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For instance, WTW’s 2024 Well-Being Diagnostic Survey reported financial well-being as the area where employees struggle the most (66%), whereas employers prioritize support for mental (73%) and physical (50%) well-being.

Sarah Huey, spokesperson for Vail Resorts, said management already raised ski patrol wages 50% over the past four years and that it now pays an average of $25 an hour.

A 2022 AARP survey found that 25% of women age 50 to 64 are not at all confident that they will have enough money to live comfortably throughout their retirement years.

Based on a survey of more than 1,000 U.S. office workers, data from the Insider AI Threat Report revealed a notable shift across the U.S. workforce: ;45% of surveyed employees trust AI more than their coworkers; ;38% would rather work for an AI manager than a person; ;34% said they would quit if their employer banned AI; ;28% have admitted to using AI to access sensitive data; ;28% also revealed they’ve submitted proprietary company information so AI could complete a task; At the C-suite level: ;50% of surveyed executives said they’d prefer AI managers over a human; ;34% aren’t entirely sure they can tell the difference between an AI agent and a real employee; ;35% said they have submitted proprietary company information so AI could complete a task for them; “These numbers should be a wake-up call,” said CalypsoAI CEO Donnchadh Casey.

Cover Story Journal of Total Rewards Article The Widening Productivity-Pay Gap Reversing the 50-year divergence is not only the fair thing to do; it can help in the war for talent.

., employees ages 50-plus make up more than a third of the workforce.

In fact, more than 70% of acquiring companies set aside budgets for retention pools, according to WTW’s 2024 M&A Retention Study .

But DiMisa also believes that accommodating younger and more risk-averse reps is likely to lead to a swing toward higher base pay, where the breakdown is closer to 65/35 than 50/50.

If wage hikes aren’t in the budget or can’t fully address the issue, however, benefits designed to help employees with essential living expenses — such as housing costs — can be an effective alternative and strategic contributor to the employee value proposition.

Workspan Magazine article;Branding the Organization: The Role of Rewards Strategy , Journal of Total Rewards article; For Everyone Now More Than Ever, TR Leaders Need to Think Like a CFO , Workspan Daily article;Use Visuals to Tell Your Compensation Story , Workspan Daily article;Develop a Salary Budget Recommendation You Can Sell to the C-Suite , Workspan Daily article;Business Acumen for Compensation Professionals , course;Total Rewards ’26 , conference; WorldatWork’s 2025 Total Rewards Leader Priorities study found total rewards (TR) professionals are strongly focused on modernization strategies around: ;Integrated benefits and compensation; ;Personalized and flexible options; ;Innovative offerings (e.g., career development opportunities); ;Cost control (e.g., healthcare expense management); ;Global and regional alignment; ;Governance consolidation; ;Much, much more; In pursuing such critically important strategies, many TR pros feel at ease with the ideation