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Organizations can also take pointers from the deep support systems that traditionally exist in major athletic settings.

For example, shortly after the United Autoworkers Union (UAW) announced its record-setting contracts with the Big Three automakers — Ford, General Motors and Stellantis — last year, Toyota Motor Corp. told its nonunion workers at all U.S. plants that they also would be getting pay raises.

Also helping to close the inequity gap would be setting the default savings rate equal to the maximum match rate, she said, and contributing to employees’ accounts regardless of whether they do — a practice known as non-elective contributions.

In fact, more than 70% of acquiring companies set aside budgets for retention pools, according to WTW’s 2024 M&A Retention Study .

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Weak and ineffectual managers don’t actually manage their employees in the sense of performance direction, leadership, setting good examples and decision-making.

Either way, companies should identify a focused set of impactful metrics directly tied to business and talent strategies.

That means the compensation professionals helping to set directors’ pay rates will be under scrutiny, too.

Sales compensation leaders cited the following challenges: Top 3 Sales Compensation Plan Design Challenges Driving higher productivity;Setting stretch but achievable goals;Managing costs; Top 3 Sales Compensation Program Management Challenges Allocating the quotas/goals on time;Managing uncontrollable external factors;Obtaining accurate external pay survey data; The pressure to achieve ambitious growth targets, maximize returns from increased compensation costs and utilize performance-based incentives to drive strategic objectives will continue to be intense.

“Setting people up for success when they join the company is equally important” he said, to prove to new job changers that they made the right decision.