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. … I believe that [in 2026], we’ll see more career professionals saying, ‘This isn’t sustainable for me.’”

“If this happens to one employee, other employees will notice and wonder, ‘Could this happen to me?’

“One risk is creating a coin-operated skill culture: ‘Now I’ve learned this; you’re going to pay me more, right?’”

The complexity of collecting and analyzing accurate pay data, especially across multistate and multinational operations, also poses a barrier.

In light of these dynamics, boards should actively invest in market education, analyzing external data, as well as dedicating time to understanding how other companies — both private and public — structure executive compensation.

Used thoughtfully, these metrics help identify common equity patterns, such as: ;Under-positioning, where experienced employees remain clustered near the bottom of the range.; ;Compression, where newer hires approach or exceed the pay of longer tenured incumbents.; ;Range saturation, where high performers sit above target without a corresponding expansion of scope.; It’s important to note that these evaluation tools are diagnostic and not prescriptive.

Renew Now Don't Show Me Again This content is exclusively for WorldatWork members.

Renew Now Don't Show Me Again This content is exclusively for WorldatWork members.

Renew Now Don't Show Me Again This content is exclusively for WorldatWork members.