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But according to OneDigital internal research, post-pandemic onsite perks targeted toward convenience are generally not valued in the same way as providing very specific personalized benefits , said Joanna Evans, a senior benefits consultant at that company.

“When companies lose sight of the purpose of the 360-degree process, it can turn into an overly complex, administrative and non-value-added process — or be used in a way it is not intended,” Enderes said.

For WorldatWork Members Compensation Structure Policies and Practices , research;Salary Budget Planning Guide , tool;How Employers Can Structure and Communicate Appropriate Pay Bands , Workspan Daily Plus+ article;Simplifying ‘Comp-Speak’ for Employees in the Era of Pay Transparency , Workspan Magazine article;A New Way to Evaluate Performance-Compensation Strategy , Journal of Total Rewards article; For Everyone 2025-2026 Salary Budget Survey , research;WorldatWork: 2026 Salary Increase Budgets Project U.S., Global Caution , Workspan Daily article;Structure, Definition, Clarity: The Business Case for Job Architecture , Workspan Daily article;Could Constructive Communication Combat Compensation Challenges?

But it hasn’t always been that way.

Instead, employers should frequently and creatively promote PTO offerings — and encourage workers to use them — in the same way they would promote any other benefit program, said Laine Thomas Conway, the vice president of engagement services strategy and enablement leader at benefit services provider Alight.

In practice, mastery in hourly roles shows up in a few consistent ways: ;Expertise breadth and depth (e.g., learning additional stations, mastering equipment, managing exception scenarios).; ;Independence and reliability (e.g., maintaining quality, productivity and safety independently, even during peak periods).; ;Contribution to team performance (e.g., training others, filling gaps, troubleshooting workflow issues, helping stabilize the shift).; What those markers look like will vary across industries or functional work areas.

The COVID-19 pandemic is not only changing the way we think about safety, our office or work in general but, at a deeper level, it is also changing the way in which we relate to organizations and the way in which we expect them to behave.

Cultural norms, corporate impediments There are, of course, deep-rooted cultural norms that have stood in the way of pay equity — and in the way of women’s and minorities’ workforce participation itself — across the globe, from South America to Asia and the Middle East.

Workspan: In your research, you discuss proactively adding scoping guardrails in the design process as a way to lessen the risk of design mistakes that can easily crop up during times of unfamiliar challenges.

.; Potential Impacts for Employers and Employees According to Kessler, DLRs drive better patient care in several ways: ;They require dental insurance companies to pay a set percentage of premiums collected on patient care.; ;They encourage insurers to invest more of patients’ premium dollars into the types of care they need.; ;They require insurance companies to be more transparent in their reporting of how much they spend on patient care.; “Employers that want to find the best dental plans for their employees will benefit from the transparency of plans offered in their state if insurers are required to publicize the dental loss ratio calculations of their plans,” Kessler said.