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had lost more workdays to labor disputes than any full year since 2000.

For example, a 3% increase for an employee with an annual salary of $80,000 will cost $2,400 if it is effective for a full 12 months.

“Preventing and combating misclassification is a priority for the Wage and Hour Division as it deprives workers of their rights to full wages, health and safety protections, unemployment insurance, workers’ compensation, and tax protections.”

An appendix within the Ezell memo stated DEIA employees targeted for force reduction and administrative leave will receive their full salary and benefits during the leave period.; ;A list of all contract descriptions or personnel position descriptions that were “changed since November 5, 2024, to obscure their connection to [a] DEIA program.”; Targeting DEI Not Only in Name But in Deed That last bullet point above is particularly interesting since it calls out formal efforts — by the OPM and, transitively, by and through the individual departments/agencies — to root out DEIA activities that are in place (or those that are or may be in transition) under the guise of another moniker.

Centers for Disease Control and Prevention (CDC) reveal that among Americans with employer-based coverage, enrollment in an HDHP increased from 40.2% in 2019 to 43.4% in 2021, followed by a decrease to 41.9% in 2023 (the most recent year with full-year data).

The prior effort passed out of committee but was never taken up by the full Maine House of Representatives.

For example, when provided with the details of a new policy, AI can craft text for an email introducing the benefit, its value to the employee, the basic provisions and how to access the full policy.; ;Generating benefits FAQs.

“Don’t overlook the rewards that can transform workplace dynamics and help employees reach their full potential,” Turba said.

An ‘Unsustainable’ Challenge Sixty-one percent of people who are family caregivers work full- or part-time, according to a 2024 AARP/S&P Global study .

Outputs may include the ability to: ;Better communicate to employees all the benefits available to them — and the full value of their total rewards package;; ;Identify rewards programs that are not worth keeping because of cost and lack of value to employees;; ;Find ways to make worthwhile rewards programs more cost-effective; and/or,; ;Determine that a particular reward is worth keeping, even if it doesn’t appear to be on paper — and communicate that finding to the chief financial officer.; “A cost-benefit analysis is an opportunity to align your company’s employee personas to the benefits that are out there,” Luitjens said.