What Is Available from Wilson Group Publications?

Here is the information you need to help make decisions about your compensation plans…You may purchase any of these easily using PayPal.

Compensation Projections for 2012

December 2011 - $75.00

This report provides information on the primary compensation actions taken in 2011 and plans for 2012 for 31 leading New England based companies. We examined merit pay plans and budget, and how companies reward and connect merit pay with performance. This report also summarizes the level of changes planned for variable pay programs and for equity ownership programs. Information on what companies are planning to do by the key industries is included as well. This special survey report provides critical information to companies as they finalize their 2012 plans or compare their plans to other leading companies.

Wilson Group Sales Compensation Practices Survey

November 2011 - $150.00

This survey was created to fill an important gap in information about sales compensation plans. Many companies want to know how others are paying their salespeople. Are commissions paid differently for certain salespeople or sales of certain products? Do salespeople get merit increases? Do they get bonuses and if so, for what? What measures besides revenues are used in these sales plans? How well are these plans working?

While this survey does not include actual pay data, it does provide information and insights on how companies structure their pay programs and the relationship between pay and performance. As companies emerge from the “great recession,” it is more important than ever to make informed decisions that align sales compensation plans with the firm’s strategy. This survey will give you answers to critical questions about how companies structure their sales compensation plans.

Rewarding Sales Performance:

Aligning Sales Effectiveness and Total Rewards in Times of Organizational Change - June, 2011 - $150.00

One of the groups most impacted during a major organizational change is the sales force. Changes in the functional responsibilities, sales process and sales compensation provide both significant challenges to retain the commitment of the sales force and new opportunities for process innovations and revenue growth. These types of organizational changes include:

• A major realignment of the sales organization
• A merger or acquisition of another organization with an established sales organization
• A major shift in sales strategy
• Changing sales account and market responsibilities
• Creating or eliminating an independent sales organization
• Divesting a part of the overall company whose products are currently sold by the existing sales force

Rewarding Sales Performance: Aligning Sales Effectiveness and Total Rewards in Times of Organizational Change addresses how to align the sales compensation plan with an organization that is undergoing major change. It discusses the ten critical steps involved in the development of a highly effective sales compensation plan. Each of the steps are described in detail in times of organizational change, providing significant and useful information. It is intended to educate senior sales management, finance, human resource and compensation professionals - all those who partner to create effective total rewards for their sales force.

This work is authored by sales compensation experts Tom Wilson, Susan Malanowski and Rhonda Farrington of Wilson Group. They have used their client experiences to develop and refine a sound and successful framework. The booklet progresses through each of the 10 critical steps. These steps can be referenced in part or in total, based on the readers' approach to learning and utilizing the information.

Market Research Findings:

Hourly Employee Engagement and Reward Systems
October, 2009 - $375.00

The purpose of this study was to examine what companies are doing to improve their employee experience and engagement, and to examine what determines the best practices in these programs. We've identified the critical elements to engaging and improving the productivity of the hourly workforce, what makes reward systems effective in driving desired behaviors and performance, and have identified and described companies that have highly effective practices. This information can then serve to support the strategy and initiatives your company utilizes to achieve the desired improvements in performance.

Changes for Challenging Times

A Special Report of the 2008-2009 Survey on Business Conditions
and Actions - December, 2008 - $295.00

Organizations and people now face the challenges of serious economic conditions. The Wilson Group conducted a survey in late November 2008 to determine how companies are responding to these challenges. Over 140 companies with a major presence in New England responded to questions that addressed what they have implemented in 2008 and are considering for 2009. We asked about their projections for business conditions as well as the level of anticipated pay increases, bonus payouts, and equity awards as a reflection of these conditions. Much has been said in the media about significant cost and staff reductions, and we wanted to know in more concrete terms where and what is happening.

This Report provides an overview of current market conditions, a summary of the survey responses and the actions companies are taking overall as well as by industry, the findings of particular interest from our analysis and ideas for addressing emerging challenges.

Changes in Variable Pay Plans for 2007 — 2008

October, 2007 - $150.00 

In response to both competitive pressures and global opportunities, many companies are implementing major changes. These changes often have direct impact on the performance requirements and compensation plans. This Survey Report examines the effectiveness of five major types of variable pay plans and identifies the specific changes companies are adapting to improve performance. This is one of the first surveys to examine the key elements of successful variable pay plans. It provides an in-depth analysis of:

1. the business context and prevalence of various types of variable pay plans,
2. the assessment of these plans as well as the changes planned for 2007 and 2008, and
3. our observations and commentary on what we learned and recommend for 2008.

Top Administrator Compensation in Independent Secondary
Schools (2007)

Published 2007 - $50.00

This Report provides competitive compensation information on the top administrator positions in independent secondary schools in Massachusetts. It includes detailed information by school and position collected from the public records (990 tax forms) filed by independent schools in Massachusetts. In addition, this report contains confidential data on four schools that are not required to file 990 tax forms because of their religious affiliation who participated in a survey sponsored by Boston College High School.

The salary information from the 990 tax forms is reported by school and functional title for 13 positions since it is public data, while independent school information was collected confidentially on their top four to five positions and is only reported in aggregate. The report will provide you with base salary, benefits and expenses for the following positions:

• President/Head of School
• Principal/Headmaster
• Development
• Finance
• Admissions
• Assistant Head of School
• Assistant Headmaster
• Athletic Director
• College Counseling
• Dean
• Department Head
• Facilities
• Information Technology

This report is a valuable resource for those in secondary educational institutions who want to understand the market competitiveness of their top administrator’s compensation in a highly competitive market of independent schools.

Faculty Compensation and Benefits Survey of Secondary
Schools (2007)

November, 2007 - $50.00

This report provides comprehensive information on compensation and benefits in independent secondary schools in Massachusetts. The report summarizes the results of a special survey on salary structure practices, the annual salary and bonus levels by degree and experience, and benefits offered among 21 leading secondary institutions that was sponsored by Boston College High School and conducted by the Wilson Group. It will provide you with key information like:

1. How many organizations have salary structures,
2. What are the 25th, 50th and 75th percentiles of each level and step in the structure,
3. How much money is awarded in the form of stipends and longevity bonuses,
4. What is the cost sharing on benefit programs, and
5. What are the most prevalent benefit plans offered.

It also compares salary structure pay levels of independent schools with public schools, and provides important analysis and commentary on the development of these programs. The Report is a valuable resource for those in secondary educational institutions who have or are considering developing faculty salary structures.

Changes in Equity Compensation for 2006 – 2007

2006 - $200.00

Changes in accounting (FAS 123R) regulations following June 15, 2005 has caused companies to rethink the design of their long-term compensation programs for executives and other eligible employees. This survey provides information on what companies are doing with their programs and their current run rates, overhang and expensing information. This report provides you with the latest trends on program design, both implemented in 2006 or in process of being changed for 2007.

Variable Compensation in Major Academic Institutions:

2005 Report on Practices - 2005 - $150.00

This report provides the most comprehensive information available today on how major academic colleges and universities structure, utilize and assess their variable pay programs. The report summarizes a special survey of variable pay practices among 42 leading academic institutions that was sponsored by Harvard University and conducted by the Wilson Group. It will provide you with key information like: (1) What types of variable pay plans are used in academia, (2) How broadly are they used, (3) How much money is awarded in these programs, (4) What measures are used, and (5) How do they assess the effectiveness of these plans. It also compares practices in academic institutions with general industry, and provides important analysis and commentary on the development of these programs. The Report is content rich, yet easy to understand and use. It is an invaluable resource for those in higher educational institutions who are utilizing or considering the use of these programs.