May 09, 2008

Tech company CEO compensation raises ire

CEOs in high-tech came away with multimillion dollar compensation packages, pumped up by huge stock and option awards -- even at poorly performing companies

The say-on-pay approach is gaining traction, McCord says. "It's not binding, generally, but it does give people an opportunity to weigh in."

Meanwhile, a new study shows that top U.S. companies are relying more heavily on performance plans to tie executive pay to long-term company performance. For the first time, performance-based plans overtook stock options as the most popular form of long-term incentive compensation -- a major milestone in the history of CEO pay, according to results from The Wall Street Journal/Hay Group CEO Compensation Study, released in April.

Use of performance plans (which tie the level of a CEO's pay directly to how the company performs relative to predetermined metrics) grew 5% in 2007, while use of stock options and time-vested restricted stock declined 7% and 14%, respectively, consulting firm Hay Group reports.

"This significant shift has been a few years in the making, following accounting rule changes and corporate scandals like Enron and WorldCom, and more recently, new SEC disclosure rules and activist institutional shareholders," said Irv Becker, head of the executive compensation practice at Hay Group, in a statement. "But 2007 marked a new era in the way CEOs are being paid."

Looking ahead, industry watchers expect companies to be more vigilant about how they measure performance and hold executives accountable.

"It's a continuum. It's still not where some of the more activist shareholders would like it to be, but we're moving in that direction," McCord says. "The momentum is clearly on the side of more disclosure, greater transparency and a more rigorous approach to executive compensation in general."

Network World is an InfoWorld affiliate.

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