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In this hybrid form , new-collar employees are essential in areas AI can’t replicate, said Meisha-Ann Martin, a vice president and the head of people research at employee recognition and rewards platform Workhuman.

They might seed new areas with a few external experts, pair them with internal talent, and then scale primarily through development and internal mobility.

.”; ;Engagement numbers improve, particularly in areas like growth, manager relationship and purpose.; ;Internal mobility grows because people increasingly see themselves in different roles.; ;The TR value proposition becomes “real” since people are more apt to experience and feel that value.; ;The external employer brand improves because people are more likely to share their development experience.; Sometimes the biggest difference in employee performance is simply whether someone believes that employee can succeed.

Start by having the person chronicle their knowledge area, including what that entails, its purpose, why it’s critical to the business and what it’s connected to (e.g., decisions and actions within teams, customers or across groups).

Specifically designed for employee assistance programs (EAPs), this tracks absenteeism and presenteeism, as well as three other key health areas: ;Work engagement: Level of emotional investment in the job.; ;Life satisfaction: Impact on general well-being.; ;Workplace distress: Level of stress experienced at work.;; ;The Sheehan Disability Scale (SDS) .

The CSCP® examination covers all topic areas addressed in the sales compensation course series Body of Knowledge.

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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.