Farient Advisors | Executive Compensation Consultants

  • What We Do
    • Executive Compensation
    • Boards of Directors' Compensation
    • Pay for Performance Alignment
  • Who We Serve
    • Public Companies
    • Private Companies
    • Transaction Services
    • Institutional Investors
  • Why Choose Farient
    • Our Business Philosophy
    • Our Approach
    • Case Studies
    • Farient's 5-P's
    • Proprietary Methodologies
  • Key Issues
    • Blog
    • Regulatory, Shareholder and Market Updates
    • Pay for Performance Alignment
    • Goal Setting
    • Short-Term Gain, Long-Term Pain
    • Risk
    • Compensation Strategies
    • Compensation Committee Process
    • Managing Equity
    • Investor Perspective on Exec. Pay
    • Succession Planning and Exec. Pay
  • Media Center
    • Archive
  • Learn More
    • Contact Us
    • Our Team
    • Our Services
    • Join our Team
Farient key issues say on pay

Pay for Performance Alignment

 Like the legendary Blue Angels in flight, alignment and precision are key.

The Issue

We say that pay and performance are aligned when total compensation, after performance has been factored in, is both, “reasonable relative to peers and sensitive to performance over time.” Over the years we have found that highly paid doesn’t always mean overpaid. In fact, it’s often not the level of pay that’s at issue, it’s the lack of alignment, (i.e., the lack of linkage of pay to sustained Total Shareholder Return (TSR) over time.)  And contrary to popular belief, large dollops of equity grants do not assure alignment.

Farient’s Point of View

Farient believes that pay for performance should be aligned over time, but that a clearer definition of what this means and better guidance as to whether companies are achieving this is what is needed.  In particular, Farient defines alignment to be when total compensation, after performance has been factored in, is: (1) Reasonable relative to market comparables and for the performance delivered and (2) Sensitive to TSR over time.

Many people think that alignment is only when pay fluctuates in response to performance, or they mistake the definition of pay as target compensation, rather than compensation that has been adjusted for performance (i.e., Performance-Adjusted CompensationTM (PACTM)). Finally, they make the mistake that alignment can be determined a year at a time.  But it’s really the pattern of PAC relative to TSR performance over time that tells the story.

How Farient Can Help

Farient can analyze the Pay for Performance for your company by running our proprietary Farient Alignment ReportTM. We can quantify and visually illustrate the degree to which your company’s compensation program has been and likely will be aligned with TSR over time.  This analysis helps us “drill down” to diagnose the cause of any problems that exist, and helps us to redesign your pay program and/or suggest a different approach to pay actions when warranted.  Finally, Farient can help you develop a credible and transparent story for investors, helping with both Say on Pay and the new disclosure requirements.

  • Blog
  • Regulatory, Shareholder and Market Updates
  • Investor Perspective on Executive Compensation
  • Pay for Performance Alignment
  • Goal Setting
  • Short-Term Gain, Long-Term Pain
  • Risk
  • Compensation Strategies
  • Succession Planning and Executive Compensation
  • Managing Equity
  • Compensation Committee Process

Get Access to "The Executive Paywatch" newsletter.


Click here to see a sample copy.





When you're responsible for Executive Compensation, this is not where you want to end up.
View all of our ads...

Copyright 2011 - Farient Advisors, LLC

  • |
  • RSS Feed
  • Twitter
Los Angeles Area
201 South Lake Avenue
Suite 804
Pasadena, CA 91101
(626) 656-4000
New York City
55 E. 59th Street
Suite 12B
New York, New York 10022
(646) 626-6930