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Impact Unleashed: Member and Customer Success Stories Holly Mertens Manager, Total Rewards WorldatWork Member Since: May 2017 Holly Mertens' Total Rewards journey began with her first job after college in 2013.

.; About the Study WorldatWork invited its broader membership and customer base to participate in an electronic survey on workplace total rewards programs and practices.

. ; ; When a toxic work environment is not addressed, it can significantly degrade the overall employee experience , and by extension , even introduce risk to the organization’s ability to offer a positive customer experience, said Jill Havely, the head of g lobal c ommunity e xcellence and e mployee e xperience at WTW .

Only a small percentage of mangers reported across several key disciplines having the talent they need to complete priority projects: ;Legal (1%); ;Marketing and creative (4%); ;Finance and accounting (6%); ;Healthcare (7%); ;Human resources (7%); ;Technology (7%); ;Administrative and customer support (12%); In response, 60% of surveyed hiring managers said they plan to add permanent staff in the first half of 2026, and 55% said they expect to increase contract hiring to support immediate needs.

The tangible benefits of this program include ensuring that low value orders that would typically go unfulfilled via “earn per offer” dashers will get picked up by those earning by the hour, resulting in potentially higher customer satisfaction and increased revenue.

So we set out to quantify how common performance measures that we see in company executive incentive plans actually related to stock market performance over the last five years.

;Set boundaries.

From the demo, I could see how easy and quick it is for users to create customized time-off policies, assign policies to specific employees or calculate payroll, for example.

You can download a graphic report of findings, a summary analysis of the trends or a short quiz that you can use to start productive goal-setting conversations in your organization.

Nearly 40% of respondents took one or more actions to address incentive plan goal-setting challenges, such as delaying the timing to finalize goals, widening performance ranges, and adding or increasing the emphasis on relative metrics.; ;Most respondents are not planning significant changes to incentive plan designs for 2026 or the short-term incentive (STI ) performance mix or long-term incentive (LTI) award vehicle mix.Most also have not made changes to equity grant practices in response to stock market volatility or proposed shareholder advisory group policy changes.; ;Among respondents with incentive cycles ending in 2025, most (roughly half for STI and 60% for LTI) do not currently anticipate the use of discretion, with one-third taking a “wait and see” approach.