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It examines such issues as which organizations are taking action on pay equity, how frequently organizations conduct pay equity analyses, the barriers and motivators of pay equity work, what types of compensation are included in pay equity analysis, how organizations share the results of pay equity analyses and more.

The current report, published in September 2024, includes trends in the rising use of various bonus types, such as sign-on, performance, retention, referral, and spot bonuses.

Valuation is important for any award types that are tied to the value of company equity, either at grant, vesting or payment.

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To help ease retirement-age tension, companies can consider a guiding formula of age and years of service, such as 72, with a minimum age of 60, to begin the retirement discussion.

While there’s no one-size-fits-all approach to achieving an effective balance of risk and reward in every compensation plan, organizations should ensure compensation programs are appropriately designed and function based on the types and extent of their risk.

Nearly one-third of SLB’s 15,000 U.S. employees (30%) responded to the survey, and the results were clear: 72% identified retirement savings as their top priority and said they wanted a higher company match for their 401(k).

While the data shows that more types of compensation are being included in pay equity analyses, most organizations could improve their analysis by being more inclusive of all types of pay.

According to a Gartner (2023) study, these organizations have reported significant success: 79% have achieved standardized decisions, 72% think managers have more time for higher-value activities and 57% have seen improvements in pay-for-performance efforts.; However, this leap into automation is not the norm.

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