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Key DEI Practices to Review Now As companies assess how to respond to these legal developments, it’s a good time to revisit best practices in setting DEI metrics and goals in incentive plans with these five strategies: Make the business case.

In addition, technology budgets are set to rise for 75% of CFOs, and 48% plan increases of 10% or more, underscoring the strategic importance of digital transformation, AI adoption and cybersecurity.

.);; ;Weaken an employee’s goal-setting and accountability;; ;Erode employee trust in the organization;; ;Generate retention risks; and,; ;Create potential legal risks with pay structures (i.e., whether the position truly should be exempt or nonexempt).; Catalysts of Change JD velocity today differs from years (and decades) past, when employees were reasonably expected to stay in the same job for three to five years, performing the same tasks.

Recently, organizations have witnessed a new set of technologies — AI (artificial intelligence), Cloud, RPA (robotic process automation), 3D (three-dimensional) printing, IoT (internet of things) and blockchain.

Local Law —San Francisco Salary History: Effective July 1, 2018, a city ordinance in San Francisco prohibits employers from both asking or considering a job applicants’ current or prior compensation in setting pay .

Still, almost as many employers set remote-worker pay based on the city where the employee resides, while other determinants include the worker’s state of residence, assigned office, closest office or region of residence.

The theory behind these laws is that because women tend to have weaker salary histories than men, in part due to discrimination, an employer’s use of salary history to set pay for a new employee perpetuates the effect of earlier discrimination.

For example, Jacobs said, TR leaders may start mining other HR functions, such as recruiting, talent acquisition, and learning and development, in order to leverage cross-functional skill sets.

It means most of these plans were set at the end of 2025, signaling employers are less-than-optimistic about the outlook for 2026,” said Andy Challenger, the chief revenue officer for Challenger, Gray & Christmas.

While many organizations have been focused on annual pay equity analysis and addressing disparities found, comparable analyses leveraging the same or similar data can be run concurrently to identify a set of actions, beyond remedial pay adjustments, to promote workplace equity and reduce the broader pay gap.