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Workspan Magazine article;5 Minutes With … Winnie Roberts, McKesson’s VP of Sales Compensation , Workspan Magazine article;3 Sales Compensation Challenges that AI Can Help Tackle , Workspan Magazine article;Return on Sales Expense , research;2026 State of Rewards Report , research;2026 Total Rewards Leader Priorities , research;Compensation Programs and Practices , research;Total Rewards Inventory of Programs and Practices , research; For Everyone Maximizing Business Growth Through Strategic Sales Compensation , Workspan Daily article;How to Choose the Right Incentive Plan for Your Sales Leader , Workspan Daily article;Comp Strategies for New Sales Hires: Balancing Motivation and Finances , Workspan Daily article;Sales Comp ’25 , conference; Sales or incentive compensationcontinues to be one of the primary performance levers in companies today.

The vote was 11-3 with two contested ballots.

For WorldatWork Members ;The Pros and Cons of Recruiting Gig Workers , Journal of Total Rewards article; ;Managing Performance and Rewards for Contractors , Workspan Magazine article; ;How to Set Up Rewards Tailor-Made for Hourly Employees, Workspan Daily Plus+ article; ;3 Pitfalls that Can Lead to Tipped Employee Pay Violations , Workspan Daily Plus+ article; ;Guidance on How to Avoid Common FLSA Classification Errors , Workspan Daily Plus+ article; For Everyone ;What TR Levers Are Companies Pulling for Their Seasonal Worker Plans?

The union is operating under a one-year salary agreement that ends in December, which has provided members a 3% pay increase and a one-time bonus equal to 5% of a worker’s annual salary.

Access an additional Workspan Daily article from this series: ;4 Steps to Help Pre-Retirees Consider, Plan for Retirement Income;Take 3 Actions to Help Workers Turn Savings into Retirement Income; Forecasting Expenses: Essentials Versus Discretionary For pre-retirees and retirees, retirement budgeting begins with a straightforward yet practical approach: distinguishing between needs and wants.

-based employers are preparing for 3.4% average pay increase budgets for 2026, the same percentage they actually provided to employees in 2025, according to the results of The Conference Board’s 40th annual Salary Budget Survey , which was released Sept. 3.

When asked about their ideal work style, the respondents preferred: Remote only, completely working from home (58%);Hybrid, with time split between remote and in-office work (38%);In the office full-time, not working remotely at all (4%); When asked what might persuade them to return to the office full-time, workers pointed to: Four-day workweek (30%);15% raise (18%);Unlimited paid time off (12%);Travel reimbursement (3%);Childcare reimbursement (3%);Student loan assist (2%);Free lunch (2%); Most of the survey respondents also reported that remote work either improves or maintains their productivity levels: 53% said they’re more productive working remotely than in the office.;31% are equally productive at home and in the office.;12% are somewhat more productive when working remotely.;4% are somewhat or much less productive when working remotely.; “Even though we’ve seen RTO efforts and some high-profile remote work rollbacks, most workers say they haven’t been brought back into the office

McMullen: Salary increases for 2026 are stabilizing but slightly lower than late 2025 expectations, with most major markets clustering around 3% to 4% increases (e.g., about 3.0% in the U.S., about 3.1% in the United Kingdom, about 3.5% in Australia).

Psychological Bulletin 117(3): 497-529.

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