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The board said such stipulations can include training repayment agreement provisions (sometimes referred to as TRAPs), educational repayment contracts, quit fees, damages clauses, sign-on bonuses or other types of cash payments tied to a mandatory stay period, and other contracts under which employees must pay their employer in the event they voluntarily or involuntarily separate from employment.

The study utilized eight years of data from about 175 large U.S. law firms — but its findings are applicable to any type of professional services organization, said AJ Chauradia, an assistant professor of instruction in the School of Management at the University of South Florida’s Muma College of Business and one of the study’s authors.

As with anything else, there are pros and cons to these types of tools, Morón said.

They support WorldatWork’s mission by providing to practitioners — via established course materials — training and education on effectively designing and implementing strategies and practices in total rewards, including compensation, benefits, well-being and other aspects of human capital management.

Globally, organizations are trying more than ever to design programs directed at the individual needs of their employees.

The study highlighted other factors that come into play, such as firm-level attributes, CEO characteristics and policy-making roles, industry types and local transportation options — all of which affect RTO mandates and the level of flexibility that employers may believe they can accommodate.

Are we truly fulfilling the promise we’ve made to be the type of organization we aspire to be?”

Employers with such benefits can provide, for specified employees, pre-tax salary deferrals or other benefits up to these limits, and the two categories can be combined if an employee has both types of expenses.

Know When to Spend More, Not Less Rather than making panicked across-the-board budget cuts, consider tailoring HR spending based on how the function offers support across the three types of business capabilities , suggested Bestin Samuel, a senior principal analyst with Gartner’s HR Practice: ;Reduce spending on your supporting capabilities that stand up business operations (e.g., materials procurement, office maintenance) but don’t directly further strategy.; ;Sustain spending on your core capabilities that support key operating outcomes and enable priority work to run smoothly (e.g., customer experience, marketing, sales) .; ;Invest in or increase spending on your differentiating or strategic capabilities that provide a competitive advantage and enable the organization to stand out (e.g., product prototyping, innovation management) .; Keep an eye on the investments intended to save you money, Samuel added.

To limit the complexity of research design and sample size needed, we restricted the targets to women: heterosexual females, lesbians and bisexual females.