Thank you.
I want to quickly get on to one more question. At the end of our time the other day, I really tried to get to a solution-based discussion with him and say, “Okay, how do we actually come up with some ideas?”
I won't give a long preamble because I don't have much time, I don't think.
One of the things we talked about was the executive compensation component. This is not just your department; I think this is a government-wide thing and I'm looking at it from the bigger picture.
If we understand how the performance compensation works at and above executive levels.... There were a very significant number of people in both your departments who got bonuses through this process or got their at-risk pay. I get that concept, but the at-risk pay and the bonuses are tied solely to personal performance goals. They're not tied to corporate goals, not tied to the organizational goals. I think that's a failing that we have.
When I asked Mr. Giroux about it, I asked if there is merit in considering a change to make sure that the organizational goals are factored into the achievement pay. There's this whole thing that what you incent gets accomplished, right? In the organization I came from, 85% of the performance compensation of our executives was based on the organizational goals and 15% was based on the personal goals. Here we have 100% based on personal goals, if I understand the system correctly.
Would you go back and advocate within cabinet, at the cabinet table, and say that maybe we have to look at this from a broader perspective to make sure that we're incenting the right things, that we're actually accomplishing the right things by incenting the right things? That might mean making sure we tie the organizational goals to the performance system within the executive management system, if that makes any sense.