Strong indications that confidence is returning to the financial markets are well-timed for leaders who implemented strategies for a short-lived downturn across Australia.

Our recent survey entitled, Keeping Your Core Talent Pool, supported this approach; more than 68 per cent of respondents said they believed their companies had the capacity to respond to a market upturn.

During the global financial crisis, the preferred financial management strategy among our respondents was a zero recruitment policy at 51 per cent, followed by a wage freeze at 38 per cent.

Equally interesting was the fact that the survey showed 90 per cent of companies had continued to offer training and development opportunities after the Australian market began to tighten its belt this time last year.

When it comes to rewarding employees for their efforts, 47 per cent of readers said top and bottom performers did not receive the same bonus package, although 55 per cent said they were unsure about just how successful their businesses were at identifying poor performers.

Reports of chief executive officers and senior executives being overly rewarded, irrespective of their productivity and performance results, continue to make headlines across the world.

Executive pay is currently under review by The Productivity Commission and the submissions on its discussion draft, Executive Remuneration in Australia, should be forwarded before 6 November.

The recently released draft indicated that employers should restrict the influence executives have on their own pay packets to avoid being accused of rewarding failed leaders, but should not cap executive pay and bonuses.

“Minimising scope for executives to influence the design of their own remuneration structure is fundamental to good governance and trust," the Commission stated.