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.; The research found mature organizations enable such adjustments in a variety of ways, such as by: ;Flexing targeted approaches to compensation and TR;; ;Building agility into base-pay cycles, and reviewing and adjusting compensation strategy more frequently and as needed;; ;Paying out broad-based short-term bonus/variable-pay plans more frequently than once a year;; ;Aligning overarching job structures with new and evolving career and talent models;; ;Paying attention to workforce needs and preferences to optimize benefits offerings;; ;Implementing a robust employee recognition strategy with varied programs; and,; ;Granting “on-the-spot” awards to quickly recognize performance in the moment.; A number of these levers relate to compensation, as that is often organizations’ first step in keeping up with the competition.

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Today, total rewards is far broader, extending beyond compensation to include well-being, benefits, development and recognition.

Social rewards refer to recognition within an organization and include organization-wide formal recognition, departmental-specific informal recognition and everyday spontaneous recognition.

To strike that balance, Mosher encouraged employers and total rewards (TR) professionals to: ;Diversify a “wage-heavy” TR package with a larger focus on benefits , career development and recognition.; ;Use technology and artificial intelligence (AI) to automate certain administrative HR tasks to create more space for strategic initiatives.; ;Effectively communicate the full employee value proposition to workers, including the value of non-monetary benefits — and be transparent about changes to compensation and benefits.; ;Invest in your workers’ career growth — bolstering retention and cutting back on the costs of needing to hire externally.; ;Check your work through engagement surveys to keep your finger on the pulse of employee needs and sentiment related to TR decisions.; Other strategies for TR pros, according to Sue Holloway, a compensation content director at WorldatWork, include scaling back less-utilized programs and more strongly utilizing non-monetary rewards such as

Stiehl cited voice recognition as a specific biometric area within these statutes that has taken on recent attention and a rise in litigation.

Editor’s Note: Additional Content For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics: Employee Experience;Employee Recognition;Well-Being;Workforce Engagement;

.; Editor’s Note: Additional Content For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics: Employee Experience;Employee Recognition;Total Rewards;Workforce Engagement;

Editor’s Note: Additional Content For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics: ;Employee Compensation; ;Employee Recognition; ;Finance and Budgeting; ;Workforce Engagement;