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Action steps include: ;Build job architecture and consistent job leveling , since it’s the prerequisite for downstream efforts toward pay transparency.; ;Train managers on how to lead performance and compensation conversations ; such discussions should be done in tandem, not separately.; ;Expand transparency to pay ranges and market definitions ; trust and credibility likely won’t come if employees don’t have the right context.; ;Deploy TR statements to give employees a full view of compensation value.; ;Leverage purpose-built AI in compensation analysis , where it can surface compression and equity gaps before they become retention problems.; Editor’s Note: Additional Content For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics: ;Employee Benefits; ;Employee Compensation; ;Total Rewards; #1 Total Rewards & Comp Newsletter Subscribe to Workspan Weekly

Strategic areas where employers are expected to make major changes include optimizing work and job design, rethinking total rewards and defining careers.; Businesses will have a step up their tenacity, perseverance and creativity as the search for talent is expected to only escalate in 2022.

Toward the highly compensated employee (HCE) exemption, the DOL rule mandated that classified workers make at least: ;$132,964 in total annual compensation on July 1, 2024 (up from the previous $107,432 outlined in the 2019 final rule), and; ;$151,164 on Jan. 1, 2025.; The Counterargument Muddying the Matter On Nov. 15, 2024, the U.S.

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The past few years have certainly been eventful, from a talent and total rewards perspective.

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