Searching Compensation on page 75

These tools can: ;Automate routine or repetitive HR tasks.; ;Gather and interpret large data sets, such as benchmarking metrics from multiple sources — especially useful for large or global organizations.; ;Provide real-time compensation analysis and reviews of salary structures.; ;Offer a bird’s-eye view of an overall compensation system, bringing patterns to the surface that might not have been noticed in isolation.; ;Incorporate corporate-wide salary information and market data to better equip managers to make equitable, consistent compensation decisions.; ;Urge managers and total rewards (TR) professionals to think through and justify their salary decisions or performance ratings — capturing that information, identifying patterns and codifying them to create more robust data and systems moving forward.; ;Generate personalized talking points to help managers explain pay decisions to employees.; ;Provide data to back up compensation decisions.; ;Apply compensation rules the

For organizations seeking to reduce bias in a skills-based pay structure, the experts interviewed for this article shared AI tools can generate value by: ;Helping to identify, define, assess and reward skills most important to your organization.; ;Walking a total rewards (TR) professional through different variables to land on personalized suggestions regarding pay decisions based on a specific employee’s skills, once a tool has been trained with employer-specific data and guidelines.; ;Combing through your organization’s compensation data to determine if employees across various divisions and demographics are truly being paid consistently for comparable skills, and identify patterns or disparities indicating potential bias.; ;Helping drive compensation decisions based on real-time benchmarking data related to skills.; “By having more timely and robust access to external market data, rewards teams will be able to react quickly to changes in the market for talent by directing salary

“Even if a remote role is not ultimately filled by an employee who lives in a jurisdiction with a pay transparency law,” Cardin said, “pay transparency requirements might still apply if the role could be performed by a candidate who lives in such a state.” 5 Tips for HR and TR Pros to Avoid Risks To avoid both legal liability and negative publicity, legal experts generally advise employers to proactively embrace a pay transparency strategy, which requires a deep preliminary dive into corporate compensation practices and principles.

Only 5% of organizations provide additional compensation for office attendance, and even fewer (3%) are considering this practice, according to November 2024 Korn Ferry data representing more than 7,500 employers.

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 ;

See Issue Workspan Magazine, February-March 2025 Inthisissue: Financial well-being ROI; executive compensation; reconciling internal vs. external pay strategy; internal talent marketplaces; more.

It also would increase the minimum annual salary required to satisfy the Highly Compensated Employee (HCE) exemption from $107,432 to $143,988.

Workspan Magazine article; ;Total Compensation Statement Builder, tool; ;Leveraging Job Descriptions for Effective Compensation , tool; For Everyone ;Maximize the Potential of New Hires with Targeted Reward Strategies , Workspan Daily article; ;How Total Rewards Can Break the Cycle of Job Hugging , Workpan Daily article; ;Where Does the Power Lie in the Employer-Employee Relationship?

Regarding compensation committee members, lack of responsiveness to prior SoP concerns continues as the main issue for concern driving negative vote recommendations.

For WorldatWork Members ;Pivot on Pay: Getting Creative to Attract and Incentivize Talent , Workspan Magazine article; ;How to Understand What Matters Most to Job Candidates , Workspan Daily Plus+ article; ;Don’t Underestimate the Power of Non-Financial Rewards , Workspan Daily Plus+ article; ;How Total Rewards and Career Development Go Hand in Hand , Workspan Daily Plus+ article; For Everyone Workers Are Seeking Greener Pastures, and Higher Pay Is the Driver , Workspan Daily article;Leveraging Competitive Compensation to Retain Top Talent , Workspan Daily article;How Total Rewards Can Close the Work Experience/Readiness Gap , Workspan Daily article;Invest in Career Development to Retain Young Talent , Workspan Daily article; Young workers generally have different career outlooks and goals than their occupational predecessors, and one way to view that is through tenure.