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Read the following discussion on Google’s Evolving Pay Strategy and answer the 3 questions below:
Note:
You must support your assertions with at least two scholarly citations in current APA format. Include a biblical outlook and include a scripture reference from the Holy Bible. Any sources cited must have been published within the last five years (nothing prior to 2017).
Google’s (no Alphabet’s) Evolving Pay Strategy
In Chapter 2, we talked about how Microsoft had changed its pay strategy to rely less on stock options, more on stock grants, and then to rely less on stock grants and more on cash as its product cycle phase changed from growth to maintenance and its stock price growth slowed. Google went public in 1994 and its stock price, already at around $100/share at that point, then rose rapidly (a great big understatement), peaking at around $370 in November 2007. However as of May 2012, Google’s stock price was right around $300 (with a 52- week high of about $335). As a result, Google was subjected to comments such as “Google isn’t the hot place to work” and has “become the safe place to work” (per Robert Greene, who recruits engineers for start-ups such as Facebook). Perhaps following int he footsteps of Microsoft, Google announced that it was giving a 10 percent across the board increase in salary. Not stock options. Not stock grants (but, see below). Salary. The cost of the salary increase was estimated by Barclay’s to be $400 million.
“Analysts say Google is facing what all Silicon Valley companies struggle with when they graduate from start-up status and into the realm of Big Tech.” With or without the 10 percent increase, one report says that Google was “paying computer science majors just out of college as much as $20,000 more than it was paying a few month

s ago” and that salary “is so far above the industry average that start-ups cannot match Google’s salaries.” (Actually, one might ask how many non-start-ups are likely to match such salaries.)
It is also noteworthy that Google repriced 7.64 million stock options in 2009. Of 20,200 total employees, 15,642 took advantage of the opportunity to replace their existing options, which had an average exercise price of $522, with new options having an exercise price of $308.57. By one estimate, Google was on a path to spend $2 billion on stock-related compensation in 2011. Subsequently, google moved from stock options to restrickted stock units for employees. The
latter are actual grants of stock and are restricted in the sense that
employees need to remain with google for a minimum amount of time.
As
of early 2015, Google’s stock price was around $560 and during 2018
(now as Alphabet), the stock price was much higher still – over $1,000!
Thus, employee stock-related wealth has soared. That goes
along with their high salaries (see above) and their well known
extensive benefits.
Questions (answer all 3):
1. What is Google’s pay level? How do you define and measure its pay level? How well is it captured by salary alone?
2. Do you think Google has made the right choices in changing its compensation strategy? How much do these changes cost? How do these costs compare to Google’s total costs and operating income? Are these increased compesnsation costs likely to be a good investment? in other words, will they pay for themselves (and more)? Explain.
3. Will Google’s pay strategy work “forever”? consider the evolution of Microsoft’s pay strategy as its growth slackened. Should Google prepare for a similar future? If so, when and what sort of actions should they take to prepare?