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There is the fiduciary duty to analyze whether or not to offer the option of private funds to your plan participants but then also the fiduciary duty of making sure your plan participants are protected, informed and understand how the investments work and who the fund sponsors are.”

.; ;Regularly analyze your pay structures and salary ranges to ensure they’re fair, honest and aligned with external data, and be prepared to explain and defend them.

While AI can quickly conduct research and analyze data, Vaillancourt said it falls short at parsing nuance, applying judgment or zeroing in on what matters most.

Analyzing 1,070 public companies across 18 markets, the data found up to 81% of global organizations now tie executive compensation to people-related metrics, such as employee retention and turnover.

This course empowers you to master compensation analytics, enabling you to analyze KPIs, set pay rates, develop salary ranges, assess fairness, and ensure compliance using data-driven strategies.

Rossi: The answer varies significantly by industry, customer type — such as business-to-business versus business-to-consumer — and sales role, but some fairly common tactical sales compensation changes that may last in the long term include simplifying plans to two measures (three maximum), to enable agility with less to analyze/change, ensure better administration, and reduce goal-setting pressure and workload for sales operations as well as sales.

Experts offer advice on analyzing plan value and SECURE 2.0 Act provisions.

We’re constantly analyzing and adjusting the different elements that both create and support a balanced approach to rewarding people in totality for their work.

The survey results, which used data analyzed by Equilar , included pay data for 344 executives at S&P 500 companies who have served at least two full consecutive fiscal years at their companies, which filed proxy statements between Jan. 1 and April 30.

By analyzing responses collected through a series of live interviews with chief human resources officers (CHROs) and TR directors from leading Global Fortune 500 organizations, Mercer identified three strategic essentials for rewards leaders to help them transform into successful “performance architects.”