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“That includes rethinking job design to promote growth and purpose, cutting back on low-value meetings, aligning tasks with employees’ strengths, and setting clear team norms around communication and flexibility.”

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.; ;Gather and interpret large data sets, such as benchmarking metrics from multiple sources — especially useful for large or global organizations.; ;Provide real-time compensation analysis and reviews of salary structures.; ;Offer a bird’s-eye view of an overall compensation system, bringing patterns to the surface that might not have been noticed in isolation.; ;Incorporate corporate-wide salary information and market data to better equip managers to make equitable, consistent compensation decisions.; ;Urge managers and total rewards (TR) professionals to think through and justify their salary decisions or performance ratings — capturing that information, identifying patterns and codifying them to create more robust data and systems moving forward.; ;Generate personalized talking points to help managers explain pay decisions to employees.; ;Provide data to back up compensation decisions.; ;Apply compensation rules the same way every time, helping avoid bias.; ;Hunt down inconsistencies

“By focusing on ways to boost mental health, you’re not just taking care of yourself, you also are setting a positive example for your team and the entire organization,” Macias said.

Avoid setting fixed hours or managing their daily tasks.

.; ;Set up a special fund (or partner with a charity) to provide financial grants or low-interest loans to impacted employees.; ;Create a reference guide with resources that can help defray workers’ costs during this time.

“The key is trust: Set the boundaries, educate users and then empower them.”

Incentives like referral bonuses, end-of-season rewards or on-demand pay also can set employers apart, Constare added.

From large corporate settings to small businesses, all have had to deal with significant disruption in their workplaces at some point, especially as they have navigated the challenges of the pandemic.

Among other regulations, the D.C. law will require all employers (excluding the federal and D.C. governments) to include a salary range in job postings and restrict use of a job applicant’s salary history in setting pay.