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| − | With siloed and often inaccurate data, the ability for HR and business leaders to make good compensation decisions is severely limited. According to a Ventana Research report published in 2007, "Confusion over guidelines, the inability to get timely data for decision support, and uncertainty about the relation between compensation planning and personal managerial priorities leaves many managers wanting only to 'get it over with.' The predominantly homegrown solutions that all too many business units rely on for compensation planning typically do not provide managers with reliable tools to make accurate, repeatable decisions concerning base and variable pay.
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| − | In the five decades from the early 1950s to the first years of the twenty-first century, the number of women in the workforce increased dramatically, leading to increased programs designed to help working mothers. In the early 1950s fewer than 30 percent of women worked outside the home. In 2004 nearly half of U.S. workers (46.8 percent) were women. Almost two thirds (62.2 percent) of women with children under six years of age were in the civilian labor force in 2004, a significant increase from 18 percent in the mid-1950s.
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| − | To be effective, an incentive plan design must allow a degree of control by the employee. Furthermore, the employee has to be able to recognize that he has the ability to control those aspects of the plan that will allow him to achieve the target goal. Employees in jobs that are traditionally incented are accustomed to recognizing their degree of control. However, non-traditional jobs will require a significant amount employee communications. A large portion of implementing successful incentive plans is employee communications and the building of trust. After all, you are dealing with the employee’s livelihood.
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| − | In reality, with the proposed merger the primary credit risk change relative to cash flow for existing bondholders in the company is what happens in the event of a default. This is because post-LBO the existing bondholders will no longer be in a senior tranche with superior asset coverage. Currently Dell [https://www.youtube.com/watch?v=b_pJwJtElco The Total TakeOver Compensation Plan] has $12.5B in cash on its books - more than it actually has in debt outstanding. Post-LBO the cash balance will be reduced by an estimated $6B, and senior debt with specific liens against company assets will come onto the balance sheet, severely diluting existing bondholders' effective collateral.
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| − | Second, increasing financial aid is the best way for Brown to ensure its competitiveness in the long run. Brown cannot continue offering financial aid packages among the worst in the Ivy League and suffer no ill consequences. Given our current financial aid awards, we cannot attract the best students to apply to Brown, we will not have the students we admit choose Brown over our peer institutions, and we leave students’ educations constrained by heavy debt burdens and insufficient resources. This lowers the value of a Brown degree. Increasing financial aid is a necessary condition of strengthening Brown’s competitiveness with peer institutions.
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| − | With the launch of The Total Takeover, whether McMills is still involved in TVC Matrix as an affiliate is unclear. The Total Takeover has no retailable products or services, with affiliates only able to market affiliate membership to the site itself. The Total Takeover website suggests this information is related to blogging, local business advertising, Google ranking, “how to sell tangible products”, lead scraping software, training video webinars, “the ability to add $1000 to your monthly residual in less than 14 days” and “gold nuggets gurus don’t want you to know”. The Total Takeover Compensation Plan
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