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Set yourself up for long-term commitment by having a well-formulated job design and being transparent about expectations and responsibilities during recruitment and post-hire.

Their roles allow them to use their skills and abilities to the fullest and require them to apply complex and diverse skill sets in a demanding business environment.

For WorldatWork Members Maximizing the Power of Decision Making , Workspan Magazine article;Adaptability Quotient: The New Currency of Leadership Potential , Workspan Daily Plus+ article;‘Foundationally Changed’: Welcome to the New Era of Leadership , Workspan Daily Plus+ article;Two TR Leaders Provide a Personal Take on Their 2026 Priorities , Workspan Daily Plus+ article;Developing Critical Thinking in Leaders , Journal of Total Rewards article;Total Rewards Model: A Guide , tool;2026 Priorities of Total Rewards Leaders , research; For Everyone To Grow Future-Ready Leaders, You Need to Think, Develop Differently , Workspan Daily article;The Keys to Creativity and Driving Innovative Total Rewards , Workspan Daily article;Alignment, Market Competitiveness Are TR Leaders’ Top 2026 Priorities , Workspan Daily article;Q&A: How Can TR Leaders Position Themselves as Performance Partners?

In addition, OneDigital’s Maass noted large language models (LLMs) allow employees to ask questions in a natural conversation, without fear or confusion.

Or perhaps they’re concerned about plans to change the model of a car produced by the company.

For WorldatWork Members How Sharing Real-Time Data Elevates EY’s Well-Being Strategy , Workspan Magazine article;Career Well-Being: Investing in Employees Is Key to Doing Business Today , Journal of Total Rewards article;Financial Well-Being Benefits Get a Rebrand , Workspan Magazine article;Workplace Well-Being Trends , research; For Everyone Work-Life Balance: Is the American Model Getting a Bad Reputation?

“It’s time to move beyond a degrees-only model.

.; ;Creating an internal entrepreneurship model where teams with joint decision-making train and develop new teams.; ;Splitting the manager position into a people leader, focused on developing employees, and a work leader, focused on leading projects and maintaining deadlines and budgets.; ;Implementing a four-day work week, with the fifth day dedicated to employee personal development.; ;Having managers and employees co-create personalized career plans, offering individualized learning and mentoring pathways.; For employees with potential and a growth mindset who don’t want to manage people, Richard encouraged offering advancement and salary-boosting opportunities and roles such as senior specialists, team leads, subject matter experts, informal mentorship roles, project leads, cross-team collaboration and stretch projects.

“As artificial intelligence [AI] continues to redefine operating models, workforce structures are expected to contract, evolve and reorient around new efficiencies,” he said.

Use workforce analytics and predictive modeling to inform scenario planning and resource allocation.; ;Agility and flexibility.