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You must have that holistic view of the intention of that house and how it’s all going to come together from the beginning.

For this edition, we spotlight key trends in strategic employee benefits — with a global view — in our conversation with Richard Polak, senior advisor, global affairs, at the American Benefits Council.

For WorldatWork Members ;Pivot on Pay: Getting Creative to Attract and Incentivize Talent , Workspan Magazine article; ;How to Understand What Matters Most to Job Candidates , Workspan Daily Plus+ article; ;Don’t Underestimate the Power of Non-Financial Rewards , Workspan Daily Plus+ article; ;How Total Rewards and Career Development Go Hand in Hand , Workspan Daily Plus+ article; For Everyone Workers Are Seeking Greener Pastures, and Higher Pay Is the Driver , Workspan Daily article;Leveraging Competitive Compensation to Retain Top Talent , Workspan Daily article;How Total Rewards Can Close the Work Experience/Readiness Gap , Workspan Daily article;Invest in Career Development to Retain Young Talent , Workspan Daily article; Young workers generally have different career outlooks and goals than their occupational predecessors, and one way to view that is through tenure.

When these disruptions are framed as data points rather than threats, the team can adopt a more objective view of what’s happening and how to resolve issues systematically instead of frantically.

While it’s OK for people to have a strong self-view, leaders need to know when and how to reign that in.

Companies that view labor as an expense may keep their compensation team small and have them focus on mainly transactional tasks like salary surveys, according to James King, principal consultant, talent and rewards, with Mercer.

That wide difference may explain why only a third of blue-collar workers view their job as a career, compared with 56% of all other workers.

This gives managers and employees the ability to view and understand their compensation with ease.