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.; ;HR teams themselves are dealing with small teams, limited resources and unexpected change, requiring adaptability that can be modeled and emulated across the organization.; ;The environment an organization’s leaders create influences its resilience, allowing it to strengthen over time, keeping up with the pace of rapidly accelerating change.; ;Trickle-down resilience skills help workers adapt to changes without eroding engagement or momentum.; When employees are apprehensive of rapid change, it’s up to HR to shine a light on the career paths and opportunities available to them, Dufrane said.

; ;Model vulnerability by having leadership openly share their own challenges and how they move through them.; ;Communicate transparently , especially during times of crisis, to reduce anxiety from closed-room discussions and the ensuing rumors.; Guideline 2: Cross-Training HR teams often fail when a single specialist (e.g., the sole payroll administrator or employee relations manager) becomes a single point of failure.

“New people sometimes get very excited about the data and the models — and those are important — but they’re tools, not the starting point,” McMullen said.

.; ;Integrate well-being into the operating model.

To get the most out of this course, you will need to have working knowledge of the WorldatWork Total Rewards model, compensation fundamentals of a Total Rewards strategy, labor regulations, base pay systems, variable pay programs and market pricing.

For WorldatWork Members 2026 Priorities of Total Rewards Leaders Survey , research;From Compensation to Collaboration and Connection , Workspan Magazine article;Linking Rewards to Successful Performance Management Practices , Journal of Total Rewards article;Total Rewards Inventory of Programs & Practices , research;Total Rewards Model: A Guide , tool;Guided Checklist for Analytic Thinking & Data-Driven Action in Total Rewards , tool; Nearly 300 total rewards (TR) decision-makers recently participated in WorldatWork’s 2026 Priorities for Total Rewards Leaders survey and provided their vantage point on the elements that will energize them, define their success and perhaps keep them up at night during the year.

;Flexible work models .

The employees told CBC News that they were previously informed that a return to the office likely wouldn’t happen until September, and when they did return, they would be working in a hybrid model.

That model, while packing a load of information into a finite period of time, often leads employees to make quick uninformed decisions without much preparation or knowledge and puts employers at a loss when it comes to truly understanding their employees' needs and driving engagement and utilization.

Forward-looking modeling/analysis assumptions and rules of thumb may also need retooling.