Employee Stock Ownership Plan Answer Book

Corey Rosen

Idelle A. Howitt

Parenting & Relationships

Aspen Publishers

Employee Stock Ownership Plan Answer Book: Cumulative Supplement

Employee Stock Ownership Plan Answer Book: 2008 Cumulative Supplement

Business & Money

Human Resources

Aspen

Employee Stock Ownership Plans (ESOPs) are a powerful competitive tool to help businesses attract, retain, and reward the best employees and increase their productivity. Whether you are just beginning to consider employee stock ownership as a meaningful business strategy or are looking for ways to make your current plan more effective, turn to the Employee Stock Ownership Plan Answer Book for the facts, legal analysis and practical advice you need to make informed, strategic decisions! The Employee Stock Ownership Plan Answer Book gives you one-stop access to the latest laws and regulations governing ESOPs, including the applicable Internal Revenue Code provisions, the Tax Reform Acts of 1984 and 1986, and the Small Business Job Protection Act. You'll learn not just what the law says, but what you must do to ensure proper administration, compliance and reporting.

Employee Stock Ownership Plan Answer Book, Third Edition

Reference

This book describes the full spectrum of equity compensation plans (such as stock options, stock purchase plans, stock grants, restricted stock, phantom stock, and stock appreciation rights) available to private and public companies. 
 Unlike most books on equity compensation, it focuses not just on the tax, legal, and other technical aspects of such plans but also on helping decision-makers decide what kinds of equity to choose, and who should get how much and when. 
 The book also includes a CD-ROM with an audiovisual presentation by coauthor Corey Rosen on sharing equity with employees.

The Decision-Maker's Guide to Equity Compensation

Scott Rodrick

Pam Chernoff

Daniel N. Janich

Business

National Center for Employee Ownership

Although roughly 7,000 U.S. companies have an employee stock ownership plan (ESOP), many businesspeople are not well acquainted with them. ESOPs are often confused with stock option plans, which are something else altogether. They are not stock purchase plans; employees almost never buy stock through an ESOP. They do not require that employees run the company or even elect the board, unless companies want to structure themselves that way. Most people, in fact, would be well served by forgetting what they have heard or thought about ESOPs before starting to learn more about them. 
 The most common use for an ESOP is to buy the shares of a departing owner of a closely held company. Owners in C corporations can defer tax on the gain they have made from the sale to an ESOP if the ESOP holds 30% or more of the company's stock and certain other requirements are met. Moreover, the purchase can be made in pretax corporate dollars. In an S corporation, the tax deferral is absent, but a different tax advantage is present: no federal (and usually no state) income tax is owed on profits attributable to the ESOP-held shares. 
 ESOPs are also used to divest or acquire subsidiaries, buy back shares from the market (including public companies seeking a takeover defense), match 401(k) contributions, restructure existing benefit plans by replacing current benefit contributions with a leveraged ESOP, or simply provide an employee ownership plan for the company. 
 This book will teach you how ESOPs work in both C and S corporations, what their uses are, what the valuation and financing issues are, what the steps to set them up are, and much more. (Note: this book is about the U.S. ESOP, not the various types of plans called ESOPs in other countries.) 
This printing is from March 2018 and includes various minor updates throughout several chapters.

Understanding ESOPs

The ESOP Company Board Handbook

Michael Wade

Scott Rodrick John D. Schlichte Cecil Ursprung and Michael Wade Stephen P. Magowan

John Schlichte

Cecil Ursprung

Incentive plans are common in companies, but satisfaction with them is not. Surveys of human resource executives consistently show that incentive plans often do not live up to results.  It seems obvious enough. If employees have a stake in how well their company does, they will be more engaged and work more effectively, but there are endless articles and books about how to get your incentive plan to work well and thousands of consultants specializing in incentive plan design, often with their own unique plans. If getting the plan right were easy, there would be much less of a market for both the books and the consulting. Of course, it is not simple. Some researchers, in fact, have concluded that incentive plans do little incentivizing and may create more problems than they solve.  Still, too many companies report too much success with incentive compensation to just give up on the concept. In the decades of work the National Center for Employee Ownership (NCEO) has done on employee ownership plans, one of the most powerful incentive tools, we have also learned a great deal about non-employee ownership models that work consistently well. In this book, we have drawn that experience together. The first chapter offers an overview of why incentive plans do not always succeed. It is followed by chapters describing general principles in designing incentive plans and making them work; how to structure an effective profit sharing plan; how short-term incentives can work alongside longer-term employee ownership plans; how bonus plans and open-book management work in the Great Game of Business; and finally what the various equity incentive plans are, from ESOPs to stock options to phantom stock.

The Handbook of Incentive Compensation

Loren Rodgers

Rich Armstrong

Brad Hams

Cathy Ivancic

The National Center for Employee Ownership

Donald Rumsfeld famously said of the Iraq war that "There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don't know. But there are also unknown unknowns, the ones we don't know we don't know." He got a lot of flack for that, but what he said makes a lot of sense. He should have added one more, however: the unknown knowns, the things we think we know that we really don't. 
 The equity compensation industry is highly regulated, with many pitfalls for the unwary. This book contains some humorous and painful examples of what happens when otherwise competent and responsible professionals don't know what they don't know and fail to get advice before taking actions that result in consequences that range from the merely awkward to the downright serious. 
 This book is not a comprehensive compendium of all the things you shouldn't do. That list could go on and on. But it does try to cover the most common kinds of problems that occur, presented in the form of brief case histories, each followed by lessons on what should have been done. The chapters cover the following subjects: 
 Plan Design and Modifications Administration, Process, and Policy Culture and Cultivation Communication and Education Technology Tax and Law Accounting and Valuation Corporate Transactions

If I'd Only Known That

Jennifer George

Mark Miller

Mike Stevens

Takis Makridis

Dan Walter

Achaessa James

Bruce Brumberg

Jon F. Doyle

Steve Kifer

Kim Kovacs

Paul Leisey

David Outlaw

Robyn Shutak

Jim Sillery

Fred Whittlesey

Yan Zhao

kate-forsyth

The National Center for Employee Ownership: NCEO

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Books by Corey Rosen