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Close to half of the organizations surveyed said they believe that “building a talent ecosystem encompassing alternative work models will be an important HR capability” over the next three years.

Improve your modeling skills to enable better compensation decisions — for example, around incentives or pay increases.

.; One notable concept discussed was the emergence of “ hyperpersonalized ” rewards models, sometimes referred to informally during the session as “flex pay by generation.”

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The idea of a formalized hybrid model — allowing employees to choose the frequency with which they work from home and in the office — is the middle ground that might appeal to many companies and employees that got their first taste of ongoing remote work.

;Gallagher’s Labor Market Inflation Indicators for 2021-2022 report notes: “Wage and salary increase models which gradually taper salary growth throughout 2022 from its current 4.6% rate down to a 12-month 3.0% rate (equivalent to that experienced in Q1 of 2021) yield an overall average 12-month percent change rate of 3.7% for 2022.

Model work/life balance by declining additional work, taking time off, and sending messages and requests inside normal working.; Source:Martin 2021b Additional key findings include: 73% of employees said alleviating burnout is their responsibility (not their employer’s).;52% of employees cite overwork and 33% cite a toxic workplace culture as factors that contribute most to burnout.;42% of women felt uncomfortable talking to their boss about burnout compared with 30% of men.;39% say flexible work hours would help alleviate burnout, more than any other benefit.

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Typically, this involved using adjectives (associate, intermediate, senior, etc.) and ordinal numbers (1, 2, 3, etc.) to indicate job leveling for nonexecutive/management jobs (91%).; Given the internal and external pressures for fair and equal pay, transparency in pay decisions, and competitiveness in the market, more organizations have been turning to job architecture .

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