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Starting in 2024, as much as 3% of an employee’s paycheck can be automatically placed in an emergency savings account.

Besides generally keeping pay increases above the 3% range (to remain competitive and in line with recent years’ outlays), they have taken steps to more strongly support workers by: ;Improving the employee experience (47%); ;Enhancing health and wellness benefits (43%); ;Increasing training opportunities (40%); “As employers navigate continued economic uncertainty, ongoing increases in labor costs and the changing needs and expectations of employees, they are positioning themselves for what is to come and making investments in their workforces that go beyond pay raises,” said Lori Wisper, WTW’s managing director for work and rewards.

For the past decade, merit budgets have hovered around 3%, but current trends suggest that salary increase budgets are rising to levels not seen in more than 20 years.

Given the current trend, DiFonzo said merit budgets are likely to settle to about 3%, but larger organizations and more profitable industries with higher demand for their products and services will continue to average higher than 3%.

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Staying within the existing 3% budget and granting a one-time inflation offset cash award of 3% helps to minimize avoided the long-term effect of the large pay increase.

Sal DiFonzo, managing director, compensation and rewards consulting at Gallagher, and a member of WorldatWork’s Compensation Advisory Council, said the most salient trend he saw this year was the increase in merit budgets from 3% to now between 4-5%. 

.; In a 6-3 vote, the U.S.

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