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$322,541 444 Animal Processing 26 $346,444 1,068 Apparel Manufacturing 46 $547,649 208 Auto Repair 229 $1,351,716 1,201 Child Care Services 333 $429,396 920 Construction 1,966 $32,092,812 18,035 Food Services 3,827 $35,141,615 27,537 Guard Services 577 $3,668,661 4,067 Hair, Nail & Skin Care Services 50 $78,203 67 Health Care 2,376 $37,833,431 29,937 Hotels and Motels 431 $1,102,230 1,783 Janitorial Services 325 $3,473,597 3,612 Landscaping Services 197 $4,014,501 2,142 Logistics 32 $563,837 822 Retail 1,217 $6,344,192 5,100 Temporary Help 143 $3,581,683 1,775 Trucking 582 $1,130,950 790 Utilities 38 $653,441 179 Warehousing 79 $222,446 277 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

Behind the Skills Gap Technology is evolving rapidly —faster than the workforce or the education system can keep up, said Sue Holloway, a compensation content director at WorldatWork.

See Issue Workspan Magazine, December 2024 -January 2025 Inthisissue: Compensation staff size; bonus backfires; childcare benefits; predictions on coming rewards strategies; self-funding sales compensation; more.

The types of compensation affected by cuts include: ;Bonuses (61%); ;Equity or stock awards (60%); ;Raises (59%); ;Benefits (53%); ;Base salaries (43%); According to the report, many organizations that are cutting compensation or using layoffs to fund AI are planning to take a flat, across-the-board approach to raises in 2026, sometimes referred to as “peanut butter raises,” rather than tying compensation to individual performance.

To strike that balance, Mosher encouraged employers and total rewards (TR) professionals to: ;Diversify a “wage-heavy” TR package with a larger focus on benefits , career development and recognition.; ;Use technology and artificial intelligence (AI) to automate certain administrative HR tasks to create more space for strategic initiatives.; ;Effectively communicate the full employee value proposition to workers, including the value of non-monetary benefits — and be transparent about changes to compensation and benefits.; ;Invest in your workers’ career growth — bolstering retention and cutting back on the costs of needing to hire externally.; ;Check your work through engagement surveys to keep your finger on the pulse of employee needs and sentiment related to TR decisions.; Other strategies for TR pros, according to Sue Holloway, a compensation content director at WorldatWork, include scaling back less-utilized programs and more strongly utilizing non-monetary rewards such as

The agency also alleged Allen Theatres had a companywide discriminatory compensation policy that stopped paying for Parrish’s family health insurance coverage because he was over 65 years old and eligible for Medicare.

“Professionals now value flexibility in the workplace very highly — it consistently lists among the most important priorities for employees after compensation, along with skills development and work-life balance,” he said.

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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 Benefits; ;Employee Compensation; ;Total Rewards; #1 Total Rewards & Comp Newsletter Subscribe to Workspan Weekly and always get the latest news on compensation and Total Rewards delivered directly to you.