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Walker, a Trump appointee, said “the people elected the President to enforce the nation’s laws, and a stay serves that purpose by allowing the people’s chosen officer to control the executive branch.”

By analyzing responses collected through a series of live interviews with chief human resources officers (CHROs) and TR directors from leading Global Fortune 500 organizations, Mercer identified three strategic essentials for rewards leaders to help them transform into successful “performance architects.”

.; ;Directing employees to trusted, neutral resources such as Medicare.gov (including its “Medicare & You” handbook ) and Social Security offices for personalized guidance.; ;Leveraging partners such as medical carriers, 401(k) administrators or independent vendors (e.g., Via Benefits ) to support retirees in exploring supplemental coverage options (e.g., Medigap, Part D, Medicare Advantage) once they’ve enrolled in “Original Medicare.”; “By focusing on timely, relevant education, HR teams can stay compliant while still empowering their workforce with the information they need for a smooth transition into retirement,” Rutter said.

“That’s like building a beautiful home but skipping the walk-through,” said Selerix chief executive officer Tim Pratte.

.; “In the labor market we have now, we’ve gone from the Great Resignation right into an employer’s market,” said Amy Dwyer, the chief human resources officer at Salary.com, a compensation software, data and services company.

These employees are often new to the industry and workforce, and are looking for social interactions, in-office connections and new professional relationships.

Offer open office hours to discuss employee concerns.; ;Retention of key talent.

A manufacturing-intensive organization operating in multiple high-risk jurisdictions faces very different challenges from a services organization with office-based risks.

Magnus, a wage and hour attorney and principal with the Atlanta office of Jackson Lewis P.C.

He needed a partner, he explained, due to both the growing complexity of the business environment and the logistical challenges of managing a 6,000-person workforce dispersed across nearly 60 offices in 16 countries.