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Comp Type 2024 2025 2026 (October projections) 2026 (March actual) Merit Increases 3.3% 3.2% 3.2% 3.1% Total Increases 3.6% 3.5% 3.5% 3.4% Sixty-one percent of the employers surveyed in October anticipated the economy would have a moderate to significant impact on 2026 compensation decisions.

To maximize a return on incentive spend, 27% of companies recently moved to more individual (vs. team) measures in their sales compensation plan, according to the results of the Alexander Group’s Sales Compensation Trends Survey .

Agnostic to industry, 27% of organizations said they only address “severely underpaid” employees if their workers or managers specifically ask them to, according to Payscale’s report.

Some key findings in the report include: ;Paying monthly bills was the most common source of financial stress among study participants (60%), followed by not having enough savings in case of emergency (46%) and job/income security (33%).; ;The most common reason cited for access to earned wages was food , reported by 76% of study participants.

., preeclampsia, gestational diabetes, hyperemesis gravidarum) 69% Being overweight or obese 60% Being older than 35 53% Being pregnant with twins or triplets 35% Using in-vitro fertilization (IVF) 18% Serving as a surrogate 9% Only 3.5% of employees correctly identified all of these as risks, and in fact, 6% of workers believed that none of those factors increased pregnancy risk.

These templates were designed to aid you through the implementation process and reflect changes to FLSA exemption tests that were published in the Federal Register on September 27, 2019, and became effective January 1, 2020.

Speaking before the Northwestern Securities Regulation Institute on Jan. 27, Peirce stated , “Historically, shareholder proposals were focused on governance topics that had a direct relationship to the financial prospects of a company. … In the past decade, the number of shareholder proposals related to environmental and social issues has risen steadily.

More than 75% of employees believe their leaders show bias in promotion decisions and 60% believe their leaders only promote people who share their same opinions.

Development and workplace practices show broader differences across organization types.

The variability in what type of employer brand appeals to individuals raises the question: can one brand appeal to everyone?