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For WorldatWork Members 2025 Priorities of Total Rewards Leaders , research;How Total Rewards Can Solve Loyalty Issues Among Younger Workers , Workspan Daily Plus+ article;Leveraging Incentives for Future Work Challenges: Exploring the Employee Perspective , Journal of Total Rewards article;Develop Personalized and Inclusive Recognition Programs for Your Hybrid Workplace , Workspan Magazine article; For Everyone Utilizing Data to Personalize Total Rewards , Workspan Daily article;Incorporate AI to Personalize Financial Well-Being Benefits , Workspan Daily article;With a Multigenerational Workforce, Personalized Rewards Are Key , Workspan Daily article;Employees Seek More Personalized Total Rewards Packages , Workspan Daily article;Reimagining Total Rewards – A Personalized and Dynamic Experience , on-demand webinar; While personalization has become something of a buzzword in the total rewards sphere in recent years, the concept often is assigned to the

., retention rates that differ between genders) or ceilings (e.g., promotion rates for women stagnating at certain levels), action should be considered.

For WorldatWork Members ;Leveraging Total Rewards to Defeat the Four Horsemen of RTO , Journal of Total Rewards article; ;Checklist: Evaluating EVP Delivery Across Work Arrangements , Workspan Daily Plus+ article; ;Workplace Models: How Are Organizations Maximizing Them?

Editor’s Note: Additional Content For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics: ;Employee Benefits; ;Total Rewards; ;Well-Being; #1 Total Rewards & Comp Newsletter Subscribe to Workspan Weekly and always get the latest news on compensation and Total Rewards delivered directly to you.

.; ;Mercer (Dec. 10): 3.7% average total increase budgets for 2025; 3.7% actual average increases in 2024.; Factors Driving Higher and Lower Budget Forecasts If the WTW prediction for 2025 holds true, salary increases will remain at a fairly robust rate by historic standards (using the pre-pandemic norm of 3% as a measuring stick).

The levers at the core of total rewards can reshape a company, employee experience, outcomes and more.

Among remote and hybrid workers in particular, the number of employees reporting that they know what is expected from them at work has dropped by 12 and 13 percentage points, respectively, since 2020.

I was reminded of this recently at the WorldatWork Total Rewards ’25 India conference, where I spent time with some of the brightest minds in our field.

Gordon Frost, Mercer’s Global Rewards Solution Leader , Workspan Magazine article;From Perks to Performance: Total Rewards as a Strategic Force , Workspan Magazine article;The Future of the Rewards Profession: Let the Sleeping Beauty Rise , Journal of Total Rewards article;From Broken to Breakthrough: How AI Is Rewiring Performance and Rewards , Journal of Total Rewards article;Total Rewards Leader 2025 Priorities , research;Total Rewards Inventory Checklist , tool; For Everyone Total Rewards Leaders Share 2025 Goals, Priorities in New Study , Workspan Daily article;How Will AI Impact TR’s Roles and Strategies Over the Next 5 Years?

For WorldatWork Members : ;Employee Engagement: Drivers, Measures and Outcomes , Journal of Total Rewards article;The Role of Employee Ownership in Total Rewards Strategy , Journal of Total Rewards article;Measuring Up Mentorship Programs , Workspan Magazine article;Internal Mobility Keeps Employees from Moving On , Workspan Magazine article;Total Rewards Inventory of Programs & Practices , research;Total Rewards Inventory Checklist , tool ; With younger workers poised to be the largest segment of the workforce — and with millennials and Gen Z employees exhibiting less corporate loyalty — employers are scrambling to find new solutions to keep young workers engaged and reduce turnover.