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This set of information and data can pinpoint trends indicative of gaps, such as the under-representation of LGBTQ+ workers in leadership, or excessive turnover in certain positions as LGBTQ+ employees repeatedly leave a company.

“By focusing on ways to boost mental health, you’re not just taking care of yourself, you also are setting a positive example for your team and the entire organization,” Macias said.

The North American pet insurance industry attained a record-setting $4.27 billion in total sold premiums in 2023.

The bar set by the Supreme Court in late June doesn’t help the FTC’s case.

Yet, complicating this hiring urgency, 61% of respondents said applicant quality has worsened, specifically regarding skill set, professionalism and job-related experience.

The board largely sets labor law rules through decisions in individual cases, which are prosecuted by the agency’s presidentially appointed general counsel.

.; ;Set up a special fund (or partner with a charity) to provide financial grants or low-interest loans to impacted employees.; ;Create a reference guide with resources that can help defray workers’ costs during this time.

Together, we have an opportunity to set up our people and our organizations for maximum success.

Workspan Daily article;Consider Performance Targets for Setting Executive Incentive Goals , Workspan Daily article;Executive Pay in the Pressure Cooker: Policy, Politics and Performance Collide , webinar; In recent years, organizations have faced unprecedented challenges (e.g., COVID-19, workplace model changes, talent shortages, emerging technologies).

.; ;Gather and interpret large data sets, such as benchmarking metrics from multiple sources — especially useful for large or global organizations.; ;Provide real-time compensation analysis and reviews of salary structures.; ;Offer a bird’s-eye view of an overall compensation system, bringing patterns to the surface that might not have been noticed in isolation.; ;Incorporate corporate-wide salary information and market data to better equip managers to make equitable, consistent compensation decisions.; ;Urge managers and total rewards (TR) professionals to think through and justify their salary decisions or performance ratings — capturing that information, identifying patterns and codifying them to create more robust data and systems moving forward.; ;Generate personalized talking points to help managers explain pay decisions to employees.; ;Provide data to back up compensation decisions.; ;Apply compensation rules the same way every time, helping avoid bias.; ;Hunt down inconsistencies