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For WorldatWork Members Ready, Set, Go: Optimize Your Physical Well-Being Programs , Workspan Daily Plus+ article;Anatomy of a Wellness Program: Ensuring Regulatory Compliance , Workspan Daily Plus+ article;Lead with Well-Being in HDHP and HSA Communications , Workspan Daily Plus+ article;Spreadsheet Tool: Maximize Productivity by Effectively Measuring It , Workspan Daily Plus+ article;Benefits Leaders Step Up Scrutiny of Health Partners , Workspan Magazine article; For Everyone Well-Being at Work: Take Steps to Address Energy, Belonging and Trust , Workspan Daily article;Most Employers Hold Firm on Well-Being Offerings — But Want Results v, Workspan Daily article;Boldyn Networks Offers a Bolder Approach to Employee Well-Being , Workspan Daily article;Wealth Through Health: The Benefits of a Stronger Well-Being Program , Workspan Daily article;Health and Welfare Plans: Strategic Planning and Design , course; Does your organization talk big but act small

Managing Costs, Designing Equity An employer that has worked to plan and implement equitable strategies to manage employee healthcare costs is Northwell Health, New York state’s largest healthcare provider with more than 85,000 employees across 21 hospitals and 890 outpatient facilities statewide.

These employers are prioritizing: ;Changes to program subsidies;; ;Adoption of alternative plan designs;; ;Improving vendor or operational efficiency; and/or,; ;Utilization of more effective steerage or behavioral requirements.; Medical Conditions Spur Need for ‘Revolutionary Approach’ To address the rising impact of chronic conditions, employers generally cited the need to expand clinical programs, especially in areas such as cardiovascular health, musculoskeletal health, digestive health, obesity and oncology.

This requires short- and long-range planning, effective system design and constant vigilance aimed at sustaining the viability of those systems.

.; ;Most respondents are not planning significant changes to incentive plan designs for 2026 or the short-term incentive (STI ) performance mix or long-term incentive (LTI) award vehicle mix.Most also have not made changes to equity grant practices in response to stock market volatility or proposed shareholder advisory group policy changes.; ;Among respondents with incentive cycles ending in 2025, most (roughly half for STI and 60% for LTI) do not currently anticipate the use of discretion, with one-third taking a “wait and see” approach.

To support action and application , you can download: ;A report highlighting key findings; ;A short quiz designed to spark meaningful Total Rewards goal-setting conversations within your organization; Access the Report Access the Report Download PDF Report Download PDF Report Access the Total Rewards Priorities Quiz Access the 2025 Total Rewards Leaders' Priorities Study 290 Participating Leaders 61% Directors and above 36% Total Rewards Leaders 28% Plan to prioritize speed and innovation in 2026, rapidly adapting products and services to meet evolving customer needs and enhance their competitive edge.

Book a Speaker Book a Speaker Topic Career Growth Employee Benefits Employee Compensation Employee Experience Employee Recognition Equitable & Diverse Workplaces Executive Compensation Finance and Budgeting Organizational Design Organizational Performance People Analytics Sales Compensation Total Rewards Well-Being Workforce Engagement

Resources Short-Term Incentives (STI) Pay Program Design: Example Assessment of Incentive Plan Design; Long-Term Incentive (LTI) Dilution and Overhang Sample;Pay Program Design: Example Assessment of Long-Term Incentive Design;Example Considerations for Incorporating rTSR;Examples of Long-Term Incentive (LTI) Grant Results;Long-Term Incentive Grant Delegation for Approval;Long-Term Incentive Plan Delegation of Authority;Strengths and Challenges of Options, Restricted Stock, and Performance Shares; Performance Measures and Goal Setting Performance Plan Progress;Performance Scorecard Sample;Payout Leverage; Severance, Change in Control (CIC) and Employment Agreements Sample of Equity Terms and Conditions; Executive Benefits and Perquisites

Respect-Centered Global Benefits Audit Save Designed as a practical, strategic guide for Benefits Managers and Total Rewards Professionals to assess whether their organization’s offerings reflect care and respect across six key dimensions: accessibility, personalization, equity, life moments, transparency and listening.

While organizations invest heavily in plan design, most fall short in ensuring participants understand what is expected, why it matters or how individual actions contribute to outcomes.