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Broken out by employee type, organizations are projecting an average increase of: 4.1% for nonexempt hourly employees and nonexempt salaried employees.;4.1% for exempt salaried employees.;4% for officers and executives in 2024.; Promotional Increases WorldatWork’s survey reported that 55% of organizations budget for promotional pay increases while 45% do not.

She added that while the reasons for all leave is confidential, this type of leave in particular can be stigmatized.

“These types of programs have very low probability of success without the solid championship and visibility of an executive sponsor as, often, [functional leaders] are reluctant to let go of their talent for the purpose of a job rotation,” she said.

Beyond salary adjustments , consider these options offered by experts interviewed for this article: ;Access to programs, workshops, resources or experts to help workers with budgeting, debt management and retirement planning; ;Caregiver stipends; ;Workplace commute reimbursements; ;Student loan repayment assistance or matches; ;Lower health plan premiums; ;Spot bonuses; Before implementing new programs, ask workers directly and anonymously how they’re feeling about their finances, where their gaps in understanding or access are, and what types of resources would be helpful, said Jasmine Escalera, a career expert at career resource platform Zety.

.; ;Candidate experience scores remain mixed , averaging 2.9 on a scale of 1 to 5, with business services and hospitality ranked at the higher end, while software and technology came in last.; ;Time to hire slightly went up from 45.7 days in 2024 to 46.2 days in 2025, indicting teams should prioritize where and how they can leverage automation to improve timing.; ;Early retention improved significantly , as first-year turnover fell from 23.7% in 2024 to 12.1% in 2025, suggesting more organizations are getting onboarding right.; “While it’s too early to know exactly where 2026 will go, the data shows us where hiring has been, and that type of clarity matters,” said Employ chief people officer Stephanie Manzelli.

Two types of employee performance are commonly distinguished.

But maybe they say, “These are the three main job levels in our company, and to get from a 1 to a 2, here’s what it takes; or from a 2 to a 3, here’s what it takes.”

“I would say that professionals who are neurodiverse, speak English as a second language and those with interview anxiety would be among those at a high likelihood of being discriminated against with these types of technologies.”

Table 1 also provides insight as to the relative degree of importance of innovation.

Yet it’s precisely this type of disturbance that can bring sales compensation design risks to the surface.