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Research: WorldatWork’s 2023-24 Salary Budget Survey Parker said other potential action items for employers to consider if they have unionization concerns over rewards/compensation, include: Develop a compensation strategy that is externally competitive and internally equitable, and assess the strategy as needed to remain competitive.

Input 1: The Organization’s Long-Term Strategic Plan Many large public companies have multiyear strategies to develop a path toward long-term shareholder and stakeholder value.

Another example of targeted solutions is developing an LGBTQ+ benefits guide for employees that acknowledges existing difficulties around finding accepting and culturally competent care, while also providing specific information on available resources and gender-affirming services, Walton said.

;Access to conferences with professional development opportunities focused on LGBTQ+ workers.; Policies and Benefits Should Be Explicit and Specific Lewis-Kulin encouraged employers to revise existing policies to ensure they definitively address and include LGBTQ+ employees — for instance, dress codes featuring individuals of varying gender expressions, health policies that specifically outline benefits for same-sex or domestic partners, or inclusive language (such as “spouse/partner” rather than “husband/wife”).

“Strategies related to managing chronic conditions, networks, drug formularies or the overall benefit design need to be tailored and targeted,” he said. “ For example, g oing into 2025 , plans must prioritize development of a holistic strategy to manage obesity and determine what role GLP-1s will play in that strategy .”

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He advised employers developing an action plan to: ;Stay current on potential and imminent changes, perhaps by subscribing to legal updates and alerts.; ;Analyze the changes at both the state and federal level.; ;Prioritize the shifts that are most likely and/or significant for a particular organization.; ;Preemptively review and update policies, such as wage/hour classifications, noncompete agreements, DEI initiatives and workplace conduct guidelines.; Cheeseman at Norton Rose Fulbright recommended employers stay in close contact with labor and employment attorneys for guidance.

One aspect of that evolving role will be to develop new standards of productivity related to emerging AI-related jobs — for whom success may be measured more by effectiveness rather than time spent, for instance, said Niloy Ray, a shareholder and member of the AI and Technology Practice Group at Littler Mendelson P.C.

Develop an index comparing expected vs. actual increases to ensure top performers receive meaningful differentiation in pay increases.

Rather than view their employees as assets or investments whose performance, engagement and development significantly impact their organization’s growth trajectory and business outcomes, some executives regard their employees as cost centers .