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The gender pay gap declines by 2 percentage points, or 13% relative to the pre-legislation mean.

A quick fix for this problem is spot checking the market competitiveness of the salary and total target compensation for sales roles relative to your peer group.

“The best employers step back to explain what previously happened only behind the curtain, including how the company positions employee pay relative to the market, how pay ranges are developed, or how decisions about individual pay are made,” Vallas said.

As employees — whether they are gig workers, part-time or full-time — gain access to more information about a company’s pay ranges and levels plus where their individual pay fits relative to those, employers will need to ensure that they have a coherent message to all of these employee segments, Frost said.

While global companies have been offering mental health support such as free therapy sessions and well-being days off for years, it's a relatively new concept among Hong Kong's local companies, said Henry Chan, training manager for mental health charity Mind HK.

Access bonus Workspan Daily Plus+ content on this subject: Take Steps to Understand and Address the Student Debt Problem;Answers to FAQs on Qualified Student Loan Payment Matching; An Overall Lack of Student Debt Benefits According to Betsy Mayotte, the president and founder of the Institute of Student Loan Advisors, a larger piece of the picture may be the relative lack of any student debt-related benefits offered by most employers.

.;; ;Employees are relatively satisfied with the compensation and benefits they receive, yet many are actively preparing to leave, suggesting that satisfaction with these factors alone is not sufficient for longer-term retention.; What Attracts Employees Is Not What Retains Them For employees, competitive pay is table stakes across the lifecycle — important for attraction (88%), engagement (87%), and retention (93%) — but it does not explain variation in who stays and who leaves.;; ;When forced to prioritize, employees rank pay (70%), flexibility (60%), benefits (40%), and meaningful work (36%) as the top factors in their decision to stay; meaningful work emerges as the differentiator once baseline expectations for pay and flexibility are met.; The Employee – Manager Perception Gap ;Managers correctly identify competitive pay as the top retention driver for their employees but misjudge the rewards components.

While the sample sizes are relatively small, we find that pay raises for those with a higher performance rating (”exceeding expectations”) were greater than those who merely “met” performance expectations.

Relative to their shares of the survey population, solo nontraditional workers were more likely to be White, married or partnered, have very high (more than $200,000) household incomes, be older than age 50 and report having done this kind of work for five or more years.

“In today’s world, it’s relatively rare for organizations to just pay for them and give them out,” Noeldner said.