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Common billing times includeafter a product is delivered, once a service is completed, at regular intervals (like monthly for subscriptions) or at different project stages (for large projects).

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Turnover rates returned to historical pre-pandemic levels, with the typical turnover of 10% for sales personnel in 2021 and projected for 2022.

Often cited as a way to measure the viability of a business strategy, project or product feature, cost-benefit analysis can serve as a useful tool for total rewards professionals.

“In volatile hiring and layoff cycles, companies need individual contributors who can lead projects, navigate change and drive results without constant oversight,” she said.

; Access a bonus Workspan Daily Plus+ article on this subject: ;A T-Shaped Advantage: Framing Lateral Moves as Senior Leadership Prep; Career Development Gadgets in the HR Toolbox Experts interviewed for this article shared the following ideas for leveraging career growth-related strategies that may speak to high performers: ;Special projects or stretch assignments are a meaningful, visible and impactful way to help employees develop new skills and give them an accomplishment to promote — providing it’s in an area where they want to be stretched.; ;Facilitate deeper responsibility and influence within the current role by leading initiatives or representing the team to leadership or other departments.; ;Cross-functional projects , time in a different department or expatriate assignments provide a change of scenery and an opportunity to pad their skills and experience — valuable in many cases, but particularly for those with their eye on an eventual C-suite

“The benchmarks from our vendor have other companies reporting 16% of employees recognized and 6% giving recognition,” she said.

Examples: Large group meetings, external vendor conflicts, etc.

“Employers offering a large program typically work with a vendor to do a great deal of buildout up front and manage ongoing eligibility,” Johnstone said.; ;Develop a communications strategy.

Nearly half of respondents (44% of Gen Zs and 45% of millennials) have left a role they felt lacked purpose, and around 40% of both groups have rejected an assignment, project or potential employer based on their personal ethics or beliefs.; “Gen Zs and millennials are taking a holistic approach to total rewards in the workplace,” said Elizabeth Faber, the global chief people and purpose officer at Deloitte.