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UPS-ron: MIP vs. Material Definitive Agreement
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<blockquote data-quote="tieguy" data-source="post: 132930" data-attributes="member: 1912"><p>One of the perks not mentioned above. Those who are able to reach that level also make the rules. Including their compensation. </p><p> </p><p>Its all good talking about the rich getting richer but I imagine there is some other reason behind the changes besides just greed. </p><p> </p><p>generally companies increase compensation for specific skills when the market becomes competitive for that skill. </p><p> </p><p>So there is probably some fear that we could lose too many of our talented people at the top thus the increase in compensation. </p><p> </p><p>Now I know many of us at the bottom get can get some good jokes out of discussing the incompetence of many of those who occupy those positions but at the same time there are many in those jobs who are extremely talented at managing there many responsibilities effectively. Those are the ones who could successfully leave and thrive elsewhere if we don't keep their salaries competitive. I would imagine a growing fdx or DHL would love to have some of our top talent. </p><p> </p><p>The MIP issue is one of what I consider many blunders this company has made since we went public. Many operations managers and sups have a hard time identifying with the six measures used to gauge their compensation since they don't directly affect as many as 5 of the 6. </p><p> </p><p>I can manage the cost of my operation and make somewhat intelligent decisions on what cost is good cost and what is not. </p><p> </p><p>However I have a hard time identifying with how I impact the growth of high revenue packages. Its normally a no brainer to figure out that NDA and international packages are high revenue. The rest is not. The actual profitability of those other packages is difficult to gauge and our actual bidcam analysis is usually a closely guarded secret as it should be for competitive reasons. </p><p> </p><p>Many managers retired millionaires from this company. Not because the company gave them a million dollars worth of stock but because of how the stock was awarded and priced. As a private company the stock increased anywhere from a buck to 4 bucks a share each quarter. Once the stock amount built up you hypo'd. Putting up your stock as collateral to borrow money to buy more. You risked what you had to buy more. As a private stock you could hypo as much as 90 percent of the value of your stock. As a public company 50 to 60 percent is the generaly the best you can get. Couple that with a stock price that generally bounces around and presently has only increased about 3 bucks in the last 3 years and its clear the same path to riches is not there. </p><p> </p><p>I'm also not crazy about the RSU concept. I don't believe you should pay someone 5 years from now for something they earned this year. Assuming all is well and I retire its really no big deal because I will eventually get my money but its not my preference to be compensated this way. </p><p> </p><p>So my insight for what its worth and criticism. Its not crying. I'm still proud of the fact I work for the big brown machine I just wish they would stop screwing with a system that worked very well.</p></blockquote><p></p>
[QUOTE="tieguy, post: 132930, member: 1912"] One of the perks not mentioned above. Those who are able to reach that level also make the rules. Including their compensation. Its all good talking about the rich getting richer but I imagine there is some other reason behind the changes besides just greed. generally companies increase compensation for specific skills when the market becomes competitive for that skill. So there is probably some fear that we could lose too many of our talented people at the top thus the increase in compensation. Now I know many of us at the bottom get can get some good jokes out of discussing the incompetence of many of those who occupy those positions but at the same time there are many in those jobs who are extremely talented at managing there many responsibilities effectively. Those are the ones who could successfully leave and thrive elsewhere if we don't keep their salaries competitive. I would imagine a growing fdx or DHL would love to have some of our top talent. The MIP issue is one of what I consider many blunders this company has made since we went public. Many operations managers and sups have a hard time identifying with the six measures used to gauge their compensation since they don't directly affect as many as 5 of the 6. I can manage the cost of my operation and make somewhat intelligent decisions on what cost is good cost and what is not. However I have a hard time identifying with how I impact the growth of high revenue packages. Its normally a no brainer to figure out that NDA and international packages are high revenue. The rest is not. The actual profitability of those other packages is difficult to gauge and our actual bidcam analysis is usually a closely guarded secret as it should be for competitive reasons. Many managers retired millionaires from this company. Not because the company gave them a million dollars worth of stock but because of how the stock was awarded and priced. As a private company the stock increased anywhere from a buck to 4 bucks a share each quarter. Once the stock amount built up you hypo'd. Putting up your stock as collateral to borrow money to buy more. You risked what you had to buy more. As a private stock you could hypo as much as 90 percent of the value of your stock. As a public company 50 to 60 percent is the generaly the best you can get. Couple that with a stock price that generally bounces around and presently has only increased about 3 bucks in the last 3 years and its clear the same path to riches is not there. I'm also not crazy about the RSU concept. I don't believe you should pay someone 5 years from now for something they earned this year. Assuming all is well and I retire its really no big deal because I will eventually get my money but its not my preference to be compensated this way. So my insight for what its worth and criticism. Its not crying. I'm still proud of the fact I work for the big brown machine I just wish they would stop screwing with a system that worked very well. [/QUOTE]
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