Wells Fargo isn't the only company reassessing its sales culture in the wake of the fake accounts scandal that ended former CEO John Stumpf's career. Other businesses, too, are questioning the value of traditional selling practices that have typically rewarded individual performance above all else.
As mid-market companies continue to leverage executive talent to drive growth, they're increasing compensation and using more pay-for-performance options.
Imagine an incident occurs at a competitor, resulting in an immediate decline in market cap and an increase in regulatory focus on your industry.
Restaurants Unlimited CEO Jim Eschweiler has learned something about the viability of a “living wage” for his employees, and about the generosity of his customers: Each has limits.
Both sides of the “intrinsic vs. extrinsic” incentive debate can find individual studies that support their argument. Also, there are literally hundreds of studies available about motivation. A more productive literature review looks at meta-studies—essentially ‘studies of studies’—to show what all of the research says in aggregate.
As American workers continue to voice growing discontent about income inequality and stagnant wages, some CEOs are voluntarily raising employee pay on principle. They say doing so not only improves morale and employee satisfaction but also serves as a long-term investment to better their workforce.
Fed up with getting caught in the crossfire of a national income inequality debate, CEOs are taking a stand on the issue.
Business leaders are finally pushing back on the generally accepted views thrown off about income inequality.
More middle-market leaders are using bonuses, raises and other benefits to attract and retain high performers, according to the RSM US Middle Market Leadership Council survey.
The income inequality subject is growing as an issue among constituents, which is increasing discussion among CEOs as well.