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“Both options deliver, but one has a total labor cost associated with full-time rewards, while the other [only has] hourly work and the work assignment.”

Willis Towers Watson research into 27 PE-owned portfolio companies that recently conducted an initial public offering (IPO) showed that, by the time of the IPO, the median company had an equity pool that constituted 10.9% of the company’s total shares outstanding.

Additionally, more than half of Americans are unsure of exactly how much they will take home at the end of each year when considering their compensation, rewards and benefits, with less than half (48%) of employees claiming to know their total compensation for the year.

“Base salary is not the only piece of the puzzle — employers need to be competitive from a total rewards perspective to include base, incentive/bonus, benefits, retirement and non-monetary rewards as well,” she said.

“It’s these kinds of actions that make you feel your coworkers’ total support.”

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Many experienced design experts use cumulative pay periods, typically a year (cumulative year-to-date results), as companies often hold back excellence payouts until total cumulative results are tabulated.

For retailers, labor cost generally accounts for 10% to 20% of total sales and sometimes even more than 50% of total operational cost (Madhani 2021c).

While the results vary somewhat by industry, our research shows that annual incentive bonus payouts often do not relate well to total shareholder return (TSR) — a metric that tracks total value creation by measuring share price appreciation plus the effect of dividends paid out.