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(McKinsey, LeanIn.org. 2023) 2.

Despite the recent increase in union elections, the share of U.S. workers represented by unions has remained at the lowest levels in the country ’ s modern history , according to Reuters .

Supinski said broad-brushed impacts are an outcome of the interconnected nature of modern business.

Illustration of Potential Long-Term Incentive Mix Change;Pay Mix Considerations;Pay Mix Examples;Executive Compensation Philosophy; Governance Compensation Committee Calendar;Compensation Committee Charter 1;Compensation Committee Charter 2;Compensation Committee Charter 3;Board of Directors Compensation Committee – Self-Assessment Questionnaire 1;Board of Directors Compensation Committee – Self-Assessment Questionnaire 2;Charter Review;Compensation Committee Agenda Best Practices;Compensation Committee Agenda Items Checklist; Risk and Compensation Compensation Risk Assessment Process;Example Of Risk Assessment Review;Getting the Most Out of Your Company’s Compensation Risk Assessment;How We Discourage Imprudent Risk Taking;Risk Related to Executive Compensation;Sample Risk Assessment Presentation; Proxy Disclosure

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Access a bonus Workspan Daily Plus+ article on this subject: Two TR Leaders Provide a Personal Take on Their 2026 Priorities; WorldatWork’s 2026 findings are based on the survey responses (from Oct. 27 through Nov. 21) of 290 TR leaders, including: ;Directors or senior directors (37%); ;Managers or senior managers (27%); ;Vice presidents (senior or assistant) (15%); ;Consultants/analysts/specialists (11%); ;Chiefs or heads (6%); ;Other titles (3%); Respondents represented a diversity of: ;Organization sizes ;500 to 2,499 employees (29%); ;2,500 to 9,999 (27%); ;20 to 499 (18%); ;20,000 or more (16%); ;10,000 to 19,999 (8%); ;Less than 20 (3%);; ;And, geographic regions;;United States (41%); ;Canada (14%); ;Europe (excluding the United Kingdom) (8%); ;U.K. (8%); ;India (8%); ;Asia (excluding India) (7%); ;Latin America and the Caribbean (6%); ;Middle East (4%); ;Africa (2%); ;Oceania (2%);; “TR leaders recognize that rewards programs must directly support organizational

Automating old and outdated rewards programs may provide some minor gains in productivity, but organizations that first take the time to modernize their job architectures, consolidate their job catalogs and simplify their incentive programs, to name a few, can then leverage AI to perform more sophisticated analytics that result in meaningful insight.

Employers recognized that the modern workforce is no longer motivated by a single definition of value, and employees increasingly expect rewards that reflect their lived realities — whether that’s caregiving, financial resilience, global mobility or personal well-being .

Gordon Frost, Mercer’s Global Rewards Solution Leader , Workspan Magazine article; For Everyone Traditional Job Architecture Career Streams Collide with Modern Work , Workspan Daily article;Critical Considerations for Crafting an Effective Job Architecture , Workspan Daily article;A Framework for Fair and Consistent Pay Decisions , Workspan Daily article;5 Ways Comp Pros Can Maximize Their Market Management Tool , Workspan Daily article;Aligning Job Architecture and Market Data for Compensation Success , on-demand webinar; Organizations today are operating in an environment of constant change.