Employee stock options (ESOs) serve as a significant lever in the increasingly competitive labor market. However, their effectiveness is often undermined by a common misconception: they are frequently viewed solely as short-term incentives rather than as tools for long-term retention and motivation. But what occurs when the employee departs? This article will explore the significant impact a well-designed ESO plan can have on maintaining a company’s talent, even after an employee’s departure.
Beyond the Inception
ESOs are traditionally part of a package aimed at attracting talent; they provide employees the right to buy a certain number of company shares at a set price, typically within a specific timeframe. Upon vesting, they become a tangible part of an employee’s compensation, aligning their success with that of the company. Companies can manage ESOs with tools like Astrella and everyone is happy.
However, the value of ESOs diminishes when their vesting periods are excessive or the conditions for exercising them are too onerous. An employee’s fully vested stock options with a two-year expiration after leaving a company may not be a sufficient inducement to stay. There’s a common industry-wide problem wherein employees leave substantial ESO values on the table, deeming the rigid terms more of a burden than an incentive.
In Retrospect
In contrast, successful retention-focused ESOs often have extended post-employment exercise periods. This crucial feature allows employees who leave the company to keep their vested stock options and exercise them over a longer period, sometimes up to 10 years. It is a modest yet impactful gesture that communicates to current employees the company’s dedication to their long-term well-being.
Extended exercise periods recognize that a departure from the company does not necessarily imply a lack of contribution or loyalty during the employment. This strategy also acknowledges the volatility of the modern job market. Employees are more likely to be loyal and invested in the company’s performance when they know they can capitalize on their ESOs in a way that fits their life trajectory.
Crafting a Meaningful Approach
Companies that wish to use ESOs as both an incentive and retention device need to tailor their plans to their organizational culture, industry, and employee demographics. This means regularly reviewing and updating ESO policies to ensure they remain relevant and competitive. Clear, consistent, and accessible communication on ESOs is also vital to their success—employees must understand the value and the timeline on which they can act upon it.
In the startup space, for example, where equity can be a significant part of the compensation package, a carefully considered ESO plan could be the difference between retaining a valuable employee through the rocky initial years of growth and losing them to a more established company.
When it comes to ESOs, the adage “what goes around, comes around” couldn’t be more accurate. Employers who invest in their employees’ future, even post-employment, are likely to find that loyalty and performance come back to them in dividends. This holistic view offers a fresher perspective on the traditional ESO model, turning it from a short-term carrot to a long-term strategy that benefits both parties.
