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Access a related Workspan Daily Plus+ article on this subject: ;The Power of Play: Gamifying Employee Benefits Awareness; Other prominent research takeaways were: ;Nearly 3 in 4 participating workers would be more inclined to stay with their employer if benefits reflected their personal needs , but employers are generally not implementing the personalized programs needed for retention.; ;Workers rank work-life balance and flexibility higher than any other benefit, including salary — yet most employer programs still lead with compensation.; ;Just over 1 in 4 workers report mental health concerns, but utilization of support programs remains low — suggesting a gap in awareness, understanding or value.; As costs affiliated with total rewards (TR) rise and 72% of employers look to make changes to their benefit offerings, now is the time for HR and TR professionals to expand their field of vision since a misaligned rewards strategy is not only expensive but can lead to

While these types of modification ideas are offered with best intentions in mind, they too often result in program tinkering.

Based on projections from more than 1,700 U.S. employers, the consulting firm’s survey report shows 2026 will be the fourth consecutive year of elevated health benefit cost growth following a decade of moderate annual increases averaging only about 3%, signaling mounting pressure on employers’ healthcare budgets.

While 37% of Baby Boomers (ages 60-78) favor fully remote work, only 26% of Gen Z (ages 18-27) share this preference.

Moreover, many of the policies that were supportive of broadly based shared growth in the 1940s, ’50s, and ’60s were reversed in the 1970s and ’80s, as the real value of the minimum wage dropped, laws protecting collective bargaining failed to keep pace with growing employer opposition to union organizing efforts, and macroeconomic policymakers tolerated unemployment rates far higher than what was needed to keep inflation in check.

Employees in the U.S. will continue to receive their pay and benefits for at least 60 days, and they will be eligible for a severance package.

According to language in the bill, the DOL should be prevented from “[requiring] a fiduciary to select, or [prohibiting] a fiduciary from selecting, any particular type of investment alternative, provided that a fiduciary provides the participant or beneficiary an opportunity to choose, from a broad range of investment alternatives, the manner in which some or all of the assets of the participant’s or beneficiary’s account are invested, according to regulations prescribed by the Secretary.”

Compensation Implications What are the compensation implications from this type of legislation if organizations were to participate in a four-day workweek?

Felix has been with you for 60 days, and while he’s been functionally integrated into the project, he has had little real interaction with the other team members.

These findings support other recent research: Aon’s 2024 North American Pay Transparency Readiness Survey found that 63% of organizations do not communicate salary ranges to employees, while Pearl Meyer’s latest pay transparency quick poll found that 60% of employers have concerns with managers’ preparedness to handle questions about pay.