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For multistate employers, and increasingly single state employers with remote workers, navigating varying state regulations can be a complex administrative burden, often resulting in confusion and frustration for both employers and employees (the word we hear most often is “nightmare”).

The survey of 600 remote workers who live outside their employer’s state found: ;Coverage gaps hit younger remote workers hardest. 59% of millennials and Gen Z employees reported relying on out-of-network care due to their remote work location — significantly higher than the 46% average across all age groups.; ;Evolving healthcare needs are influencing job-switch considerations. 79% of younger remote workers have considered leaving their jobs due to healthcare coverage concerns.

Our work sits at the intersection of data, emotion, law, urgency and culture.

.; ;Walking a total rewards (TR) professional through different variables to land on personalized suggestions regarding pay decisions based on a specific employee’s skills, once a tool has been trained with employer-specific data and guidelines.; ;Combing through your organization’s compensation data to determine if employees across various divisions and demographics are truly being paid consistently for comparable skills, and identify patterns or disparities indicating potential bias.; ;Helping drive compensation decisions based on real-time benchmarking data related to skills.; “By having more timely and robust access to external market data, rewards teams will be able to react quickly to changes in the market for talent by directing salary adjustment budgets in real time to employees or candidates with critical emerging skills that are in high demand,” said Gordon Frost, a global rewards solution leader at consulting firm Mercer.

Salary increases at the in high paying jobs may in part be driven by productivity gains — if workers are able to achieve more work with less with the help of AI, employers may be rewarding this accordingly.

Individuals can also enhance their employability by voluntarily sharing their data with the recruiters, because it improves employment opportunities and creates a culture of trust between the employee and the employers (Chillakuri and Attili 2021).

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WTW's 2024 Pay Effectiveness and Design Survey , a client survey shared with Workspan Magazine , found that many of the employer respondents did not feel they were delivering on the core objectives of their pay programs.

The Canadian government (n.d.) passed a pay equity law in 2018 that applies to the federal civil service and to organizations under federal jurisdiction.

Moreover, the government had contributed to the problem by not requiring adequate payments from withdrawing employers and by permitting underfunding of the PBGC multi- employer program.