Searching Pondering Equity-Based Long-Term Incentive Plans on page 75

Support Internal Consistency While external competitiveness is key, internal equity likely is just as important.

Other key findings from the survey include: ;53% of C-suite leaders surveyed after the inauguration say the Trump administration’s anti-IE&D policies and/or rhetoric are likely to decrease corporate commitments in 2025.; ;47% of executives are expecting to see commitments remain the same or even grow as IE&D becomes increasingly polarized.; ;60% say their organizations are awaiting further developments on the new administration’s IE&D priorities, including enforcement plans, before making any changes.; ;55% say they are more worried post-inauguration about the risk of IE&D-related lawsuits, government enforcement actions and shareholder proposals.; ;22% of executives surveyed after the inauguration are currently considering reducing or eliminating IE&D-focused roles.; ;38% say they are contemplating ending incentives or manager evaluation criteria tied to advancing IE&D priorities.; California Bill Targets Use of AI to HR Decisions A California

Prospective Long-Term Cost Savings of Improved Health The broadening list of potential GLP-1 health benefits raises the consideration for employers of potential long-term health plan cost reductions that could make it easier to stomach the current cost of GLP-1 coverage.

Some of the most common benefits within these plans, according to Carpenter, include: College funding alternatives for families of executives;Sabbaticals;Flexible retirement alternatives to qualified plans ;Choice funding for life events such as turning age 50 and purchasing a vacation home;Phantom equity arrangements when stock is not available to share;In-service payments above annual bonuses for short term retention subject to restriction; The appeal to younger executives is a shorter commitment to realize the benefit, with some plans triggered in as little as five years.

Recent WorkProud research indicated most younger employees are not interested in remaining with their current employer long term, and very few of them would remain at their organizations if they were offered more money to do the same work elsewhere.

“Employees are typically presented with a large volume of benefits and incentives, which can be overwhelming,” she said.

Currently, the Employee Retirement Income Security Act (ERISA) only requires employers that offer 401(k) plans to make the plans available to employees aged 21 or older.

Layoffs may look good on paper in the short term, because they result in immediate cost savings, but from a long-term perspective, organizations may not account for the cost of having to hire and train new employees when the company moves back into growth mode.; Days after Elon Musk, the new owner of Twitter, announced the company was laying off half of its workforce, Facebook parent Meta said it had plans to cut more than 11,000 workers, or 13% of staff.

There are opportunities for employers to talk about the things that can help mitigate those effects — career development, long-term salary growth, stability within the organization if that’s one of your models, and financial well-being over the long term for retirement.”