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What you will Learn: Participants will develop the skills and judgment required to lead Total Rewards at an executive level, including how to: Align Total Rewards philosophy and strategy with organizational priorities and business performance;Evaluate existing rewards programs, identify gaps, and develop forward-looking strategies;Build strong partnerships with executive stakeholders and influence enterprise decision-making;Establish meaningful KPIs and measure Total Rewards return on investment;Integrate data, analytics, and dashboards to communicate the value of rewards programs;Define governance structures, policies, and controls to support equitable and consistent program delivery;Lead and manage the Total Rewards function, including teams, vendors, and support systems;Communicate strategy updates and program changes clearly to leadership and the broader organization; The course emphasizes real-world application, strategic alignment, and innovative approaches to leading Total Rewards

; Sun noted that resources from the Economic Research Institute and survey vendors like Aon Radford and WTW can provide valuable insight into differences in cost of labor between locations based on published market data.

California is weighing a similar law, and the state’s Supreme Court ruled in August that third-party vendors can be liable if AI is used discriminatorily in hiring. ( Editor’s Note, 9/17/2025: Colorado, Illinois and New York City are leading efforts to regulate AI in HR by enacting laws to prevent algorithmic discrimination and require disclosures and audits for AI tools used in hiring and employment decisions.

; ;Did a new wellness vendor increase participation rates in some activities?

The design or implementation of a particular vendor’s benefit may be administratively burdensome for your total rewards department.

These dynamics, she added, create “a pressure-cooker environment,” and employers will need to balance myriad demands that include cost-mitigation efforts, pursuing quality within health plan and vendor offerings, and managing employee expectations — all while maintaining a competitive yet comprehensive health and benefit plan for their workforces.

That can ensure coverage continues to benefit those who most need the drugs, she said, adding that third-party vendors can help adjudicate these decisions.

That can include customers, vendors, shareholders, government institutions and — yes — employees.

Ask health plans and vendors these questions to assess the diversity of their provider network so that women employees have a comfort level with physician and specialist choices: What do the data show about employee claims, engagement and outcomes by sex, race and ethnicity?

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