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The World Economic Forum forecasted global gig-economy transactions to grow by 17% each year to around $455 billion by 2023 (Charlton 2021) and Gallup estimated that “roughly 36% of US workers are part of the gig economy, either through their primary or secondary jobs” (McFelley and Pendell 2018).

For those making changes to their initial budget projections, four primary factors emerged: ;Concerns related to cost management (36%);; ;An anticipated recession or weak financial results (36%);; ;A tight labor market (32%); and,; ;Inflationary pressures (25%).; According to WTW research experts, recent budget consistency reflects underlying changes in how leaders approach workforce planning and compensation decision-making, with many organizations that participated in the survey reporting: ;Stronger governance around compensation decisions;; ;More sophisticated use of market data and segmentation in their preparation and decision-making practices related to pay; and,; ;Increased focus on affordability and maintaining internal equity.; Keeping an Eye on Hiring and Retention While the new report reflected a measure of addressable predictability, it also pointed out a concern area: 24% of participating organizations said they are having trouble attracting and/or retaining employees

To support action and application , you can download: ;A report highlighting key findings; ;A short quiz designed to spark meaningful Total Rewards goal-setting conversations within your organization; Access the Report Access the Report Download PDF Report Download PDF Report Access the Total Rewards Priorities Quiz Access the 2025 Total Rewards Leaders' Priorities Study 290 Participating Leaders 61% Directors and above 36% Total Rewards Leaders 28% Plan to prioritize speed and innovation in 2026, rapidly adapting products and services to meet evolving customer needs and enhance their competitive edge.

Course: Health and Welfare Plans: Plan Types and Administration Managers can play a pivotal role in employee well-being, but they’re lacking organizational support.

In the survey of nearly 2,000 working Americans, 36% of respondents stated they feel burned out and 33% reported feeling more burned out than a year ago.

“When evaluating any particular investment type, a plan fiduciary’s decision should consider all relevant facts and circumstances and … necessarily be context specific,” it stated, adding that particular investments or investment strategies should not be singled out for increased or “special” scrutiny.

Forty-nine percent of surveyed organizations now report targeting base pay above the market median (compared to only 36% in 2018), with mature entities almost three times more likely to do so.

When asked how business has been impacted by growth in health benefit costs over the past two years, CFOs said: ;Reduced spending on other benefits (38%); ;Slower wage growth (36%); ;Increased prices for products/services (26%); ;Reduced hiring/layoffs (22%); ;Reduced investment (19%); When asked what types of cost controls they would like to see in their health programs over the next few years, 45% of CFOs favored a strong emphasis on plan design changes, such as raising deductibles.

A majority of organizations are not transparent in key aspects of their reward program. 36% of organizations provide employees the salary range for the role they are in;41% do not have a documented compensation philosophy;37% provide employees with basic compensation strategy and design information;Only 19% say a majority of their employees understand their compensation philosophy;Only 17% are transparent in their salary range postings, when not required by law.; These varied areas of focus make it difficult for organizations to balance the benefits and trade-offs of becoming more transparent.

Pay Transparency Plays a Role Advocates of increasing pay transparency have posited that over time it will level out the playing field and limit the effects of bias — the type that could potentially occur from salary negotiations.