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This suggests that solutions should focus more on how nontraditional workers are paid and less on the type of work performed (freelancer, sole proprietor or other type).

Less than two-thirds of 3,150 employees, managers and C-level executives across the United States, United Kingdom, Canada and Australia rated their physical and mental well-being as excellent or good (63% and 58%, respectively), and an even lower percentage rated their social (45%) and financial (35%) well-being positively.

Developing this type of strategic peer group lends itself to an iterative two-step approach: Identify potential peer companies that meet specific selection criteria.

Re-Examine Your Pay Ranges; To Offer or Not to Offer Compensation professionals exploring this question — and ways to keep lump-sum merit replacements equitable — in a WorldatWork Engage forum post shared various insights: ;“We move our ranges every year, say 2%, so even an employee who was at the top of the range will get a 2% base pay increase,” said Ken McLean, a senior compensation analyst at Newport News, Va.

This will require a sound understanding of the characteristics of the various types of rewards programs, what type of work and worker they best fit and how they can be administered effectively.

.; ;Direct and/or indirect reports to establish position level or type of management (people or process).; These factors may influence whether the role should be re-slotted within the job architecture, not merely adjusted within its current range.

Offering recurring small group sessions where employees can meet with senior leadership, creating mentorship programs or hosting continuing education workshops are just a few ways organizations can do this. 2.

About 45% of surveyed HR professionals are using AI for HR management, and 39% plan to use it soon ( Wirick 2023).

There was a six-percentage point increase from 2021 for organizations using a single pay structure where pay is not differentiated by geographic areas. 45% of organizations apply pay differentials as a premium or discount to either a baseline/single pay structure or individual pay, and 24% create separate base pay structures for each/different geographic location.

The leading multiple-choice pick was HR policies, at 74%, followed by development/performance management (62%); compensation (45%); recognition (33%); benefits (29%); and recruiting (6%).