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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.

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.

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.

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.

“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.

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.

.; ;Workers at smaller organizations tend to get less time off — for instance, at employers with fewer than 50 workers, 72% of workers have access to sick leave, compared to 90% of those at businesses employing more than 500 people, according to the U.S.

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.

Public services (93%) make up the largest sector applying pay structures, with third sector (charitable employers) next at 72%.

Other key findings include: Grants of restricted stock/restricted stock units remain high, offered by 54% of organizations compared to 56% in 2021 — and much higher than the 36% for 2015-2020.