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Picking up skills and experience, mostly in total rewards across various Canadian- based banks, her career led her back to BMO Financial Group in late 2019 in the role of chief inclusion officer, leading the bank’s diversity, equity and inclusion strategy.

National Pay Structures Whether organizations should utilize a national-based pay structure or a more-targeted regional-based one will vary based on the organization’s philosophy and policy on hybrid/flex work, said Lesli Jennings, WTW North America practice leader for work, rewards and careers.

As long as an exempt employee’s salary is not regularly adjusted based on hours worked, setting a new salary (not below federal and/or state minimum amounts) at various phases of reduced hours should not jeopardize the exempt status.

Christine Hendrickson, vice president of strategic initiatives at Syndio, a New York City-based firm that provides technology and expertise to help companies improve their workplace equity, says that if nothing else, the roster of proposed pay transparency laws on the docket this year — in both the U.S. and European Union — is evidence that “we're not only in the pay transparency era, but it's here to stay.”

It’s becoming more common for employees and job candidates to seek input on their salary from artificial intelligence (AI) assistants — leading, in some cases, to inflated salary expectations, conclusions based on inaccurate data and a general increase in confusion about their pay, according to research from Payscale, a compensation software and data company.

For WorldatWork Members ;Answers to Common Employee Questions on Pay Transparency , Workspan Daily Plus+ article; ;How Employers Can Structure and Communicate Appropriate Pay Bands , Workspan Daily Plus+ article; ;Which Geographic-Based Pay Strategy Is Best for You?

.; 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.

In addition, make sure your communications are year-around , not just at open enrollment, said Regina Ihrke, the managing director for health, equity and well-being at consulting firm WTW.

“With trending data in support of work-life balance, family support, mental health and wellness, we should continue to see data that supports these long-term effects by offering more benefits support to employees.”

“How do we help bridge that gap for them and help them understand how they can use the money they do have wisely for both the short and long term?”