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Businesses would need to separately report tips and overtime earnings on employees’ W-2 forms and, for non-employees (including gig workers), report payment portions designated as tips.

.; ;Design a process to address evolving interpretations and compliance nuances with legal counsel.; Editor’s Note: Additional Content For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics: ;Employee Compensation; ;Finance and Budgeting; ;Organizational Performance; #1 Total Rewards & Comp Newsletter Subscribe to Workspan Weekly and always get the latest news on compensation and Total Rewards delivered directly to you.

Directly linking TR and performance means basing compensation and rewards decisions, such as merit increases or incentive payouts, on how employees perform against set goals and competencies, said Christina Hussong, the senior director of work and rewards and the global incentive plan design solution leader at consulting firm WTW.

“A thoughtfully designed tender offer can demonstrate that the company’s shares have real, tangible value.

“To realize their cost savings and clinical impact, employers can provide member education, promote cross-stakeholder alignment and create plan design opportunities as more biosimilars continue to enter the market.”

For WorldatWork Members What Are TR Pros’ Options for Paid Care Leave Design , Workspan Daily Plus+ article;Take Steps to Invest in Women Workers’ Success , Workspan Daily Plus+ article;Wellness Woes: Why Aren’t Employees Using Your Benefits?

Simon: The most noticeable divergence appeared in high-wage and specialized fields like arts, design and entertainment, which saw the highest year-over-year salary growth (53%).

A Move Toward Tuition Assistance To address these barriers, Spectrum partnered with talent development vendor Guild to design an additional tuition program that would better meet the needs of Spectrum’s entire workforce.

It designated the additions to benefits as strategic company investments.

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.