Searching Workplace Equity on page 93

“We’ve received good feedback, and our managers are understanding how they could assess pay equity, how they understand job leveling and all of those details that go with the job architecture,” said May.

It also promoted equity by expanding access to populations underrepresented in apprenticeships: women, people of color, veterans and people with disabilities.

Options outlined by Korn Ferry include: ;Single bonuses based on the completion of AI certifications or training programs; ;Periodic bonuses calculated as a percentage of base pay; ;Equity vesting over several years (which also carries an additional retention benefit); According to Seifert, structuring AI premiums in this way, as opposed to building them into base pay, helps employers avoid: ;Substantial salary gaps between workers with otherwise similar roles;; ;Pay transparency and salary disclosure challenges; and,; ;The possibility of artificially inflating the value of a role and eventually needing to increase all salaries proportionately as the skills become more ubiquitous.; Variable compensation structures come down to paying not just for AI skills but for their outcomes , Seifert said — which, along with the skills themselves, organizations need to identify and explicitly articulate to make them measurable.

WORLDATWORK: We hear a lot about backlash about ESG (environment, social and governance) and DEI (diversity, equity and inclusion) metrics.

The coinciding rise of remote work has convinced many workplace experts that it’s a watershed moment in terms of how companies will approach their future workforce strategy.

Performance Management According to LinkedIn’s Workplace Learning Report, 94% of employees say they would stay at a company longer if it invested in their learning and development.

Typically, we think of babysitting when there’s a dependent child involved, but in the workplace it’s not uncommon for ineffective managers to use the same concept when dealing with their employees.

According to the latest research report from NovoEd , “The Great Workplace Disconnect. . .and How to Solve For It,” our research highlights three primary trends: Trend 1: The nature of work is changing, requiring new modalities and new skills clusters.

As new technology such as generative AI gets introduced into the workplace, a natural employee inclination is fear-based resistance out of job security concerns.

The idea can spur positive well-being and mental health results but can also usher in complications, PTO concerns and mask true causes of workplace stress.