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The Journal of Total Rewards First Quarter 2023 | Volume 32 | No. 1 In this issue: retiree knowledge transfer, Ohio workers’ comp pilot, more ESG metrics in executive comp, long-term care and CalPERS, employee trust for benefits Cover Story Journal of Total Rewards Article Tapping into Retirees to Bolster Knowledge Transfer The knowledge transfer between retirees and their remaining employees offers a unique opportunity to retain knowledge.

Editor’s Note: Additional Content For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics: ;Career Growth; ;Organizational Performance; #1 Total Rewards & Comp Newsletter Subscribe to Workspan Weekly and always get the latest news on compensation and Total Rewards delivered directly to you.

.; ;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.

DEVELOPING A REWARDS STRATEGY Figure 1 includes some of the things that organizations offer as a part of their employee value proposition (EVP).

Psychological empowerment can enhance performance because it increases: 1. the amount of information and control workers have over their work; 2. the level of work-related knowledge, skills and abilities possessed by employees; and 3. the level of motivation that employees have to achieve the goals of the organization.

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.

Morgan asked men to take a “30-5-1” pledge because the company was not retaining and promoting enough women.

In fact, more than 1 in 4 workers in the U.S. labor force are now covered by state pay range transparency laws, based on data from the National Women’s Law Center .

Editor’s Note: Additional Content For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics: ;Employee Compensation; ;Finance and Budgeting; ;Workforce Engagement; #1 Total Rewards & Comp Newsletter Subscribe to Workspan Weekly and always get the latest news on compensation and Total Rewards delivered directly to you.