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Participants in the study mainly occupy mid- to senior-level positions (80%) with the remaining 20% split among executive roles (8%), emerging-level roles (6%), and consulting roles (6%).

Over the past 12 months, average hourly earnings have increased by 3.8%.

For WorldatWork Members Engage Community , peer engagement and connection platform; For Everyone 2 Lawsuits (and 1 Lawsuit Threat) Target Trump’s Early Moves , Workspan Daily article;Late-Night NLRB Shakeup Signals More Employer-Friendly Shift , Workspan Daily article;Trump Firings Alter EEOC; Federal Workers Get Notice of Buyout Plan , Workspan Daily article; The Trump administration on Wednesday, Feb. 12, formally notified the Congressional Judiciary Committee that it will ask the Supreme Court to void a 1935 ruling that protects appointed workers in independent agencies from at-will firing.

In real life, we would go to happy hour at 6 p.m.

Only 6% of 595 organizations report being extremely effective at positively influencing employees’ benefits choices and behaviors.

;Access to courses for 12 months.

New York City and Westchester County’s pay transparency laws will take effect Nov. 1 and 6, respectively.

The lack of Gen Z readiness and alignment is a sentiment that’s only hardened since a 2024 study by education analysis company Intelligent.com found 1 in 6 hiring managers expressed reluctance to hire recent graduates, with three-quarters of survey respondents labeling some of all of their Gen Z college grad hires as “unsatisfactory.”

So, if we can save 5% of those people, it comes down to x amount of dollars [in annual cost savings/avoidance].”

Despite these substantial investments, employee engagement has fallen to 31%, its lowest level in a decade, with 8 million fewer engaged workers since 2020, 4 and voluntary quits hold steady at roughly 3.2 million per month. 5 This incurs significant costs, as unengaged employees account for approximately $1.9 trillion in lost productivity nationally, 6-7 with the cost of replacing an individual employee ranging from a staggering 0.5x - 2x the employee’s salary. 8-9 Taken together, these patterns highlight a significant opportunity to rethink rewards through a more intentional, human-centered approach one that elevates the employee value proposition across the career lifecycle and recognizes that the beliefs that individuals have about their work (for example, whether they find it meaningful, feel they matter, and see growth opportunities; see Figure 1 ) determine whether those rewards translate into optimal business outcomes.