The Pioneer Press offers up an utterly worthless piece of agenda journalism regarding CEO pay.  At the risk of upsetting the Red Bird, I have pulled some quotes from You’re fired! Take these millions and go (all my emphasis):

If 3M ever fires George Buckley, one of Minnesota’s highest-paid CEOs, there is one detail Buckley won’t have to sweat: health insurance.

The Maplewood-based manufacturer will kindly pick up much of the tab for Buckley’s health care for two years as part of the $38 million goodbye he’ll get on the way out the door. (ed. – we learn later in the article that this “supersized pay” health care equals $28,430)

Buckley’s potential exit payout, with its health-insurance perk, is just one of hundreds of potential multimillion-dollar termination treasures detailed to the dollar for the first time in this spring’s revealing crop of corporate proxy statements.

Expect some “holy cow!” moments to rattle a few company boards. The numbers are expected to stoke activism to stop rewarding poor performance with supersized exit pay. (ed. – I think this writer is attempting to stoke it herself since she does not provide a single shred of evidence revealing “poor performance” amongst her CEO examples.)

Still, they are a keen reminder of just how CEO’s aren’t like the rest of us.

Hodgson said he thinks one year’s salary plus bonus “is quite sufficient” for severance to play its role as a “small insurance policy.”  (ed. – how about letting the market determine what “is quite sufficient?”)

I realize newspapers are disintegrating right before our eyes so apparently editors are absent.  How else do you explain this intern-level business writing making it to print?

This article “reveals” pay packages for 9 other local CEOs.  The spin is simple – the writer’s focus is on their health benefits that are miniscule compared to the overall comp package.  I suspect her goal is to anger the “common laborers” who are paying for ever-increasing healthcare insurance.

The writer does not make a single reference to overall stock performance during any of the CEO’s tenures.  Completely pathetic, in my opinion.  Overall corporate performance and shareholder value must be included to provide the proper context to this discussion.

Ours is a free-market economy that self-corrects over time if something is misaligned.  I would argue that these CEO compensations are generally not misaligned.  Price and wage controls stifle freedom, inject government control where it should not be and ultimately can lead to totalitarianism.

See Hugo Chavez.

Comments(2)

ABCnews.com offers a comprehensive article explaining some traits of the Millennial generation – Meet the New Millennials. The lengthy article provides many different insights into this generation.

Here are some anecdotal highlights:

“We recently had to tell a young woman employee that this was not an underwear optional workplace,” he told ABCNEWS.com. “This generation needs to be deeply coached about wardrobe, and a lot of them are used to getting up at 10 or 11 a.m. Forget about them showing up to work at 8 or 9 a.m.”

“They grew up with an ‘everyone gets a trophy’ sense of entitlement,” he said. “They are members of a generation that thinks it should get a trophy just for waking up in the morning.”

“I had a human resources manager call me about a worker who received her performance review only to have her mother call up and complain that ‘she’s better than that,'” he recalled. “The HR manager was shocked and asked the mother why she was calling about her daughter. The mother responded, ‘Because I’ve done so throughout my daughter’s life.'”

Some of those stories are almost shocking. I have to admit we do not have extensive experience with this generation when it comes to hiring. Some of these stories would give us pause.

In terms of managing this generation:

“The millennials are more collaborative and require a different form of managing,” said Masie. “There are more self-starters in this generation; they are clearly different than their bosses. The average worker under the age of 25 doesn’t expect to remain at a company for more than three years. They expect a sequence of jobs over their lifetime.”

Managing short-term employees who have different values and expectations sometimes requires managers to practice more than a little bit of patience.

Did you catch that bolded information? This change in career philosophy is having a tremendous impact on hiring today. The days of one company careers are all but over.

Comments(2)