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Organizations can use the group they’ve already selected in the 10-K disclosure, a peer group that is used for total benchmarking, or a peer group from a relative total shareholder return plan.

Traditional benchmarking cycles often keep pace with steady shifts but struggle when demand surges which leaves total rewards leaders making difficult choices about pay placement, equity, and retention.

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A total of 1,064 responses were received, representing organizations of different sizes and across multiple industries.

For example, some companies may use a relative total shareholder return (rTSR) measure to drive long-term incentive payouts.

Out of a total of 997 organizations surveyed, 51% indicated they began taking pay equity-related action in the past three years.