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Fred Whittlesey formed Compensation Venture Group to leverage his 25 years of consulting and corporate compensation management experience in a portfolio of compensation advisory and data solutions centered around consulting to Boards of Directors and senior management teams to develop financially-oriented solutions to complex compensation issues CVG
specializes in executive and equity compensation in mid-cap, small-cap,
and privately-held companies with a focus in the technology, life sciences,
and other growth sectors |
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to the January episode,
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2008: The Year of the Compensation Technocrat "The practical effect for HR professionals is that executives, employees and candidates are facing the greatest complexity ever on the topic most important to them: their pay. Compensation methods have never been changing so quickly or been so complicated and have never been under greater external scrutiny." Fred Whittlesey's predictions published in Workplace HR & Safety |
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Fred Whittlesey authors new chapter in "The Compensation Handbook" "Return on Investment of Compensation Expenditures"
In the new Edition coming later this year - with co-authors including Alan M. Johnson, Peter Chingos, Pearl Meyer, Frederic W. Cook, Patricia K. Zingheim, and others. |
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Fred is a Fellow at Salary.com advising the company on strategic and technical aspects of executive compensation and equity compensation products and services Read
the February issue of Salary.com Insight authored by Fred Whittlesey The attention given to equity-based compensation plans in recent years – driven by changes in accounting, tax, and disclosure rules and fueled by shareholder concerns – has resulted in cash compensation arrangements being pushed to a secondary position in the headlines. But as many companies have agonized over choices between stock options and restricted stock, experimented with adding performance features to grants, and reconsidered the role of equity in compensation strategy, cash long-term incentive plans have increased in use in some unexpected places. Read
the December issue of Salary.com Insight authored by Fred Whittlesey Comprehensive changes in the regulatory and governance environment surrounding equity-based compensation have resulted in a diversity of practices not fully reported in survey data and media coverage. While some headlines portray a world in which stock options have been abandoned for restricted stock, greater scrutiny reveals a much more complex structure of grant types and provisions being used for both executive grants and all-employee programs. The most notable change is the widespread introduction of performance-based plans with a wide variety of features. Understanding the nuances of competitive practice is essential for conducting meaningful competitive assessments and making plan design decisions. Read
the September issue of Salary.com Insight authored by Fred Whittlesey The SEC’s recent challenge to companies regarding the extent and quality of proxy disclosure of executive pay practices and process raises a number of issues – and the peer group issue is high on the list. A company’s identified peer group – who is in it, how it was determined, and how it was used in pay analysis – was identified as a key concern by the SEC. Compensation Committees must have a structured, data-based, and well-documented process for determining the basis of competitive comparisons. A data-intensive, iterative process is critical for meeting disclosure and governance responsibilities. WorldatWork's Certification Courses through Web-Based Delivery Principles of Accounting and Finance (T2) - Dates in 2008 TBA Principles of Executive Compensation (C6) - Dates in 2008 TBA Advanced Executive Compensation (C6A) - Dates in 2008 TBA What the students are saying: "Fred
is a fantastic instructor and I appreciate all of the information
and stories he was able to share. The downside of having this virtual
was the lack of discussion in the group. Having only worked for privately
held companies, I was hoping to learn more from the participants.
This didn't happen, but was offset by Fred's up-to-date information,
examples and stories. Thank you Fred!" (C6, October 2006)
"The
Corporate Governance Implications of Option Backdating" "The value of doing something correctly can sometimes only be measured by the cost of doing it incorrectly. We now have an emerging metric of the value of correct design and administration of equity-based compensation programs beyond the projected financial and behavioral implications. The legacy of this scandal may be a heightened appreciation for the complexity of equity-based compensation and a call for involvement of independent professionals with multidisciplinary understanding of the issues, working directly with the board of directors and compensation committee, to mitigate the tail-wags-dog mentality that led to this fiasco. That will be the ultimate governance solution to this and future situations as equity-based compensation continues to play a central role in effective global compensation strategy." WorlatWork's
"Best of Conference" Webcast Fred's presentation at WorldatWork's 2006 Annual Conference, The Real Meaning of ROI...for Compensation Professionals, has been named one of the highest-rated and best-attended sessions there and will be repeated as a webcast. What
conference attendees said: |
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Equity
Plan Design After (During) FAS123R The
Real Meaning of ROI...for HR Professionals After
the Fall (of 2005): What Really Happened with Option Expensing Radical
Changes in Compensation Design (Revisited) The
New Equity Compensation Map: |
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