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For WorldatWork Members ;Integrating Pay Equity Compliance with Effective Salary Administration , Journal of Total Rewards article; ;Using Analytics to Fully Assess and Close the Pay Gap , Journal of Total Rewards article; ;Solving the Pain Points in Pay Equity Analysis , Workspan Magazine article; ;Salary Budget Planning Guide , tool; ;Pay Equity Planning Guide , tool; For Everyone ;WorldatWork: 2026 Salary Increase Budgets Project U.S., Global Caution , Workspan Daily article; ;More Organizations Deploying Salary Structures to Tackle Compensation , Workspan Daily article; ;The Impact of Pay Compression on Pay Equity , Workspan Daily article; ;A Road Map for Developing Your Global Pay Equity Strategy , Workspan Daily article; ;2025-2026 Salary Budget Survey , research; Navigating a challenging labor market continues to put pressure on internal pay equity in many organizations.

Women doctors earn an estimated $2 million less than men over the course of their careers.

For WorldatWork Members ;Technology to Move the DEI Needle , Workspan Magazine article;AI Copilots: Improving the HR Experience for Employees , Journal of Total Rewards article;TR Is Key to Successfully Integrating AI and Work , Journal of Total Rewards article; For Everyone ;New U.S.

For WorldatWork Members Helping Employees Secure Their Retirement Future , Journal of Total Rewards article;Retirement Booster , Workspan Magazine article;Revisiting Retirement Benefits , Workspan Magazine article;Your Retirement Plan May Be Fostering Inequity: Here’s How to Fix It , Workspan Magazine article; For Everyone The Critical Role of Retirement Income Projections in DC Plans , Workspan Daily article;ERISA at 50: The Evolution of Retirement Benefits , Workspan Daily article;Employers: Urge Workers to Consider HSAs as a Retirement Tool , Workspan Daily article;Retirement Plans — Design Considerations & Administration , course; While the dual certainties of death and taxes have long prompted universal dread, most American workers now fear something as even more grave than the grave: retirement.

“That speaks to the power that non-financial rewards like job security, benefits and flexible work have in retaining employees,” said Monica Martin, a senior director and total rewards leader at WTW.

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 Experience; ;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.

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

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; ;Total Rewards;

For WorldatWork Members Total Rewards Inventory of Programs & Practices , research;WorldatWork KPIs and Business Formulas , tool;Benefit Document Builder , tool;Utilizing Benefits to Strategically Foster Employee Engagement , Journal of Total Rewards article;Studies: Benefits Offerings Grow to Strengthen Employee Engagement , Journal of Total Rewards article; Cultivating the right mix of employee benefits is more important than ever for organizations and their total rewards (TR) professionals, particularly with research indicating personalization and choice are impactful in attracting and retaining top talent.

;In total, nearly 95% of organizations reported using either a market-based or traditional compensation structure in this year’s survey.;13% more respondents said they use a single salary structure in this year’s survey versus 2019.;54% of organizations reported having multiple compensation structures, down slightly from the previous survey’s 59%.; “Understanding the ever-evolving landscape of salary structures is crucial for organizations in today’s dynamic market conditions,” said Liz Supinski, director of research and insights at WorldatWork.