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The survey of almost 10,000 business and human resources leaders in 93 countries also found: ;73% of executives and 72% of workers agreed that organizations should do more today to connect their workforce with opportunities to gain experience and build career readiness.; ;Nearly three-quarters (74%) of surveyed workers, managers and executives say it is very important, or of critical importance, to prioritize human capabilities while addressing this situation.; Access a bonus Workspan Daily Plus+ article on this subject: ;How Apprenticeships Can Help Organizations Gain Skilled Workers; The reality is work has changed, and it requires more judgment, said David Mallon, a co-author of the Deloitte report and a chief analyst and managing director at the consulting firm.

.; ;72: The percentage of global employers who said they are struggling to find the skilled talent they need, according to a 2026 Global Talent Shortage report by staffing and recruitment agency ManpowerGroup.; ;70: The percentage of U.S. job postings that listed “business operations skills” as the top requirement in the skill category of jobs posted, according to research by employment website Indeed.; ;48: The percentage of working Gen Z members in the U.S. who believe the risks of artificial intelligence (AI) in the workforce outweigh its benefits, according to a new report by analytics and advisory firm Gallup.; ;43: The percentage of U.S. graduates aged 22 to 27 who were underemployed (meaning graduates holding jobs that typically do not require a four-year degree) as of December 2025, according to data from the New York Federal Reserve Bank.; Editor’s Note: Additional Content For more information and resources related to this article, see the pages below, which offer

Among organizations providing short-term incentives, 36% plan to pay near target and 30% above target.

Access a Workspan Daily article on this subject: ;Geared for Success: The Benefits of More Frequent Compensation Cycles; Types of Additional Comp Cycles Start out with an understanding of the various types of extra compensation cycles, which one would best address your business’ needs and how the change fits into your pay philosophy, said Andrea Derler, a principal of research and value at people analytics company Visier.

This type of share-based remuneration has been scrutinized because of cases of executives collecting excessive gains in the past.

There are several types of diabetes (i.e., Type 1, Type 2, prediabetes, gestational diabetes), and each presents their own health challenges and have their own general treatment specifications.

It is down 72% from the 172,017 cuts announced during the same month last year, according to a report released Thursday, March 5 , from global outplacement and executive coaching firm Challenger, Gray & Christmas.

For instance, an IFEBP survey of U.S. employers with corporate health plans found: ;36% offer coverage for both diabetes and weight loss, compared to 34% in 2024 — and just 26% in 2023 .; ;Similarly, 55% cover GLP-1s for diabetes only, compared to 57% in 2024 — and 49% in 2023.; Consulting firm WTW found a similarly small increase in 2025 coverage in a recent pulse survey.

For WorldatWork Members Internal Mobility Keeps Employees from Moving On , Workspan Magazine article;How to Incorporate Skills into Rewards and Recognition , Workspan Daily Plus+ article;How Total Rewards and Career Development Go Hand in Hand , Workspan Daily Plus+ article;Support Your Employees’ Career Growth with Development, Transparency , Workspan Daily Plus+ article;Seeing the Unseen: Identifying Gender Bias in Employee Recognition , Workspan Daily Plus+ article; Even though 84% of organizations have a process to identify potential in their workers, only 36% agree they are effective at assessing those at the top of the scale.

.; ;Meaningful work (36%) emerges as the critical differentiator once pay and flexibility foundations are established.; Workers stated they are looking for organizations where: ;They feel “seen”;; ;They have a true purpose;; ;Their work makes a difference; and,; ;They have room to grow with the organization.; According to the report, the rewards components with the highest [workforce] satisfaction scores — compensation and benefits — are the weakest predictors of retention, whereas the rewards with the lowest satisfaction — career development and recognition — are the strongest.