Searching Development on page 32

This global focus builds on the $1 billion U.S. investment announced last year to provide associates with career-driven training and development over the next five years.”

Fair pay policies, investing in skills development, inclusive benefits programs and leave policies are examples of how total rewards can further an organization’s DEI goals.

Russ Wakelin, WTW’s head of global product development for rewards data intelligence, said that while salary budget growth remains somewhat in check, only 6% of respondents indicated they are planning headcount reductions.

., be more agile, deliver more value); ;Career development and workforce readiness (e.g., soft skills, hard skills); ;How to adopt/embrace artificial intelligence (AI); Those needs and articles dovetailed with prominent themes from 2025, including: ;The challenge of retaining top talent amid a tightening U.S.

In the days ahead, rewards professionals will have to change their mindsets, moving away from a one-size-fits-all approach to developing a variety of approaches to address different employee types and needs.

Understanding HR Scenario Planning HR scenario planning is a strategic process that involves envisioning various future workforce situations and developing action plans to address them.

Recent world events and technological developments have prompted the need for human-machine teaming.

We’ll discuss topics that help: Discover how benefits contribute to gender pay gaps and how to measure them accurately;Learn what counts as “pay” under the Directive: pensions, insurance, company cars and more;Prepare your benefits strategy: – Inventory and analyze benefit disparities – Develop a robust operating model to understand and report benefit costs – Build inclusive, transparent benefit frameworks that support inclusion goals; Attendees will learn how to: Describe the key compliance requirements of the EU Pay Transparency Directive as they relate to both compensation and benefits.

“Walking a mile in our people’s shoes allows us to gain firsthand insights into our people’s experiences, aspirations and challenges to develop empathy and build trust,” she explained.

Organizations that invest in recognition generally see: ;Some employees blossom from good performers to high performers.; ;Retention rises because employees typically feel more valued and trusted.; ;Promotion timelines compress because people develop faster with accelerated opportunities and recognition.; ;Culture shifts from “people doing jobs” to “people building careers.”; ;Engagement numbers improve, particularly in areas like growth, manager relationship and purpose.; ;Internal mobility grows because people increasingly see themselves in different roles.; ;The TR value proposition becomes “real” since people are more apt to experience and feel that value.; ;The external employer brand improves because people are more likely to share their development experience.; Sometimes the biggest difference in employee performance is simply whether someone believes that employee can succeed.