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More than 20 countries identified cardiovascular disease as their primary cost driver.

Notice 2024-73 explain ed how 20-hour -per-week employees and student employees are treated with respect to the LTPT rules: ;A 20-hour employee must be included as an LTPT employee if they meet the LTPT employee definition (500 hours worked in each of two consecutive years).

.; ;20% said they’re actively trying to change industries or roles.; Among those considering roles outside their usual field, the top motivations include: ;Better pay (33%); ;Job stability (29%); ;Work-life balance (23%); ;Remote flexibility (20%); ;Fewer opportunities in their industry (17%); ;Burnout (16%); Overall, 73% of surveyed job seekers said they’d give up at least one major job benefit to secure a role, and nearly 32% said they would accept a pay cut to get hired: ;13% would accept up to a 10% reduction.; ;11% would accept up to 20%.; ;8% would accept up to 30%.; Beyond pay, many job seekers are willing to adjust other expectations: ;23% would give up full-time hours.; ;22% would consider leaving their preferred industry.; ;18% would give up title or seniority.; ;15% would give up remote work options.; Chronic Strain Impacting Workforce Resilience, Well-Being Ninety percent of U.S. full-time workers are experiencing chronic strain, which digital mental health company

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Among employers surveyed for WorldatWork’s 2024 Total Rewards Inventory of Programs & Practices , fewer than 20% offered student loan debt repayment assistance and/or related benefits (i.e., college scholarship for employees’ children, college savings plans, employee scholarships, student aid or loans, or college preparation planning).

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Access a bonus Workspan Daily Plus+ article on this subject: Two TR Leaders Provide a Personal Take on Their 2026 Priorities; WorldatWork’s 2026 findings are based on the survey responses (from Oct. 27 through Nov. 21) of 290 TR leaders, including: ;Directors or senior directors (37%); ;Managers or senior managers (27%); ;Vice presidents (senior or assistant) (15%); ;Consultants/analysts/specialists (11%); ;Chiefs or heads (6%); ;Other titles (3%); Respondents represented a diversity of: ;Organization sizes ;500 to 2,499 employees (29%); ;2,500 to 9,999 (27%); ;20 to 499 (18%); ;20,000 or more (16%); ;10,000 to 19,999 (8%); ;Less than 20 (3%);; ;And, geographic regions;;United States (41%); ;Canada (14%); ;Europe (excluding the United Kingdom) (8%); ;U.K. (8%); ;India (8%); ;Asia (excluding India) (7%); ;Latin America and the Caribbean (6%); ;Middle East (4%); ;Africa (2%); ;Oceania (2%);; “TR leaders recognize that rewards programs must directly support organizational

It also revealed an increase in base pay variation, as 20% of organizations cite an increase in the variation in pay increases between top and bottom performers in the past 12 months.

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Presenter Joshua Lemon Senior Director of Global Total Rewards Resideo Josh Lemon is a seasoned Total Rewards professional with over 20 years of experience, specializing in compensation, benefits, and performance management.