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Accordingly, in Table 1, we offer a broad framework to organize the strategic role benefits are likely to play as organizations try to survive and thrive during and after the COVID-19 pandemic.

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Editor’s Note: Additional Content For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics: ;Employee Compensation; ;Finance and Budgeting; ;Organizational Performance; ;Total Rewards; #1 Total Rewards & Comp Newsletter Subscribe to Workspan Weekly and always get the latest news on compensation and Total Rewards delivered directly to you.

Course Program Course 1: Understanding Pay Equity Learn to analyze, measure and resolve unwanted pay differences, as well as navigate the U.S. legal and regulatory environment surrounding pay equity.

A coalition of restaurant owners and business groups called Save Local Restaurants said Monday it had filed more than 1 million petition signatures to put the law on hold and place an initiative before California voters on the 2024 ballot.

As shown in Figure 1, 2024 marked the lowest annual increase in TTDC for CEOs since 2020.

Access an additional Workspan Daily article from this series: 4 Steps to Help Pre-Retirees Consider, Plan for Retirement Income;Take 3 Actions to Help Workers Turn Savings into Retirement Income; Access a bonus Workspan Daily Plus+ article on this subject: Employment Extenders: Why More Americans Are Delaying Retirement ; Focusing on the Assets Step 1 is to empower income generation from 401(k) plans and other assets.

Workspan Magazine article;WorldatWork’s Salary Budget Survey , research; For Everyone Mercer Projects 3.6% Total Salary Increase Budgets in 2025 , Workspan Daily article;Report: 1 in 3 Organizations Don’t Have a Pay Equity Strategy , Workspan Daily article;Understanding Base Pay-for-Performance and Merit Increase Guidelines , on-demand webinar;Base Pay Administration and Pay for Performance , course; Giving managers discretion in the allocation of merit pay increases can be empowering for both the giver and receiver.

Address Barriers to Utilization Employers believe they frequently communicate about EAPs, according to the Prudential study, yet 22% of employees know little about their available benefits, and 1 in 10 finds them too complex.