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“Managers need to set clear expectations about work redistribution, help employees close any skill gaps if they are taking on new responsibilities and help them connect the work they are doing back to the organizational purpose to feel fulfilled,” she said.

“For that, you may consider offering flexible schedules or setting core work hours.

Employees can set their own contribution rate, or use the program default, and can opt out of the program if they choose.

But what sets her apart is her ability to translate complexity into something leaders can act on and employees can trust.

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.

It may be necessary to evaluate existing personnel to determine if they are a good fit to the new set of responsibilities and skills.

; ;How do you translate all of that into a coherent set of guiding principles — a cultural lens — that actually shapes decisions?

If the proposed rules go into effect, HR and compensation professionals will be tasked with aligning the organization and holding key stakeholders accountable and engaged via goal setting and incentives.

Many managers, however, have struggled with providing meaningful feedback and guidance in the virtual setting.

Many human resources and total rewards professionals have recognized the unique skill sets found in this workforce segment and have sought ways to attract and retain these workers.