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In addition, policies shouldn’t be “set it and forget it.”

.; To illustrate, when setting a salary range, your market philosophy tells you what cut to open (e.g., software engineers in Seattle), and your compensation philosophy tells you what number to pull from that cut (e.g., the 75th percentile to lead the market).

The NPRM specifically stated the proposed analysis would: ;Set forth distinct standards for determining joint employer status in “vertical” and “horizontal” scenarios — a distinctionthat courts and the DOL have long drawn.; ;Advise thathorizontal joint employment exists when separate employers are sufficiently associated with respect to the employment of the same employee, but that business relationships which have little to do with the employment of specific employees — such as sharing a vendor or being franchisees of the same franchisor — are alone insufficient to establish joint employment.; ;Adopt a four-factor analysis for use in every case of potentialvertical joint employment, examining whether the potential joint employer:; ;Hires or fires the employee;; ;Supervises and controls the employee’s work schedule or conditions of employment to a substantial degree;; ;Determines the employee’s rate and method of payment; and; ;Maintains the employee’s employment records.; ;

.);; ;Weaken an employee’s goal-setting and accountability;; ;Erode employee trust in the organization;; ;Generate retention risks; and,; ;Create potential legal risks with pay structures (i.e., whether the position truly should be exempt or nonexempt).; Catalysts of Change JD velocity today differs from years (and decades) past, when employees were reasonably expected to stay in the same job for three to five years, performing the same tasks.

It means most of these plans were set at the end of 2025, signaling employers are less-than-optimistic about the outlook for 2026,” said Andy Challenger, the chief revenue officer for Challenger, Gray & Christmas.

While many organizations have been focused on annual pay equity analysis and addressing disparities found, comparable analyses leveraging the same or similar data can be run concurrently to identify a set of actions, beyond remedial pay adjustments, to promote workplace equity and reduce the broader pay gap.

Sharell Thomas, the total rewards director at Tides Network, a San Francisco-based nonprofit and philanthropic organization, believes bonus programs are set up to either succeed or fail.

Recently, organizations have witnessed a new set of technologies — AI (artificial intelligence), Cloud, RPA (robotic process automation), 3D (three-dimensional) printing, IoT (internet of things) and blockchain.

Still, almost as many employers set remote-worker pay based on the city where the employee resides, while other determinants include the worker’s state of residence, assigned office, closest office or region of residence.

The theory behind these laws is that because women tend to have weaker salary histories than men, in part due to discrimination, an employer’s use of salary history to set pay for a new employee perpetuates the effect of earlier discrimination.