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;Charting the Changes: 2026 Benefit Plan Limitations; Access additional Workspan Daily Plus+ articles related to H.R 1: Checklist for Total Rewards to Be Compliant with H.R. 1 Provisions;The Ripple Effect: 529 Plans as a Catalyst for Financial Stability;What Are TR Pros’ Options for Paid Care Leave Design; Background According to a post written by experts at WTW, the Coronavirus Aid, Relief, and Economic Security (CARES) Act , passed in March 2020 during the COVID-19 pandemic, established a temporary telehealth HDHP safe harbor that allowed such plans to provide telehealth or other remote healthcare services with no (or a lower) deductible.

“Just because AI skill requirements may be new, that doesn’t mean we forget everything we know about good total rewards policy and program design.”

Richard Polak, American Benefits Council’s Senior Global Affairs Advisor , Workspan Magazine article;Respect-Centered Global Benefits Audit , tool; For Everyone Building a Global Benefits Strategy Requires a Nuanced Approach with Expert Support , Workspan Daily article;3 Pitfalls to Hurdle When Designing Global Sales Comp Plans , Workspan Daily article;Work-Life Balance: Is the American Model Getting a Bad Reputation?

.; ;In 2026 , the next evolution is reimagining how AI fits into workforce design.; “As companies double down on AI, the real differentiator won’t be the technology itself but the human readiness behind it,” she said.

; Culture as a Benefit According to Lewis-Kulin, culture-driven benefits design starts with deep clarity about what the organization’s business strategy is and how its culture needs to support it.

When employers provide the tools, education and plan design features that make saving easy and accessible, they’re not just preparing employees for traditional retirement — they’re enabling the financial flexibility and freedom that Gen Z values most.”

The most innovative companies are looking at post-COVID times as a chance to review in-depth and upgrade their different rewards programs — leveling, market surveys, salary design, short-term variable pay, long-term compensation and executive remuneration, benefits, work-life harmony (which is very important in Europe), recognition, talent development and the like, to make them more modern, fit-for-purpose and constitutive of a powerful employee value proposition.

The model can be used by practitioners to guide their efforts in designing and implementing executive remuneration practices that are strategically aligned, socially accountable and reflective of the diverse perspectives and expertise within their organizations.

Employers should seek to design workplaces and well-being programs with the following objectives in mind: Understand employee mental health and barriers to achieving well-being;Reduce stigma, increase empathy and social connection;Alleviate stress and burnout;Enable access to timely, high-quality care.; QUESTIONS TO CONSIDER WHEN EVALUATING QUALITY IN MENTAL HEALTH BENEFITS Does the network of providers practice evidence-based treatments (EBT) — such as cognitive behavioral therapy (CBT) and dialectical behavioral therapy (DBT) — and use validated third-party clinical assessments to track member progress?

Enhancing certain employee benefits designed to alleviate financial — and other — pain points offers another pathway to meet living wage standards.