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Figure 1 shows models run for three separate employee groups, or segments, of a hypothetical company.

Notably, not-for-profit organizations granted nearly 1% more in general increases than for-profit peers, suggesting a heavier reliance on general increases over merit-based ones.”; ;On merit increases: “[These increases] followed a similar trend, with 86% of categories showing declines.

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As Figure 1 illustrates, that expansion has gone from physical-related improvement, such as weight and blood pressure control and smoking cessation, to addressing such areas as dependent care, community involvement and financial well-being and diversity, equity and inclusion and mental health.

As indicated in Table 1, by 2021, they were $31 per participant per year.

It is important to note, however, that within those organizations that do link pay and performance, not all employees are covered (see Figure 1).

In particular, if an executive is a good leaver, meeting the first three guidelines of retirement-age window, sufficient notice and signing an NS agreement, then providing continued or accelerated vesting for LTI awards 1 is viewed as fair and favorable by both the company and the executive retiree.

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As indicated in Table 1, the earlier one starts, the less it costs per year.

.; ;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.