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Compliance Area Do Don’t Hiring Process/Contract Review the IC’s reputation and skills.

Despite their readiness to tackle both the expected and unexpected, our research uncovered an uncomfortable area for them.

Lay the Groundwork Early Wittmann recommended that HR, legal, compliance, cybersecurity and technical stakeholders put their heads together to evaluate the following areas: ;The handling and processing of biometric or behavioral data;; ;Transparent communication for employees interacting with AI-generated representations;; ;Discrimination, monitoring or psychological manipulation concerns; and,; ;Human oversight.; In addition: ;Review vendor contracts and intellectual property ownership, and be aware of data processing practices, cybersecurity regulations and the risks of transferring data across borders.; ;Ensure employees understand how their data is being used, and share with them if their interactions are being monitored or stored.; ;Consider the potential long-term impacts on workplace authenticity and trust when blurring the lines between corporate leaders and synthetic versions of them.; “There are legitimate business benefits when these systems are deployed responsibly

The monthly Forum meetings provide members early visibility to areas of focus, and they in turn provide us, the global sales compensation team, with valuable input on implications, potential impacts and barriers to change based on their understanding of their particular part of the salesforce.

If the survey database allows for the benchmarking organization to select sub-samples, it is even possible to then view the results based on industry, size, geographic area, occupational groups, and so forth.

Brown: Communication, manager capability and employee experience design are areas where thoughtful execution often matters more than budget.

In some instances, the pay program requires geographic adjustments for both high labor cost areas versus low labor cost areas.

Korn Ferry’s McMullen has seen professionals enter TR from many different areas, including finance, financial planning and analysis, supply chain, tax, demand planning and strategic planning.

Other key findings suggest a benefits alignment gap in several areas: ;80% of surveyed employers expect benefits budgets to increase in 2026, but most increases are modest, driving greater selectivity and focus on outcomes.; ;60% of employers and 52% of polled employees believe existing benefits are only somewhat or not at all aligned with current needs, highlighting a clear gap between investment and potential impact.; ;Utilization and understanding of benefits remain a challenge , with employees citing difficulty understanding benefits (27%), accessing information (23%) and navigating complexity (23%), highlighting why benefits often fail at the moment of need.; ;46% of employees expect formal employer support during major disruptions.

While these ideas were once novel, new understanding enables us to continue refining proper IC planning protocol across different therapy areas.