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She framed the prioritization question in terms of organizational risk: “Is your risk and controls environment sufficiently robust — or does there need to be a stronger cultural emphasis on individual accountability?

.; ;Consider providing incentives through strategies like compensative-tied employment over a given time frame, equity rollovers or equity grants and consulting agreements with restrictive covenants (other than noncompetes).; The bottom line is that reliance on employment agreements such as noncompetes, which emphasize the “stick” approach to retaining employees, may shift to retention agreements that instead rely on “carrots” designed to influence the employee’s continued employment through compensation and other enticements.

But if we frame it in terms of faster time to hire, smoother internal mobility and clear decisions that keep people engaged longer, it’s no longer just a rewards project — it’s a business solution.

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Additionally, setting a time frame for the length of the program is a good practice to follow.

Smolensky added that, especially in the case of economic pressures, most employees have a frame of reference from a previous economic downturn, such as families or friends who were laid off or lost money in the stock market.

“The data may look too similar in too small a time frame, making it harder to spot problem areas,” she said.

Why 15 years versus a shorter time frame?

.; WorldatWork insights highlight that leaders who frame decisions candidly — acknowledging real pressures and outlining what may trigger further action — significantly reduce anxiety and speculation.

Most recently she was Director, Total Rewards for Acumatica an ERP solutions technology firm in Bellevue, WA.