With 35% of competitors offering better compensation and benefits packages and 25% offering a better work-life balance, companies need to develop a strategic executive compensation plan to not only retain, but attract talent, as stated by the Achievers Workforce Institute.
Now, more than ever, in a post-COVID-19 environment, the availability of necessary talent and the ability to attract the human capital required to lead and implement innovative strategic and operating plans is a tough challenge. It requires inspirational leadership to rally the workforce around a company vision, and it requires a fresh look at the culture, organizational structure, and strong alignment of human capital systems, initiatives and policies.
Companies who wish to sustain their growth, especially during these unprecedented times, must ensure that their compensation planning aligns with employee’s performance levels, goal-attainment, and growth potential.
Total Compensation Strategy and Philosophy
Annual and Long-Term Incentives
Executive Benefits and Perquisites
Ron is a senior level human resources executive with deep expertise in large, complex corporate cultures and has led all aspects of Global Human Resources including:
Compensation and Benefits, Staffing and Diversity, Learning and Development, Succession Planning, Performance Management, Health and Wellness, HRIT and the management of a payroll and benefits based shared services organization. During his career in the consumer products, pharmaceutical and energy sectors, he gained extensive experience with large scale corporate turnarounds, mergers, acquisitions and divestments and consistently assumed leadership roles in aggressive growth strategies.
In his current position as President of The Cheeley Consulting Group, Ron provides high level human capital consulting services to both public and private companies. His practice is focused on working with CEO’s, Chief Human Resources Officers and Boards of Directors to establish performance-based compensation plans and performance management systems for executive teams.
Prior to his current consulting work, Ron was a Senior Vice President and Chief Human Resources Officer for Schering-Plough Corporation. In this position, he served as a member of the Company’s Executive Management Team, reported to the CEO and provided advice and counsel to the Compensation Committee of the Board of Directors on executive compensation and other human resources matters. Several key initiatives included recruiting a new executive management team as part of Schering-Plough’s turnaround initiative, developing a new people strategy designed to attract and develop top-tier talent, designing succession plans based on behavioral leadership and technical competencies, designing a new performance-driven executive compensation program and improving the Company’s image in the community through a more robust community and public affairs program. During his career at Schering- Plough, Ron played a key role as part of the senior management team in the acquisition of Organon Biosciences and the ultimate sale of Schering-Plough to Merck.
Before joining Schering Plough, Mr. Cheeley had been Group Vice President, Global Compensation and Benefits, for Pharmacia Corporation. Previously, he served as Director, Global Compensation and Benefits, for the Coca-Cola Company. During his career at The Coca-Cola Company, he served as Director, Human Resources for Coca-Cola India.
Earlier in his career, Ron was with The Coca-Cola Company progressively holding positions of greater responsibility in the human resources function and ultimately assuming the role of Director Global Compensation, Benefits and HRIT. In this role, he provided ongoing strategic compensation and benefits consulting to corporate headquarters, operating units and joint venture business partners. He developed global performance-sensitive incentive compensation programs linked to EVA and shareowner wealth creation.