings over three decades of experience in speaking, teaching and writing about compensation and other HR issues. David has taught extensively in colleges and universities such as UMass Boston, Bryant University, and the U.S. Coast Guard Academy.

Human Resources Policies

New EEOC Report: Workplace Harassment Prevention Not Working-Harassment Continues to be a Problem



You have been in Human Resources or management for years. Your plate is full-too much to do and to know in your increasingly stressful job. You are expected to stay current in discrimination and harassment case law for all the federal and state protected classes. Are you current? It seems like an unending responsibility. You remember hearing something in the news about a change in the pregnancy law, but can’t remember what it was.

You know that the American Disabilities Act and Title VII have expanded with something called an accommodation meeting, but what does that require? You heard that a company was required to pay a plaintiff an additional $1,000,000 because the company didn’t do harassment training-could that be true? You have a company wellness program and have heard that employees are suing for discrimination based on the incentives offered for those who take part in the program. And it still isn’t clear as to whether you can personally be sued for the misconduct.

It is almost impossible for managers and HR professionals to stay current in the ever evolving civil rights case law due to their busy workload. As a result, discrimination and harassment may go unrecognized and allowed to continue creating a hostile work environment for employees resulting in absenteeism, turnover, loss of productivity and physical and emotional health consequences to the target and witnesses of the abuse.