Searching Employment Law on page 72

Pearl Meyer’s Toman advised companies that use geo-pay to consider factors such as: ;What differentials to apply to remote workers versus hybrid or in-office workers.; ;How many geo zones to establish.; ;What will happen if an employee voluntarily relocates to a different region.; Employers will also want to keep an eye on pay transparency laws in 2026, which may impact the way they must present their geographic pay information in job postings, Toman said.

There is a proliferation of state and local laws and proposed bills requiring employers to provide salary range information to applicants for posted positions either when requested or at specific points in the hiring process.

;Data on employee experience, pay grade or job level, and location, all of which affect pay differences and help determine the adjusted pay gap.; “[Employers] should be driving progress on both [ raw and adjusted pay ] metrics, year-over-year, business unit by business unit, because employees increasingly expect that their employers are ensuring fairness,” Levine said.

Aside from various tax and employment laws, which would extend outside the U.S. for many companies exploring their crypto payment options, employers would also need to then determine how to proceed with the design and organization of the compensation plan and distribution.

The proposal offers an opportunity to continue advancing bipartisan dialogue with Congress and to build on the success of the SECURE Act, which President Trump signed into law, and the SECURE 2.0 Act.

The experts interviewed for this article offered the following tips to help employers ensure their employees are understanding, utilizing, benefiting from — and appreciating — their benefits. 1.

In most cases, companies can choose to pay employees more frequently than the law requires but not less.

“When an employer interferes in any way with employees’ … right to display union insignia (whether through buttons, pins, stickers, shirts, hats, or any other accessories or attire), that interference is presumptively unlawful, and the employer has the burden to establish special circumstances that justify its interference.”

Turba advised employers to consider the following factors, which — if fed into AI models — can embed and augment prior or existing biases into future compensation decisions on a much larger scale: ;Incorrect or inconsistent historical pay decisions within your own organization (e.g., employees hired into the wrong role, promoted too late, paid outside of stated salary guidelines or demoted without a pay adjustment).; ;Workers not being hired, promoted or paid equitably due to individual instances of intentional or unconscious manager bias.; ;Long-perpetuated patterns of paying women or minority employees , for instance, less than their peers for similar roles .; “But it goes deeper than [internal compensation history],” Turba said.