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Executive compensation packages are not what they used to be just a few years ago. Slowdowns in the economy due to corporate scandals, the dot-com bust, and outsourcing have made recovery a slow and painful process. Companies have had to work a lot harder to become profitable, and cannot afford to pay their executives like they did in the past. They now have to plan carefully to develop compensation packages that not only attract and motivate executives, but simultaneously keep costs down. More

An interview is one of the first and foremost points in an employer-employee relationship. From the employee’s perspective, it provides an opportunity to experience the corporate culture first hand, see the actual premises, and get a general feel of the company. The employer, in turn, can assess the prospective employee’s personality traits, enthusiasm and competence levels to an extent. More

Richard Scott, ousted head of Columbia/HCA Healthcare, collected $10 million in severance in July 1998. It was in his contract with the company. Contracts no longer contain such generous terms. And they are being used a lot more now. Before, only CEOs and other top executives were expected to sign contracts, but now, the practice has found its way to lower rungs of management as well. More

Retaining high-performing executives and key personnel is a huge challenge, in spite of an economy that is characterized by high unemployment rates. In a survey conducted by the Society of Human Resource Management, 76 percent of the respondents said that they were looking for new employment opportunities. This means that companies have no choice but to come up with innovative methods of retention. And many companies are doing just that. According to the same survey, special retention practices were implemented by 49 percent of companies, versus 35 percent last year. More