roughly 65% of pay at risk; for
managers it is less so.
STACY MARKEL: It’s important
to look at the behaviors you are
trying to drive when setting up
incentives. We need to be sure we
are not incentivizing the wrong behaviors. There are different models
and different components that
can be utilized, depending upon
thresholds. Different members of
the leadership team have different philosophies on the topic, so
first, they set a strategy and ensure
alignment. Portola’s compensation
is competitive with the market. It’s
important to benchmark with peer
BRENDA VESEY: Incentives need
to be specific, based on role. Some
people contribute more directly to
pipeline development; they have
their own timeline, which may not
line up with the annual compensation cycle. Design a plan that is
a fit for the purpose. This builds
credibility and employee engagement. When employees feel that
their work is acknowledged, and
understood, they are more likely
to be motivated by the plan. When
benchmarking, be sure you are
identifying your company’s peers.
You’ll need an appropriate comparison. Look at the marketplace,
but remember that things change
rapidly. Everything is so dynamic.
Update this information annually.
ERIC FINK: The company designs
different incentives for different
business units. The incentives
should align with the work people
are doing. For some brands, the
focus is around education. Ensure
that the incentive plan is aligned
with the actions, otherwise the
plan can be demoralizing and can
create a disconnect. At risk comp:
Where do you get your best sales
and marketing talent from? How
do you attract the best players?
Do you have any interesting talent acquisition metrics that you
ERIC FINK: Jazz evaluates talent
acquisition and new hires using
a net promoter score and benchmarking. We have hiring managers
rate new hires 90 days from their
start date, and again after one year.
They use a 10-point sliding scale to
determine whether the “client,” or
hiring manager, would “buy again”
or hire the same person again. This
has proven to be an effective measure of the quality of hire.
The company finds it effective to
shift talent internally—thereby
increasing the knowledge base
of each person cross-functionally, leading to a broader base of
knowledge. 28% of new hires are
STACY MARKEL: We generally
start with networking. That said,
we like to diversify, so different
skillsets and talents are represented.
In your experience, what have
you found creates the greatest
success in the interview process?
Are there specific tactics you
have taken that have been most
BRENDA VESEY: Behavioral-based interview questions. It’s
good to provide interviewers with
a certain level of structure, but
you need to be flexible, to be sure
everyone is asking different questions. There needs to be variation.
STACY MARKEL: We also use
behaviorally based interviews.
We build out a profile for a role,
then refine the profile based upon
success. For sales roles, we have
people pitch products during
interviews; candidates may be
asked to deliver a presentation, or
respond to objections. Technically
speaking, we always ask questions
to ensure that people did their