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Non-Sales Alignment It is important that the compensation strategy (and particularly total target compensation levels) should be aligned with similarly leveled non-sales jobs.

Traditionally, modifiers adjust pay depending on performance and are a good way to impact total payouts that are primarily influenced by weighted financial metrics.  

Leisure and hospitality contributed 40,000 to the total, while social assistance increased by 21,000 and construction added 17,000.

For WorldatWork Members How Total Rewards and Career Development Go Hand in Hand , Workspan Daily Plus+ article;How to Contend with a Job-Hopping Workforce , Workspan Daily Plus+ article;Don’t Underestimate the Power of Non-Financial Rewards , Workspan Daily Plus+ article;Pivot on Pay: Getting Creative to Attract and Incentivize Talent , Workspan Magazine article; For Everyone Young Workers Opting for the Job-Hop Instead of the Climb , Workspan Daily article;Career Well-Being Drives Engagement and Retention , Workspan Daily article;Invest in Career Development to Retain Young Talent , Workspan Daily article; The talent landscape is rapidly evolving, and as a result, employers should embrace the opportunity to adapt.

We spoke with sales leaders and total rewards professionals across industries to add perspective.

The amount of total compensation under any program should be meaningful and aligned with market levels for the participant’s role.

All of a sudden, such often overlooked tools as an employee assistance program (EAP) gained prominence in the total rewards practitioner’s arsenal.

For retailers, labor cost generally accounts for 10% to 20% of total sales and sometimes even more than 50% of total operational cost (Madhani 2021c).

While the results vary somewhat by industry, our research shows that annual incentive bonus payouts often do not relate well to total shareholder return (TSR) — a metric that tracks total value creation by measuring share price appreciation plus the effect of dividends paid out.

Consider the following statement from the UK Tribunal report, “Uber’s case is that the driver enters into a binding agreement with a person whose identity he does not know (and will never know) and who does not know and will never know his identity, to undertake a journey to a destination not told to him until the journey begins, by a route prescribed by a stranger to the contract (UBV) from which he is not free to depart (at least not without risk), for a fee which (a) is set by the stranger; and (b) is not known by the passenger (who is told only the total to be paid); (c) is calculated by the stranger (as a percentage of the total sum); and (d) is paid to the stranger.”