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To achieve their goals at each of these stages, businesses need different employees with different talents. And they need a different compensation strategy to attract, retain and motivate them.
The challenge for start-ups is to get the right skills on board and foster an entrepreneurial spirit. At this stage maintaining liquidity is imperative, so incentives that promise a share in future success without exhausting present cash reserves might well be the way to go.
Growth companies need to consolidate and formalise their relationships with employees, which is likely to involve defining a compensation philosophy, principles and policy and designing and implementing an incentive plan that not only motivates and retains employees, but also meets increasingly complex legal, regulatory and reporting requirements.
Mature organisations have to make these arrangements even more formal, and may well need guidance on their compensation committee, compensation governance and disclosure, as well as with compensation analysis and benchmarking.
Organisations involved in deals will probably need help with reviewing existing incentives and designing and implementing retention plans to make sure the new structure has the talent to sustain it and thrive.