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Enderes added that TR professionals should take the lead in this effort by: ;Funding manager coaching;; ;Measuring coaching as a TR strategy metric;; ;Enabling manager coaching through the design of rewards communications and career development tools; and,; ;Explicitly tying employee experience — primarily shaped by their manager — to the organization’s TR philosophy.; “The bottom line: When we under-invest in managers as coaches, we’re not just creating a performance management problem; we’re creating a total rewards crisis,” she said.

The right partnerships can help organizations design solutions tailored to their specific workforce demographics, industry challenges and organizational culture.; The Path Forward The organizations that will thrive in 2026 and beyond are, in general, those treating employee well-being as a core business strategy, not an HR checkbox.

When developing employees for leadership roles, design programs that incorporate assessments of AQ, such as the following: ;Job rotations.

Scott-Wears shared employers also are deploying targeted solutions, including: ;Fuel and mileage stipends;; ;Carpool and ride-share incentives;; ;Smarter work shift designs; and,; ;Operational changes to reduce unnecessary trips and other limited-duration or role-specific programs.; WorldatWork research found 77% of employers already offer some form of vehicle or commuter benefit — so you might just need to amplify your messaging, Scott-Wears said.

The Enduring Importance of Workplace Fairness E quitable and diverse workplaces are designed to address systemic and structural barriers that historically have created unequal outcomes.

“Rewards professionals must adapt to this pace of change while designing pay strategies that support it.”

Thus, they designated power, decision making and authority in a tiered system of management.

For example, Mercer’s “ 2023 Global Talent Trends Report ” found that designing skills-based talent programs was a top HR priority among 36% of respondents in the U.S. believe in skills-based pay as a way to provide more transparency to employees on what makes up their pay and how they can increase their earning potential.

A Different Work Landscape Shekar Nalle Pilli Venkateswara (NV), global leader, work, analysis & design practice leader at WTW, said people and organizations today have realized how feasible it is to work from home and they’ve gotten very used to it.

We’ve also worked to ensure these programs are inclusive and accessible for our remote, global workforce by leveraging digital tools and flexible design.