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Workspan Daily Plus+ article;State Laws Comparison Tool , tool; Knowing the prevalence of violence and aggression and the significant resulting impacts on the workplace, employers and their total rewards (TR) professionals can consider ways they can directly support affected employees.

As we navigate the uncharted waters of a COVID-19 world, it will be particularly important for organizational leaders to venture forth in new and unusual ways — to rethink how we work and lead, restructure what we do and delegate, and reinvent how we do it all … without missing a beat.

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A more proactive way to address concerns is to bring together a diverse team of employees to participate in systemic solutions.

Develop Internal Opportunities One way employers can create development opportunities is to deploy an internal talent marketplace to match employees to projects and roles based on their individual goals and preferences.

The organization “has always disciplined and terminated employees who engage in misconduct, including those who use racial slurs or harass others in different ways,” according to the February 2022 Tesla blog post, which also references a Tesla training program designed to reinforce the company’s requirement “that all employees must treat each other with respect and reminds employees about the numerous ways they can report concerns, including anonymously.”

“The heightened incentives and tax credit for establishing a plan in many ways has taken one of employers’ greatest concerns off the table —and that’s affordability,” said Catherine Collinson, CEO and president of the Transamerica Center for Retirement Studies.

And in fact, TR pros must possess a comprehensive understanding of the multiple ways to conduct a pay equity analysis to determine what makes the most sense for their organizations.

This will fundamentally change the ways we get work done, including how we structure teams and team meetings, deliver high fives in the hallways and how we collaborate and develop relationships at both work and home.

Using a “modular” approach to hyper-personalize employees’ compensation experience can serve as a powerful motivator for workers by allowing them to structure their pay in a way that best fits their in-the-moment needs, according to a recent report from Deloitte.