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No exceptions for part-time workers are listed in the salary requirements of the law, and the regulations state that “an exempt employee must receive the full salary for any week in which the employee performs any work without regard to the number of days or hours worked.”

The report indicated that when employees don’t receive a TR statement, they fail to grasp the monetary value of non-salary elements, such as: ;Employer-matched retirement contributions;; ;Company-paid health, dental and vision insurance premiums;; ;Paid time off (PTO); and,; ;Wellness programs, equity and educational stipends.; Without such transparency: ;Employees may feel underpaid, even in competitive compensation environments, leading to higher turnover and lower morale.; ;Managers may be ill-equipped to explain the full value of the TR package to their teams.; With such transparency, organizations may: ;Illuminate TR’s full value;; ;Increase employee engagement; and,; ;Help retain top talent in a competitive market.; Additional Findings from the Study The report surfaced additional data points with strategic implications for HR and compensation leaders.

There is continued growth with organizations offering designed telework programs (jobs designed to be performed remotely and may be full- or part-time), rising to 72% this year from 55% in 2019.

Companies participating in the UK four-day, 32-hour workweek trial were optimistic about the experience as 56 of the 61 companies were willing to continue testing it, and 18 businesses were ready to adopt it full-time.

In addition, a recent KPMG report found 83% of 1,300 surveyed CEOs think companies will mandate full return-to-office (RTO) policies in the next three years, an increase from 64% at this time last year.

.; ;Total employer compensation costs averaged $24.95 per hour worked for full-time workers and $16.57 per hour worked for part-time workers .

; ;The Keys to Creativity and Driving Innovative Total Rewards; ;The Monumental Mission of Meaningful Mentorships; ;Proactive TR Pros See ‘Train’ of Change Coming, Take Steps to Act; ;Using Analytics, Innovative Framework to Transform HR/Total Rewards; ;How An Industry Leader Sees Technology Transforming Total Rewards; ;Biopharma Compensation Leader Has Put AI Under the Microscope; ;Boldyn Networks Offers a Bolder Approach to Employee Well-Being; Pursue the Positives When it comes to the pros of giving managers partial or full say on how the merit pool is divvied up, Luitjens said one clear positive is that the compensation team is likely more aligned on pay practices and with the overall corporate philosophy around rewarding performance.

Lump-Sum Timing Some organizations choose to pay an employee their full lump sum at the start of the year, while others spread out the bonus through semiannual or quarterly payments, reducing the chance that an employee may receive their full merit increase and then leave, Nail said.

The full top-five list of change targets included: ;Transparency and communication;; ;Total rewards strategy and employee value proposition;; ;Compensation competitiveness and pay practices;; ;Leadership buy-in, governance and decision-making; and,; ;Consistency, standardization and global alignment.; Other Survey Standouts In a report full of noteworthy insights, Lee said two additional findings caught her attention: ;The acceleration of technology integration and automation of TR management.

The WorldatWork study also included a survey of 303 full-time business professionals via the Schlesinger Group panel online.