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Revamping your full TR catalog?

;Full time: Annual compensation with base salary, cash incentive pay and equity pay (either designed like or unlike those for the CEO, depending on role definition and alignment objectives).; ;Reduced time: Lower annual compensation with base salary and equity pay structured like a non-executive board member.; ;Unpaid/unvested awards continue to be earned or vested while the executive continues employment.; ;New awards in the new role are tailored to the responsibilities and expected tenure in the executive chair or strategic advisor role.; Strategic advisor as continuing employee Compensation structure is informed by the expected time commitment.

Many of those plans were foiled by a continued persistence of coronavirus cases in the United States, which has led to a growing number of companies pivoting to a full-time remote environment for its non-essential workers or utilizing a hybrid model.

Flexibility can take many forms, from a simple choice to full-flex models across all pay, benefits, career and well-being programs.

Whether due to personal choices, a flagging economy, financial pressures or inadequate retirement readiness, more older workers are extending their employment or “ unretiring ,” meaning they are returning to work part-time or foregoing a full retirement for a phased retirement.

Current full- and part-time union workers are guaranteed a $2.75 hourly pay increase this year, the Teamsters said, amounting to a $7.50 hourly increase through the duration of the contract.

A mazon employs more than 800,000 full-time and contract workers in the fulfillment and transportation roles in the U.S., according to the company .

Beyond salary, organizations should consider how best to address full compensation with the new role.

.; ;Effectively communicate the full employee value proposition to workers, including the value of non-monetary benefits — and be transparent about changes to compensation and benefits.; ;Invest in your workers’ career growth — bolstering retention and cutting back on the costs of needing to hire externally.; ;Check your work through engagement surveys to keep your finger on the pulse of employee needs and sentiment related to TR decisions.; Other strategies for TR pros, according to Sue Holloway, a compensation content director at WorldatWork, include scaling back less-utilized programs and more strongly utilizing non-monetary rewards such as recognition and flexibility.

Activities Point to Pay Equity Emphasis Jennings noted that 51% of employers that have made changes to compensation programs or workplace flexibility have also undertaken a compensation review for specific groups — almost half (49%) are hiring people at higher salaries, and 45% have undertaken a full compensation review of all employees.