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beqom",{"link":1239,"title":286},{"id":280,"type":84,"tags":1240,"lang":14,"slug":282,"first_publication_date":283,"last_publication_date":284,"uid":282,"url":65,"link_type":90,"key":1241,"isBroken":92},[],"92f2f5b0-8061-4e83-95e3-afe3d4e3e783",{"link":1243,"title":277},{"id":269,"type":84,"tags":1244,"lang":14,"slug":271,"first_publication_date":272,"last_publication_date":273,"uid":274,"url":275,"link_type":90,"key":1245,"isBroken":92},[],"d2dddf95-6f48-4cf0-bf36-c8a13cf97d00",{"link":1247,"title":219},{"id":211,"type":84,"tags":1248,"lang":14,"slug":213,"first_publication_date":214,"last_publication_date":215,"uid":216,"url":217,"link_type":90,"key":1249,"isBroken":92},[],"a3e96736-0903-4fb4-9a4a-015bd486d881",{"link":1251,"title":1260},{"id":1252,"type":84,"tags":1253,"lang":14,"slug":1254,"first_publication_date":1255,"last_publication_date":1256,"uid":1257,"url":1258,"link_type":90,"key":1259,"isBroken":92},"ZzHSVhEAACEABCYR",[],"industry-recognition-and-awards","2024-11-11T09:47:59+0000","2025-12-15T13:23:57+0000","awards-and-recognitions","\u002Fawards-and-recognitions","bf1c3585-9da8-47a0-bf81-d0b35e7c83f2","Awards",{"link":1262,"title":1265},{"id":299,"type":84,"tags":1263,"lang":14,"slug":301,"first_publication_date":302,"last_publication_date":303,"uid":304,"url":305,"link_type":90,"key":1264,"isBroken":92},[],"e7e9c89e-d21e-4299-b7c6-c5181118aa4a","In 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Us",{"link":1284,"title":81},{"id":83,"type":84,"tags":1285,"lang":14,"slug":86,"first_publication_date":87,"last_publication_date":88,"uid":86,"url":89,"link_type":90,"key":1286,"isBroken":92},[],"d90179c1-a633-40e9-86dd-6a841134cbb2",{"page":32,"results_per_page":1288,"results_size":1288,"total_results_size":41,"total_pages":1289,"next_page":1290,"prev_page":5,"results":1291,"version":2770,"license":2771},3,33,"https:\u002F\u002Fbeqom-com.cdn.prismic.io\u002Fapi\u002Fv2\u002Fdocuments\u002Fsearch?ref=ahcaYREAAC0AHfi5&q=%5B%5Bnot%28my.blog_article.uid%2C+%22platform%22%29%5D%5D&q=%5B%5Bat%28my.blog_article.products.product%2C+%22ZgUuHRAAAOklBAn4%22%29%5D%5D&q=%5B%5Bat%28document.type%2C+%22blog_article%22%29%5D%5D&orderings=%5Bmy.blog_article.date_to_order_by+desc%5D&page=2&pageSize=3&lang=en-us",[1292,1601,2129],{"id":1293,"uid":1294,"url":1295,"type":979,"href":1296,"tags":1297,"first_publication_date":1298,"last_publication_date":1299,"slugs":1300,"linked_documents":1302,"lang":14,"alternate_languages":1303,"data":1308},"ab0lIRQAACYAzkAZ","harnessing-ai-for-compensation","\u002Fblog\u002Fharnessing-ai-for-compensation","https:\u002F\u002Fbeqom-com.cdn.prismic.io\u002Fapi\u002Fv2\u002Fdocuments\u002Fsearch?ref=ahcaYREAAC0AHfi5&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22ab0lIRQAACYAzkAZ%22%29+%5D%5D",[],"2026-03-20T11:04:44+0000","2026-03-26T17:26:34+0000",[1301],"agents-can-handle-complexity.-they-cant-read-your-mind.",[],[1304,1306],{"id":1305,"type":979,"lang":18,"uid":1294},"agLptBYAACkATW1I",{"id":1307,"type":979,"lang":21,"uid":1294},"agLptRYAACgATW1P",{"title":1309,"excerpt":1310,"written_by":1314,"reviewed_by":1338,"publication_date":1339,"date_to_order_by":1340,"last_modified_date":5,"last_modified_date_description":1341,"time_to_read":1342,"blog_post_gating":1343,"button_label":5,"featured_image":1344,"products":1356,"topics":1383,"slices":1409,"meta_title":1595,"meta_description":1596,"meta_image":1597,"seo_index":53,"seo_follow":53,"og_title":1309,"og_description":1598,"twitter_title":1599,"twitter_description":1600,"do_not_display_in_list_of_blogs":92},"Harnessing AI for Compensation: Why the Best Agents Are the Ones You Control",[1311],{"type":36,"text":1312,"spans":1313,"direction":51},"AI is transforming HR tech, but speed without control is a liability. We explain why the most effective AI agents act as specialized partners, keeping your compensation logic, formulas, and data entirely in human hands.",[],{"id":1315,"type":1316,"tags":1317,"lang":14,"slug":1318,"first_publication_date":1319,"last_publication_date":1320,"uid":1318,"url":1321,"data":1322,"link_type":90,"key":1337,"isBroken":92},"acVrNhQAACgA3Ec6","author",[],"sebastien-baehni","2026-03-26T17:24:34+0000","2026-03-30T14:19:30+0000","\u002Fauthors\u002Fsebastien-baehni",{"name":1323,"author_photo":1324,"job_title":1331,"company_name":1332,"company_url":1333,"is_a_former_beqom_employee":92},"Sébastien Baehni",{"dimensions":1325,"alt":1327,"copyright":5,"url":1328,"id":1329,"edit":1330},{"width":1326,"height":1326},2000,"A portrait photo of Sébastien Baehni.","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaYxVUN0YXLCxVrU5_sebastien-baehni.jpg?auto=format,compress","aYxVUN0YXLCxVrU5",{"x":31,"y":31,"zoom":32,"background":33},"Chief Technology Officer","beqom",{"link_type":48,"key":1334,"url":1335,"target":1336},"898747cc-e01b-400c-8a84-00b65804ff70","https:\u002F\u002Fwww.beqom.com\u002F","_blank","c0e71c32-dfc6-4c45-ad0d-3e2324902fdd",{"link_type":90},"2026-03-20T08:59:00+0000","2026-03-20",[],5,"Ungated",{"dimensions":1345,"alt":1346,"copyright":5,"url":1347,"id":1348,"edit":1349,"preview":1351},{"width":611,"height":612},"Employee at computer harnessing AI for compensation","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002Fab0l2B5fn6DF3CGR_GeneratedImageMarch19_2026-11_11AM.jpg?auto=format,compress&rect=96,0,5328,3008&w=1240&h=700","ab0l2B5fn6DF3CGR",{"x":1350,"y":31,"zoom":32,"background":33},96,{"dimensions":1352,"alt":1346,"copyright":5,"url":1353,"id":1348,"edit":1354},{"width":620,"height":621},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002Fab0l2B5fn6DF3CGR_GeneratedImageMarch19_2026-11_11AM.jpg?auto=format,compress&rect=88,0,5345,3008&w=828&h=466",{"x":1355,"y":31,"zoom":32,"background":33},88,[1357,1370],{"product":1358},{"id":155,"type":105,"tags":1359,"lang":14,"slug":157,"first_publication_date":158,"last_publication_date":159,"uid":160,"url":161,"data":1360,"link_type":90,"key":1369,"isBroken":92},[],{"title":153,"icon":1361,"meta_title":1367,"meta_description":1368},{"dimensions":1362,"alt":1363,"copyright":5,"url":1364,"id":1365,"edit":1366},{"width":612,"height":612},"the beqom icon in yellow","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaTqnmHNYClf9oDtQ_AI_logo.png?auto=format,compress","aTqnmHNYClf9oDtQ",{"x":31,"y":31,"zoom":32,"background":33},"beqom's Intentional AI","With beqom AI we don't just automate pay – we augment it with Intentional AI.","40fc70df-6afe-48a1-b382-d5991dac32d5",{"product":1371},{"id":104,"type":105,"tags":1372,"lang":14,"slug":107,"first_publication_date":108,"last_publication_date":109,"uid":110,"url":111,"data":1373,"link_type":90,"key":1382,"isBroken":92},[],{"title":102,"icon":1374,"preview_title":807,"preview_image":1377,"meta_title":1380,"meta_description":1381},{"dimensions":1375,"alt":803,"copyright":5,"url":804,"id":805,"edit":1376},{"width":801,"height":802},{"x":31,"y":31,"zoom":32,"background":33},{"dimensions":1378,"alt":812,"copyright":5,"url":813,"id":814,"edit":1379},{"width":810,"height":811},{"x":31,"y":31,"zoom":32,"background":33},"Compensation Management Software by beqom","The Compensation Management software by beqom empowers employers to build effective compensation and performance strategies that encourage strong employee productivity.","60240b48-a044-45c3-94b7-2db4ba2f59c4",[1384,1399,1407],{"topic":1385},{"id":1386,"type":1387,"tags":1388,"lang":14,"slug":1389,"first_publication_date":1390,"last_publication_date":1390,"uid":1389,"data":1391,"link_type":90,"key":1398,"isBroken":92},"aTAvZxIAACQA4Ycz","topic",[],"ai","2025-12-03T12:40:27+0000",{"title":1392,"plural_title":1392,"icon_code":1393,"description_text_for_rs_coll_page":1394},"AI","ph:lightning",[1395],{"type":36,"text":1396,"spans":1397,"direction":51},"Articles and blogs on the topic of Artificial Intelligence.",[],"85bb902a-e721-400e-8495-ca55533a3727",{"topic":1400},{"id":1401,"type":1387,"tags":1402,"lang":14,"slug":110,"first_publication_date":1403,"last_publication_date":1404,"uid":110,"data":1405,"link_type":90,"key":1406,"isBroken":92},"ZiYjZRAAANCqVj0k",[],"2024-04-22T08:44:23+0000","2025-12-16T18:55:58+0000",{"title":102},"88de385f-a774-4654-b303-a06a577dcc01",{"topic":1408},{"link_type":90},[1410,1424,1466,1492,1515,1551,1574],{"variation":388,"version":342,"items":1411,"primary":1412,"id":1422,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1413,"text_size":1420,"background_color":1421},[1414,1417],{"type":36,"text":1415,"spans":1416,"direction":51},"The latest generation of AI models — Claude Opus 4.6, GPT 5.4, and their successors — can build entire applications from a conversation. Describe what you want, and within minutes you have working software. For anyone building technology, this feels like a genuine inflection point. And it is.",[],{"type":36,"text":1418,"spans":1419,"direction":51},"But if you work in compensation, that power comes with a question that matters more than any benchmark or capability score: who's actually in control of what the AI produces?",[],"Standard","None","article_text$62092d25-28b8-4d17-ae2f-0729e1b47469","article_text",{"variation":388,"version":342,"items":1425,"primary":1426,"id":1465,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1427,"text_size":1420,"background_color":1421},[1428,1431,1434,1437,1440,1444,1447,1450,1453,1456,1459,1462],{"type":483,"text":1429,"spans":1430,"direction":51},"Agents can handle complexity. They can't read your mind.",[],{"type":36,"text":1432,"spans":1433,"direction":51},"Let's start by giving AI its due. Modern agents are remarkably capable. They can navigate complex data models, chain together multi-step workflows, generate code, and reason through ambiguous problems. The idea that AI isn't ready for serious enterprise work is already outdated.",[],{"type":36,"text":1435,"spans":1436,"direction":51},"But capability isn't the issue. Intent is.",[],{"type":36,"text":1438,"spans":1439,"direction":51},"Compensation is one of those domains where what you want is extraordinarily hard to express. When a compensation leader says \"I need a fair merit increase matrix,\" that single sentence carries an enormous amount of implicit context: ",[],{"type":1441,"text":1442,"spans":1443,"direction":51},"list-item","Budget constraints",[],{"type":1441,"text":1445,"spans":1446,"direction":51},"Performance rating distributions",[],{"type":1441,"text":1448,"spans":1449,"direction":51},"Geographic pay differentials",[],{"type":1441,"text":1451,"spans":1452,"direction":51},"Internal equity targets",[],{"type":1441,"text":1454,"spans":1455,"direction":51},"Regulatory thresholds",[],{"type":36,"text":1457,"spans":1458,"direction":51},"These are in addition to dozens of org-specific rules that no one has ever fully written down. Comp lives in people's heads, in institutional knowledge, in judgment calls made over years of experience.",[],{"type":36,"text":1460,"spans":1461,"direction":51},"No agent — no matter how sophisticated — can infer all of that from a prompt. Not because the technology is limited, but because the intent is inherently human. This is why you need a mechanism for the human to be precise about what they actually mean. And that mechanism, in compensation, is the formula.",[],{"type":36,"text":1463,"spans":1464,"direction":51},"A formula is the contract between human intent and machine execution. It's where a compensation professional says: \"This is exactly what I mean by this rule.\" The agent can help you get there fast — suggesting structures, mapping data fields, generating candidates — but the formula is where the human signs off. That's not a limitation of AI. That's the intelligent use of it.",[],"article_text$af5e874f-e8a0-4fa0-8cae-49de21b271d4",{"variation":388,"version":342,"items":1467,"primary":1468,"id":1491,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1469,"text_size":1420,"background_color":1421},[1470,1473,1476,1479,1482,1485,1488],{"type":398,"text":1471,"spans":1472,"direction":51},"The touchpoint problem: reviewing everything or reviewing nothing",[],{"type":36,"text":1474,"spans":1475,"direction":51},"Here's a practical reality that anyone who has worked with AI agents knows: they produce a lot of output. An agent building a compensation application might generate dozens of data mappings, business rules, eligibility checks, and calculation steps in a single run. The sheer volume creates a new problem — without clear touchpoints, you're either reviewing everything line by line (defeating the purpose of using AI) or reviewing nothing (which is reckless with pay data).",[],{"type":36,"text":1477,"spans":1478,"direction":51},"Formulas solve this. They're the natural touchpoint between the human and the agent because they're readable, testable, and auditable. A compensation analyst can look at a formula and immediately assess whether it reflects what they intended. They can test it against sample data. They can trace the logic. They can say \"yes, that captures my rule\" or \"no, you've misunderstood the eligibility criteria.\"",[],{"type":36,"text":1480,"spans":1481,"direction":51},"Think of it like building a spreadsheet. Nobody questions the power of Excel. But the value of Excel isn't that it makes decisions for you — it's that you define the formula, and the tool executes it flawlessly across thousands of rows. You control the logic. The tool handles the scale.",[],{"type":36,"text":1483,"spans":1484,"direction":51},"AI agents should work the same way for compensation. The agent accelerates everything around the formula — understanding data structures, suggesting approaches, wiring up integrations. But the formula itself is where the human has a real conversation with the system, a touchpoint where intent becomes explicit. ",[],{"type":36,"text":1486,"spans":1487,"direction":51},"Without these touchpoints, you're trusting a probabilistic system to produce deterministic outcomes. And when it gets something wrong — which it will — the mistake is buried in a chain of reasoning that's nearly impossible to audit after the fact.",[],{"type":36,"text":1489,"spans":1490,"direction":51},"That's the real danger: not AI making errors, but that the errors are invisible.",[],"article_text$41ce0ef7-b779-4a7d-9520-c07a7ba384bf",{"variation":388,"version":342,"items":1493,"primary":1494,"id":1514,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1495,"text_size":1420,"background_color":1421},[1496,1499,1502,1505,1508,1511],{"type":483,"text":1497,"spans":1498,"direction":51},"A small team of focused agents beats one genius agent",[],{"type":36,"text":1500,"spans":1501,"direction":51},"There's a tempting vision in the AI world right now: the all-powerful agent that can do everything. One agent that replaces entire functions, handles every workflow, makes every decision. It's a compelling pitch, but in practice, it fails.",[],{"type":36,"text":1503,"spans":1504,"direction":51},"What works — and what we've learned building AI-powered compensation tools — is the opposite. You want a small team of focused agents, each with a narrow scope and a clear job. One agent that understands your data model. Another that generates formula syntax. Another that validates against business rules. Each one does its job well precisely because it doesn't try to do everything else.",[],{"type":36,"text":1506,"spans":1507,"direction":51},"This mirrors how effective human teams work. You don't ask one person to be the data engineer, the compensation analyst, the compliance officer, and the formula auditor. You build a team of specialists who collaborate. AI agents work the same way. When an agent has a narrow mandate, it doesn't overthink. It doesn't hallucinate edge cases. It doesn't confuse the context from one task with another. It stays in its lane and delivers reliably.",[],{"type":36,"text":1509,"spans":1510,"direction":51},"The moment you try to build a single agent that handles the entire compensation lifecycle — from data ingestion to rule creation to calculation to reporting — you get an agent that's mediocre at everything and reliable at nothing. It loses track of instructions, introduces subtle errors, and creates a debugging nightmare that's worse than the manual process it was supposed to replace.",[],{"type":36,"text":1512,"spans":1513,"direction":51},"Narrow scope isn't a compromise. It's an architectural decision. And it's the one that works.",[],"article_text$ed49ca5e-d06b-4a07-a66d-b6ff335b8e7f",{"variation":388,"version":342,"items":1516,"primary":1517,"id":1550,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1518,"text_size":1420,"background_color":1421},[1519,1522,1525,1528,1536,1540,1545],{"type":483,"text":1520,"spans":1521,"direction":51},"Speed without control isn't an advantage — it's a liability",[],{"type":36,"text":1523,"spans":1524,"direction":51},"The conversation about AI in HR too often falls into one of two camps: uncritical enthusiasm (\"AI will transform everything!\") or reflexive caution (\"AI is too risky for compensation\"). Both miss the point.",[],{"type":36,"text":1526,"spans":1527,"direction":51},"The real question isn't whether to use AI. It's about how to direct its power toward outcomes you can stand behind. Speed is valuable — being able to generate a complex incentive formula in minutes instead of days is a genuine competitive advantage. But speed without control isn't an advantage. It's a liability.",[],{"type":36,"text":1529,"spans":1530,"direction":51},"This is what we mean by Intentional AI at beqom. Not AI that's cautious or limited, but AI that's directed — where the power is harnessed toward a specific, human-defined purpose.",[1531],{"start":1532,"end":1533,"type":46,"data":1534},23,38,{"link_type":48,"url":1535,"target":1336},"https:\u002F\u002Fwww.beqom.com\u002Fproducts\u002Fbeqom-ai",{"type":1441,"text":1537,"spans":1538,"direction":51},"Explainable — every formula the agent generates can be inspected, understood, and audited. No black boxes, no hidden reasoning chains.",[1539],{"start":31,"end":423,"type":42},{"type":1441,"text":1541,"spans":1542,"direction":51},"Collaborative — the agent works alongside compensation professionals as a fast, capable partner. It proposes. The human decides. The system executes deterministically.",[1543],{"start":31,"end":1544,"type":42},13,{"type":1441,"text":1546,"spans":1547,"direction":51},"Controllable — you own the data, you own the formulas, you own the outcomes. The agent operates within boundaries you define, not boundaries it invents.",[1548],{"start":31,"end":1549,"type":42},12,"article_text$3e5c9605-fcbe-47d3-8fab-a0e8303bcc68",{"variation":388,"version":342,"items":1552,"primary":1553,"id":1573,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1554,"text_size":1420,"background_color":1421},[1555,1558,1561,1564,1567,1570],{"type":483,"text":1556,"spans":1557,"direction":51},"What we're building",[],{"type":36,"text":1559,"spans":1560,"direction":51},"At beqom, we're building the platform that makes this real. A place where AI agents help compensation teams create intelligence across the entire compensation workflow – from data exploration and pay analysis to rule design and scenario modeling. ",[],{"type":36,"text":1562,"spans":1563,"direction":51},"One of the core use cases for Comp Professional is building formulas on top of their data – fast, efficiently, and in a way that is clear and explainable to the people that are accountable for pay decisions. But formulas are just the beginning. The same principles of control and explainability extend to every place where the agents interact with compensation logic, and apply to the creation of the agents themselves.  ",[],{"type":36,"text":1565,"spans":1566,"direction":51},"The agent handles the heavy lifting: navigating complex data models, suggesting formula structures, mapping fields, generating candidates. But every formula passes through human hands before it touches real compensation data. The touchpoints are built into the workflow by design, not bolted on as an afterthought.",[],{"type":36,"text":1568,"spans":1569,"direction":51},"Because we believe the companies that will get AI right in HR aren't the ones that hand everything to the machine. They're the ones that know exactly where to draw the line — and build systems that make that line easy to hold.",[],{"type":36,"text":1571,"spans":1572,"direction":51},"The future of AI in compensation isn't about replacing human judgment. It's about giving human judgment the fastest, most powerful tools it's ever had, while making sure it remains exactly that: human.",[],"article_text$0f6b2fe6-d7dc-4b60-bfdf-34b1be7baf6e",{"variation":388,"version":342,"items":1575,"primary":1576,"id":1594,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1577,"text_size":1420,"background_color":1593},[1578,1581,1584,1590],{"type":483,"text":1579,"spans":1580,"direction":51},"Ready to put AI to work without losing control? ",[],{"type":36,"text":1582,"spans":1583,"direction":51},"Don't let your compensation logic get lost in a black box. Explore how beqom uses focused AI agents to accelerate your workflow while keeping your data, formulas, and outcomes entirely in your control.",[],{"type":36,"text":1585,"spans":1586,"direction":51},"Discover beqom's Intentional AI",[1587],{"start":31,"end":1588,"type":46,"data":1589},31,{"link_type":48,"url":1535,"target":50},{"type":36,"text":1591,"spans":1592,"direction":51},"",[],"Green","article_text$bb08a463-1e89-4051-9bd6-97c2595b862d","AI in Compensation: Why Control Matters | beqom","AI can build complex compensation logic in minutes, but who controls the output? Learn why the best AI in HR relies on human intent, not black boxes.",{},"Generative AI is incredibly powerful, but in compensation, a black box is a massive liability. Discover why beqom believes Intentional AI and highly focused agents are the key to accelerating your comp workflows, without losing control of the logic.","Harnessing AI for Compensation: Why Control Matters","Speed without control is a liability. We explain why compensation teams need Intentional AI to avoid the black box trap and keep human judgment at the center of pay decisions.",{"id":1602,"uid":1603,"url":1604,"type":979,"href":1605,"tags":1606,"first_publication_date":1607,"last_publication_date":1608,"slugs":1609,"linked_documents":1611,"lang":14,"alternate_languages":1612,"data":1617},"aa6-fREAACEAbOG1","compensation-management-trends-financial-services","\u002Fblog\u002Fcompensation-management-trends-financial-services","https:\u002F\u002Fbeqom-com.cdn.prismic.io\u002Fapi\u002Fv2\u002Fdocuments\u002Fsearch?ref=ahcaYREAAC0AHfi5&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22aa6-fREAACEAbOG1%22%29+%5D%5D",[],"2026-03-09T15:39:10+0000","2026-03-18T15:54:36+0000",[1610],"executive-summary",[],[1613,1615],{"id":1614,"type":979,"lang":18,"uid":1603},"abwJsRQAACYAzGKk",{"id":1616,"type":979,"lang":21,"uid":1603},"acPkhRQAACUA2Xr2",{"title":1618,"excerpt":1619,"written_by":1623,"reviewed_by":1641,"publication_date":1642,"date_to_order_by":1643,"last_modified_date":5,"last_modified_date_description":1644,"time_to_read":1645,"blog_post_gating":1343,"button_label":5,"featured_image":1646,"products":1656,"topics":1668,"slices":1674,"meta_title":2122,"meta_description":2123,"meta_image":2124,"seo_index":53,"seo_follow":53,"og_title":2125,"og_description":2126,"twitter_title":2127,"twitter_description":2128,"do_not_display_in_list_of_blogs":92},"Compensation Management Trends in 2026: Governance, Performance, and Defensibility in Financial Services",[1620],{"type":36,"text":1621,"spans":1622,"direction":51},"In 2026, compensation in Financial Services has shifted from a back-office function to a high-stakes strategic lever for risk management and regulatory compliance. Discover the six essential trends—from the EU Pay Transparency Directive to AI-driven governance—redefining the future of rewards.",[],{"id":1624,"type":1316,"tags":1625,"lang":14,"slug":1626,"first_publication_date":1627,"last_publication_date":1628,"uid":1626,"url":1629,"data":1630,"link_type":90,"key":1640,"isBroken":92},"Zh_zMBAAAFIAOwZb",[],"vismay-gada","2024-04-17T16:05:12+0000","2026-02-19T12:27:32+0000","\u002Fauthors\u002Fvismay-gada",{"name":1631,"author_photo":1632,"job_title":1638,"company_name":1332,"company_url":1639,"is_a_former_beqom_employee":92},"Vismay Gada",{"dimensions":1633,"alt":1634,"copyright":5,"url":1635,"id":1636,"edit":1637},{"width":1326,"height":1326},"A portrait photo of Vismay Gada","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaYxXCN0YXLCxVrVw_vismay-gada.jpg?auto=format,compress","aYxXCN0YXLCxVrVw",{"x":31,"y":31,"zoom":32,"background":33},"Chief Evangelist and Global Head of Financial Services",{"link_type":48,"key":1334,"url":1335,"target":1336},"7b366aa1-71ce-4a4c-8898-6fa19918a39b",{"link_type":90},"2026-03-09T09:00:00+0000","2026-03-09",[],6,{"dimensions":1647,"alt":1648,"copyright":5,"url":1649,"id":1650,"edit":1651,"preview":1652},{"width":611,"height":612},"A conference room with a woman presenting and two men sitting at a table taking notes.","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002Faa7NmVxvIZEnjeg6_blogfinance.jpg?auto=format,compress&rect=84,0,2232,1260&w=1240&h=700","aa7NmVxvIZEnjeg6",{"x":617,"y":31,"zoom":32,"background":33},{"dimensions":1653,"alt":1648,"copyright":5,"url":1654,"id":1650,"edit":1655},{"width":620,"height":621},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002Faa7NmVxvIZEnjeg6_blogfinance.jpg?auto=format,compress&rect=81,0,2239,1260&w=828&h=466",{"x":624,"y":31,"zoom":32,"background":33},[1657],{"product":1658},{"id":104,"type":105,"tags":1659,"lang":14,"slug":107,"first_publication_date":108,"last_publication_date":109,"uid":110,"url":111,"data":1660,"link_type":90,"key":1667,"isBroken":92},[],{"title":102,"icon":1661,"preview_title":807,"preview_image":1664,"meta_title":1380,"meta_description":1381},{"dimensions":1662,"alt":803,"copyright":5,"url":804,"id":805,"edit":1663},{"width":801,"height":802},{"x":31,"y":31,"zoom":32,"background":33},{"dimensions":1665,"alt":812,"copyright":5,"url":813,"id":814,"edit":1666},{"width":810,"height":811},{"x":31,"y":31,"zoom":32,"background":33},"36dce331-df25-4b3c-a6fa-5f4c7832e284",[1669],{"topic":1670},{"id":1401,"type":1387,"tags":1671,"lang":14,"slug":110,"first_publication_date":1403,"last_publication_date":1404,"uid":110,"data":1672,"link_type":90,"key":1673,"isBroken":92},[],{"title":102},"a2fc3372-9961-49ab-b472-a7ad94c0631a",[1675,1693,1731,1738,1795,1840,1852,1888,1896,1908,1950,1958,2005,2039],{"variation":388,"version":342,"items":1676,"primary":1677,"id":1692,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1678,"text_size":1691,"background_color":345},[1679,1682,1685,1688],{"type":483,"text":1680,"spans":1681,"direction":51},"Executive summary",[],{"type":36,"text":1683,"spans":1684,"direction":51},"In 2026, compensation in Financial Services is no longer merely a mechanism to reward performance. It has become a core system of governance, risk management, and organizational credibility. Firms that treat compensation as a strategic lever rather than an administrative function are better positioned to attract talent, satisfy regulators, and drive sustainable performance.",[],{"type":36,"text":1686,"spans":1687,"direction":51},"Five forces are converging simultaneously. Regulatory scrutiny around variable pay and Material Risk Taker (MRT) compensation remains intense, even as structural flexibility has increased in key jurisdictions such as the United Kingdom. Performance management is becoming more multi-year, risk-adjusted, and evidence-based, rather than purely revenue-driven. Technology is becoming mission-critical, not just for efficiency, but for defensibility, auditability, and consistent manager execution. Pay transparency regulation particularly the EU Pay Transparency Directive is imposing new disclosure and equity obligations across the sector. And skills-based compensation is reshaping how firms value and reward their workforce.",[],{"type":36,"text":1689,"spans":1690,"direction":51},"Firms that modernize their compensation architecture by integrating performance, risk, skills, and AI within strong governance will strengthen both financial outcomes and stakeholder trust. Those that do not risk misalignment, regulatory exposure, and talent attrition.",[],"Small","article_text$a002108b-acaf-42ab-8c02-c2b0f4b3337a",{"variation":388,"version":342,"items":1694,"primary":1695,"id":1730,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1696,"text_size":1420,"background_color":1421},[1697,1700,1703,1706,1709,1712,1715,1718,1721,1724,1727],{"type":483,"text":1698,"spans":1699,"direction":51},"Trend #1: pay for performance is being rebuilt around risk, not just revenue",[],{"type":36,"text":1701,"spans":1702,"direction":51},"In 2026, leading Financial Services firms are moving away from short-term, revenue-centric bonus models toward multi-year, risk-adjusted performance frameworks. This shift reflects both regulatory pressure and a growing recognition within the industry that single-year, revenue-only metrics can incentivize excessive risk-taking at the expense of long-term firm stability.",[],{"type":398,"text":1704,"spans":1705,"direction":51},"Key structural shifts",[],{"type":1441,"text":1707,"spans":1708,"direction":51},"Stronger linkage between performance outcomes and risk behavior, with risk metrics weighted explicitly in incentive scorecards.",[],{"type":1441,"text":1710,"spans":1711,"direction":51},"Greater use of deferrals, clawbacks, and malus provisions to ensure accountability extends beyond the award year.",[],{"type":1441,"text":1713,"spans":1714,"direction":51},"More structured calibration processes across business lines, with senior leadership and compensation committees playing a more active role in final allocation decisions.",[],{"type":1441,"text":1716,"spans":1717,"direction":51},"Clearer documentation of the rationale behind pay decisions, enabling defensibility to regulators, auditors, and employees.",[],{"type":36,"text":1719,"spans":1720,"direction":51},"Performance is increasingly assessed as a trajectory rather than a single-year event, balancing revenue growth against controls effectiveness, conduct, and long-term firm stability. This trajectory based approach allows firms to identify and reward sustained value creation while penalizing behaviors that generate short-term gains at systemic cost.",[],{"type":398,"text":1722,"spans":1723,"direction":51},"The regulatory context",[],{"type":36,"text":1725,"spans":1726,"direction":51},"In the UK, the removal of the banker bonus cap in October 2023 and the October 2025 remuneration reforms under PRA Policy Statement PS21\u002F25 have reshaped the variable pay landscape. Several major UK banks have already announced plans to increase the proportion of variable pay relative to fixed compensation, making overall packages more sensitive to risk outcomes. As PRA CEO Sam Woods noted, the reforms are designed to support UK competitiveness without encouraging the reckless pay structures that contributed to the 2008 financial crisis.",[],{"type":36,"text":1728,"spans":1729,"direction":51},"For Financial Services firms, this means compensation committees and senior leadership must be more deeply involved in final outcomes, with a stronger expectation that decisions can be defended on both financial and conduct grounds. Budget planning data from Mercer and WTW indicates that financial services firms are budgeting above the general 3.5% merit increase baseline for 2026, particularly for roles tied to risk, compliance, and technology.",[],"article_text$2f8ccb8c-0034-48f2-b799-31c4798d8c27",{"variation":388,"version":342,"items":1732,"primary":1733,"id":1737,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1734,"text_size":1420,"background_color":345},[1735],{"type":36,"text":1728,"spans":1736,"direction":51},[],"article_text$15013dca-28a4-48c8-bf87-982ca0000f86",{"variation":388,"version":342,"items":1739,"primary":1740,"id":1794,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1741,"text_size":1420,"background_color":1421},[1742,1745,1748,1752,1755,1760,1763,1766,1769,1772,1775,1780,1783,1786,1791],{"type":483,"text":1743,"spans":1744,"direction":51},"Trend #2: MRT compensation remains central but more configurable",[],{"type":36,"text":1746,"spans":1747,"direction":51},"Material Risk Taker (MRT) oversight remains a cornerstone of financial services remuneration regulation. However, the regulatory frameworks governing MRT compensation have evolved significantly, particularly in the UK, to allow more flexibility in how variable compensation is structured.",[],{"type":398,"text":1749,"spans":1750,"direction":51},"UK regulatory evolution: the october 2025 reforms",[1751],{"start":31,"end":40,"type":42},{"type":36,"text":1753,"spans":1754,"direction":51},"On 15 October 2025, the PRA and FCA finalized significant reforms to the UK's remuneration regime through Policy Statement PS21\u002F25. These changes, which took effect on 16 October 2025 and apply to the current pay cycle, represent the most substantial restructuring of UK banker pay rules since the post-crisis framework was established.",[],{"type":36,"text":1756,"spans":1757,"direction":51},"Key changes include:",[1758],{"start":31,"end":1759,"type":42},20,{"type":1441,"text":1761,"spans":1762,"direction":51},"Standardized deferral periods: Bonus deferral for all MRTs has been standardized at four years, reduced from what was a seven-year maximum for higher-paid senior managers. This aligns the UK more closely with international practice, particularly the US.",[],{"type":1441,"text":1764,"spans":1765,"direction":51},"Tiered deferral thresholds: A new £660,000 threshold has been introduced, with a lower 40% deferral applying below that amount and 60% above, replacing the previous cliff-edge at £500,000.",[],{"type":1441,"text":1767,"spans":1768,"direction":51},"Earlier partial payments: The most senior bankers can now begin receiving partial bonus payments from year one, rather than year three.",[],{"type":1441,"text":1770,"spans":1771,"direction":51},"Simplified MRT identification: Firms have been given greater discretion to determine which employees qualify as MRTs, reducing the previous reliance on regulatory pre-approval for exclusions.",[],{"type":1441,"text":1773,"spans":1774,"direction":51},"Regulatory consolidation: The FCA has removed approximately 70% of its remuneration Handbook rules, with firms now largely only needing to refer to the PRA's rules.",[],{"type":398,"text":1776,"spans":1777,"direction":51},"Operational implications",[1778],{"start":31,"end":1779,"type":42},24,{"type":36,"text":1781,"spans":1782,"direction":51},"However, flexibility does not reduce governance expectations. Instead, it raises the bar for documentation, rationale capture, and consistent execution. Operationally, firms now need systems that can track complex deferral rules at an individual level, manage multiple award types and vesting schedules across different MRT tiers, and produce reliable audit trails for regulators and internal risk teams.",[],{"type":36,"text":1784,"spans":1785,"direction":51},"The complexity of MRT compensation is not decreasing, it is becoming more configurable and data-driven. Firms that invested in spreadsheet based tracking will find it increasingly difficult to maintain compliance and defensibility at scale.",[],{"type":398,"text":1787,"spans":1788,"direction":51},"UK–EU divergence",[1789],{"start":31,"end":1790,"type":42},16,{"type":36,"text":1792,"spans":1793,"direction":51},"The UK's reforms mark an accelerating divergence from the EU framework. While the UK has removed its bonus cap and shortened deferrals, the EU continues to maintain the cap under CRD IV\u002FV and has introduced new sanctions requirements under CRD VI for non-compliant remuneration systems. For firms operating across both jurisdictions, this creates dual compliance obligations and increased operational complexity in managing cross-border MRT populations.",[],"article_text$abd71df9-a281-4c67-8471-7cbe138491ec",{"variation":388,"version":342,"items":1796,"primary":1797,"id":1839,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1798,"text_size":1420,"background_color":1421},[1799,1802,1805,1809,1812,1817,1820,1823,1826,1829,1832,1836],{"type":483,"text":1800,"spans":1801,"direction":51},"Trend #3: pay transparency becomes a regulatory and strategic imperative",[],{"type":36,"text":1803,"spans":1804,"direction":51},"Pay transparency has moved from an emerging best practice to a binding regulatory obligation across multiple jurisdictions. For financial services firms with European operations, the EU Pay Transparency Directive (Directive 2023\u002F970) represents a transformative shift in how compensation data must be managed, reported, and disclosed.",[],{"type":398,"text":1806,"spans":1807,"direction":51},"The EU pay transparency directive",[1808],{"start":31,"end":1289,"type":42},{"type":36,"text":1810,"spans":1811,"direction":51},"EU member states have a deadline of 7 June 2026 to transpose the Directive into national law, though implementation progress has been uneven. As of early 2026, only Belgium (partially), Malta, and Poland have published substantially finalized legislation. Several other member states, including Germany, Ireland, Finland, and Sweden, have announced or released partial drafts, while the Netherlands has acknowledged its implementation will be delayed until January 2027.",[],{"type":36,"text":1813,"spans":1814,"direction":51},"Core obligations under the Directive include:",[1815],{"start":31,"end":1816,"type":42},45,{"type":1441,"text":1818,"spans":1819,"direction":51},"Mandatory disclosure of pay ranges to job applicants before interviews, with a ban on asking about salary history.",[],{"type":1441,"text":1821,"spans":1822,"direction":51},"Employee rights to request and receive information on average pay levels for comparable roles, disaggregated by gender.",[],{"type":1441,"text":1824,"spans":1825,"direction":51},"Gender pay gap reporting requirements: employers with 250+ employees must report annually starting June 2027 (using 2026 pay data); employers with 150–249 employees must report every three years.",[],{"type":1441,"text":1827,"spans":1828,"direction":51},"Mandatory joint pay assessments when a gender pay gap of 5% or more exists within any worker category and cannot be justified by objective, gender-neutral criteria.",[],{"type":1441,"text":1830,"spans":1831,"direction":51},"Compensation for victims of pay discrimination, with the burden of proof shifted to the employer.",[],{"type":398,"text":1833,"spans":1834,"direction":51},"Broader global momentum",[1835],{"start":31,"end":1532,"type":42},{"type":36,"text":1837,"spans":1838,"direction":51},"Beyond the EU, pay transparency requirements are intensifying across multiple markets. In the US, state-level legislation in California, Colorado, New York, and Washington now requires gender pay reporting or salary range disclosure in job postings. Shareholder activism is also driving pay equity disclosures in publicly traded firms. In the UK, while not directly bound by the EU Directive, employers with EU-based staff must comply with the relevant member state requirements, and many UK firms are voluntarily aligning with the Directive's standards to remain competitive in the talent market.",[],"article_text$a41e7489-b1a2-4f4c-bfc7-43b179c9bc89",{"variation":388,"version":342,"items":1841,"primary":1842,"id":1851,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1843,"text_size":1420,"background_color":345},[1844,1848],{"type":398,"text":1845,"spans":1846,"direction":51},"Strategic implications for financial services",[1847],{"start":31,"end":1816,"type":42},{"type":36,"text":1849,"spans":1850,"direction":51},"For financial services firms, pay transparency is not merely a compliance exercise. It requires foundational investments in job architecture, pay grading systems, and data infrastructure. Firms must be able to define comparable roles consistently across business lines and jurisdictions, produce auditable compensation data by gender and worker category, and explain pay differences with objective, defensible criteria. Those that treat transparency as a one-off reporting exercise rather than an embedded compensation governance capability will face ongoing exposure.",[],"article_text$c15d59da-9929-4fab-bc06-bc0128eca838",{"variation":388,"version":342,"items":1853,"primary":1854,"id":1887,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1855,"text_size":1420,"background_color":1421},[1856,1859,1862,1867,1870,1875,1878,1881,1884],{"type":483,"text":1857,"spans":1858,"direction":51},"Trend #4: manager enablement becomes the primary control mechanism",[],{"type":36,"text":1860,"spans":1861,"direction":51},"Compensation strategies are designed at the top but executed at the manager level. In Financial Services, this execution layer carries regulatory, financial, and reputational risk. A single poorly documented pay decision or an inconsistently applied merit increase can create audit exposure, undermine employee trust, or generate regulatory scrutiny.",[],{"type":398,"text":1863,"spans":1864,"direction":51},"The manager execution gap",[1865],{"start":31,"end":1866,"type":42},25,{"type":36,"text":1868,"spans":1869,"direction":51},"Research from WTW and beqom’s recent compensation and culture report indicates that the gap between compensation policy design and manager level execution is one of the most significant risks in enterprise reward management. When managers rely on spreadsheets, ad hoc tools, or informal guidance, governance weakens and defensibility erodes.",[],{"type":36,"text":1871,"spans":1872,"direction":51},"In 2026, leading firms are equipping managers with:",[1873],{"start":31,"end":1874,"type":42},51,{"type":1441,"text":1876,"spans":1877,"direction":51},"In-workflow decision guidance that surfaces policy rules, budget constraints, and equity benchmarks at the point of decision.",[],{"type":1441,"text":1879,"spans":1880,"direction":51},"Real-time budget and risk guardrails that prevent out of policy allocations before they are submitted.",[],{"type":1441,"text":1882,"spans":1883,"direction":51},"Embedded explainability tools that help managers articulate pay decisions to employees in a consistent and defensible manner.",[],{"type":1441,"text":1885,"spans":1886,"direction":51},"Automated documentation of rationale for audit purposes, reducing reliance on after the fact justifications.",[],"article_text$ffe4e16c-beb8-409d-9166-eacba8999390",{"variation":388,"version":342,"items":1889,"primary":1890,"id":1895,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1891,"text_size":1420,"background_color":345},[1892],{"type":36,"text":1893,"spans":1894,"direction":51},"In Financial Services, manager enablement is not about convenience-it is about compliance and credibility. Every pay decision made without structured guidance is a potential point of failure in the firm's governance framework.",[],"article_text$38d85618-dca1-4d4b-9734-3525586c200a",{"variation":388,"version":342,"items":1897,"primary":1898,"id":1907,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1899,"text_size":1420,"background_color":1421},[1900,1904],{"type":398,"text":1901,"spans":1902,"direction":51},"The human element",[1903],{"start":31,"end":396,"type":42},{"type":36,"text":1905,"spans":1906,"direction":51},"Manager enablement also reflects a broader shift in how firms think about the human dimension of compensation. Employees increasingly expect transparent, well-communicated explanations of their pay. Managers who can confidently explain how performance, market data, and equity considerations shaped a pay outcome build trust and reduce attrition risk. Those who cannot or who default to vague explanations erode the credibility of the entire reward system.",[],"article_text$db07c279-9eb4-47f3-88c0-c0238b92a8f1",{"variation":388,"version":342,"items":1909,"primary":1910,"id":1949,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1911,"text_size":1420,"background_color":1421},[1912,1915,1918,1922,1925,1928,1931,1934,1939,1942,1946],{"type":483,"text":1913,"spans":1914,"direction":51},"Trend #5: AI enters compensation through governance-first use cases",[],{"type":36,"text":1916,"spans":1917,"direction":51},"Financial Services firms are not adopting AI in compensation indiscriminately. Given the sector's regulatory environment and the sensitivity of pay data, the approach is deliberately cautious: governance-first, evidence-based, and focused on high-value applications where the risk-reward profile is favorable.",[],{"type":398,"text":1919,"spans":1920,"direction":51},"Current AI applications in compensation",[1921],{"start":31,"end":503,"type":42},{"type":1441,"text":1923,"spans":1924,"direction":51},"Data validation and anomaly detection: Identifying errors, outliers, and inconsistencies in compensation data before decisions are finalized.",[],{"type":1441,"text":1926,"spans":1927,"direction":51},"Bias monitoring: Analyzing performance ratings and pay outcomes across demographic groups to surface potential disparities before they become systemic.",[],{"type":1441,"text":1929,"spans":1930,"direction":51},"Predictive analytics for budget planning: Modeling the financial impact of various compensation scenarios, including merit increase distributions, bonus pool allocations, and retention-risk forecasting.",[],{"type":1441,"text":1932,"spans":1933,"direction":51},"Decision consistency checks: Flagging managers whose allocation patterns deviate significantly from peers or policy norms, enabling targeted coaching and correction.",[],{"type":398,"text":1935,"spans":1936,"direction":51},"The agentic AI horizon",[1937],{"start":31,"end":1938,"type":42},22,{"type":36,"text":1940,"spans":1941,"direction":51},"Agentic AI-autonomous AI systems that can plan and execute multi-step workflows-is emerging as the next frontier for financial services operations. A 2025 EY study found that over 70% of banks are already using agentic AI in some form, with 16% fully deployed and 52% running pilots. While compensation specific applications of agentic AI remain nascent, the trajectory suggests that autonomous data preparation, compliance checking, and scenario modeling could become standard capabilities within 18–24 months.",[],{"type":398,"text":1943,"spans":1944,"direction":51},"The governance imperative",[1945],{"start":31,"end":1866,"type":42},{"type":36,"text":1947,"spans":1948,"direction":51},"Generative AI is being approached cautiously in compensation contexts, while predictive and analytical AI are gaining traction. Leading Financial Services firms are defining clear AI governance policies for compensation data, starting with low-risk high-impact use cases, and ensuring explainability and auditability are built into all AI outputs. The EU AI Act, which entered into force in August 2024, classifies employment and worker management-including compensation-as a high-risk AI use case, imposing additional documentation and oversight requirements.",[],"article_text$7ddc6316-17b4-447c-a316-389e4e26bb2d",{"variation":388,"version":342,"items":1951,"primary":1952,"id":1957,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1953,"text_size":1420,"background_color":345},[1954],{"type":36,"text":1955,"spans":1956,"direction":51},"AI in Financial Services compensation will be gradual, governed, and evidence-based rather than experimental. Firms that deploy AI without clear governance frameworks risk regulatory exposure and employee trust erosion.",[],"article_text$033297f7-ea87-4ea7-a7fe-2cca689fc283",{"variation":388,"version":342,"items":1959,"primary":1960,"id":2004,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":1961,"text_size":1420,"background_color":1421},[1962,1965,1968,1973,1976,1981,1984,1987,1990,1993,1998,2001],{"type":483,"text":1963,"spans":1964,"direction":51},"Trend #6: skills-based pay is reshaping talent and rewards",[],{"type":36,"text":1966,"spans":1967,"direction":51},"As AI, data, cybersecurity, and regulatory capabilities become more critical to financial services operations, firms are increasingly structuring compensation around skills rather than roles alone. This reflects a fundamental shift in how talent value is measured and rewarded.",[],{"type":398,"text":1969,"spans":1970,"direction":51},"The skills premium",[1971],{"start":31,"end":1972,"type":42},18,{"type":36,"text":1974,"spans":1975,"direction":51},"According to Robert Half's 2026 Salary Guide, 87% of finance and accounting leaders typically offer higher salaries to candidates with specialized skills than to those without them in the same role. Deloitte reports that 64% of financial organizations plan to add more technical skills in fiscal 2025-2026, with AI, automation, data analysis, and technology integration as the top priorities. AI related job postings in financial services have risen 25% since 2022.",[],{"type":36,"text":1977,"spans":1978,"direction":51},"Key dimensions of skills-based pay in financial services include:",[1979],{"start":31,"end":1980,"type":42},65,{"type":1441,"text":1982,"spans":1983,"direction":51},"Pay premiums for scarce and critical skills including AI\u002FML engineering, cybersecurity, quantitative modeling, regulatory technology, and financial data engineering.",[],{"type":1441,"text":1985,"spans":1986,"direction":51},"Stronger linkage between certifications, upskilling, and compensation progression, with formal skills assessments informing merit and promotion decisions.",[],{"type":1441,"text":1988,"spans":1989,"direction":51},"More structured internal mobility pathways tied to skills acquisition, enabling employees to grow compensation through capability development rather than solely through hierarchical advancement.",[],{"type":1441,"text":1991,"spans":1992,"direction":51},"Emergence of new hybrid roles such as AI Governance and Risk Officer, Cognitive Accountant, and Real-Time Financial Data Engineer, which command premium compensation.",[],{"type":398,"text":1994,"spans":1995,"direction":51},"Balancing skills premiums with internal equity",[1996],{"start":31,"end":1997,"type":42},46,{"type":36,"text":1999,"spans":2000,"direction":51},"The challenge is balancing skills premiums with internal equity to avoid resentment or distortion in pay structures. In financial services, where pay transparency obligations are intensifying, unjustified gaps between skills-premium roles and comparable positions will become more visible and harder to defend. Firms must establish clear, documented criteria for skills-based differentiation and ensure these criteria are consistently applied across business lines.",[],{"type":36,"text":2002,"spans":2003,"direction":51},"The broader talent context compounds this pressure. CPA exam candidates have declined 27% over the past decade, 75% of accounting professionals are within 15 years of retirement, and 93% of hiring managers in financial services report challenges finding skilled candidates. Skills-based pay is not simply a reward innovation, it is a strategic response to a structural talent shortage.",[],"article_text$1f463452-d555-4184-8165-7dd526c67e34",{"variation":388,"version":342,"items":2006,"primary":2007,"id":2038,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2008,"text_size":1420,"background_color":1421},[2009,2012,2015,2020,2023,2026,2029,2032,2035],{"type":483,"text":2010,"spans":2011,"direction":51},"Conclusion: the financial services compensation system of 2026",[],{"type":36,"text":2013,"spans":2014,"direction":51},"The compensation function in Financial Services is undergoing a fundamental transformation. What was once an annual administrative cycle is becoming a continuous, data-driven governance system that intersects with risk management, regulatory compliance, talent strategy, and organizational credibility.",[],{"type":36,"text":2016,"spans":2017,"direction":51},"The winning Financial Services firms in 2026 will treat compensation as:",[2018],{"start":31,"end":2019,"type":42},72,{"type":1441,"text":2021,"spans":2022,"direction":51},"A risk management tool, with variable pay structures that genuinely reflect risk-adjusted performance and can be defended to regulators.",[],{"type":1441,"text":2024,"spans":2025,"direction":51},"A performance governance framework, built on multi-year assessment, structured calibration, and documented rationale.",[],{"type":1441,"text":2027,"spans":2028,"direction":51},"A talent retention and attraction engine, powered by skills-based differentiation, competitive benchmarking, and transparent communication.",[],{"type":1441,"text":2030,"spans":2031,"direction":51},"A regulated communication system, meeting pay transparency obligations across multiple jurisdictions while maintaining internal equity.",[],{"type":1441,"text":2033,"spans":2034,"direction":51},"A technology-enabled capability, leveraging AI and analytics for defensibility, consistency, and efficiency-within clear governance boundaries.",[],{"type":36,"text":2036,"spans":2037,"direction":51},"Those that modernize architecture, empower managers, integrate AI responsibly, and prepare for transparency obligations will build both competitive advantage and regulatory confidence. Those that delay will face compounding risk.",[],"article_text$a1d9bb3d-ff17-4d67-b4b8-397b2685ebe9",{"variation":388,"version":342,"items":2040,"primary":2041,"id":2121,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2042,"text_size":1691,"background_color":346},[2043,2046,2049,2052,2055,2058,2061,2064,2067,2070,2073,2076,2079,2082,2085,2088,2091,2094,2097,2100,2103,2106,2109,2112,2115,2118],{"type":483,"text":2044,"spans":2045,"direction":51},"References",[],{"type":36,"text":2047,"spans":2048,"direction":51},"Bank of England. \"PRA and FCA announce changes to banker bonuses.\" 15 October 2025. bankofengland.co.uk.",[],{"type":36,"text":2050,"spans":2051,"direction":51},"Bank of England. Prudential Statement PS21\u002F25: Remuneration Reform. October 2025.",[],{"type":36,"text":2053,"spans":2054,"direction":51},"FCA. Policy Statement PS25\u002F15: Remuneration Reform. October 2025. fca.org.uk.",[],{"type":36,"text":2056,"spans":2057,"direction":51},"Slaughter and May. \"Bankers' Bonus Reform: Cutting the Red Tape.\" October 2025.",[],{"type":36,"text":2059,"spans":2060,"direction":51},"ISS Governance. \"October 2025 UK Bankers' Remuneration Rules Update: The New Equilibrium of Risk and Annual Reward.\" November 2025.",[],{"type":36,"text":2062,"spans":2063,"direction":51},"Skadden, Arps. \"The UK and EU Bank Remuneration Regimes Begin to Diverge.\" January 2025.",[],{"type":36,"text":2065,"spans":2066,"direction":51},"A&O Shearman. \"UK Bankers' Remuneration Reform: Significant Flexibility Unlocked.\" October 2025.",[],{"type":36,"text":2068,"spans":2069,"direction":51},"European Council. \"Pay Transparency in the EU.\" Directive (EU) 2023\u002F970.",[],{"type":36,"text":2071,"spans":2072,"direction":51},"Ogletree Deakins. \"The EU Pay Transparency Directive's Progress Explained.\" January 2026.",[],{"type":36,"text":2074,"spans":2075,"direction":51},"Littler. \"The EU Pay Transparency Directive.\" 2025.",[],{"type":36,"text":2077,"spans":2078,"direction":51},"Baker McKenzie. \"What's on the Radar for Financial Institutions in 2026?\" January 2026.",[],{"type":36,"text":2080,"spans":2081,"direction":51},"WTW. \"Top 5 Compensation Predictions for 2026.\" January 2026.",[],{"type":36,"text":2083,"spans":2084,"direction":51},"Mercer. U.S. Compensation Planning Survey. October 2025.",[],{"type":36,"text":2086,"spans":2087,"direction":51},"Mercer. \"Rebuilding Reward and Career Frameworks Based on Skills.\" 2025–2026.",[],{"type":36,"text":2089,"spans":2090,"direction":51},"Robert Half. 2026 Salary Guide: Finance and Accounting. 2025.",[],{"type":36,"text":2092,"spans":2093,"direction":51},"Robert Half. \"Employment Trends Spotlight: Financial Services.\" June 2025.",[],{"type":36,"text":2095,"spans":2096,"direction":51},"Deloitte. Financial Services Industry Outlooks for 2026.",[],{"type":36,"text":2098,"spans":2099,"direction":51},"beqom. \"AI Trends in Compensation for 2025.\" February 2025.",[],{"type":36,"text":2101,"spans":2102,"direction":51},"beqom. The 2026 Compensation and Culture Report. 2026.",[],{"type":36,"text":2104,"spans":2105,"direction":51},"ISG Software Research. \"Compensation Management Software Evolves with AI and Analytics.\" November 2025.",[],{"type":36,"text":2107,"spans":2108,"direction":51},"WorldatWork Workspan Daily. \"The Rise of Skills-Based Rewards.\" May 2025.",[],{"type":36,"text":2110,"spans":2111,"direction":51},"Spherion. \"2026 Compensation Trends: What Employers Need to Know.\" 2025.",[],{"type":36,"text":2113,"spans":2114,"direction":51},"CBIA \u002F Mercer. \"Developing Your 2026 Compensation Planning Strategy.\" December 2025.",[],{"type":36,"text":2116,"spans":2117,"direction":51},"Microsoft. \"AI Transformation in Financial Services: 5 Predictors for Success in 2026.\" December 2025.",[],{"type":36,"text":2119,"spans":2120,"direction":51},"Dataiku. \"Financial Services AI Trends 2026: Closing the Production Value Gap.\" February 2026.",[],"article_text$51290c7d-4b3f-45cb-9853-08569d696373","2026 Compensation Trends in Financial Services | Governance & Reform","Explore the 6 key forces reshaping financial services compensation in 2026. From UK MRT reforms and EU pay transparency to AI-driven governance and skills-based pay.",{},"The Future of Financial Services Compensation: 2026 Strategy & Governance","Compensation is no longer just about rewards—it’s a core system of risk management. Learn how leading firms are navigating the UK\u002FEU regulatory divergence and the rise of Agentic AI.","2026 Trends: Rebuilding Pay for Performance in Finance","Bankers' bonuses are changing. From the removal of the UK bonus cap to the 2026 EU Transparency deadline, here is how to stay compliant and competitive.",{"id":2130,"uid":2131,"url":2132,"type":979,"href":2133,"tags":2134,"first_publication_date":2135,"last_publication_date":2136,"slugs":2137,"linked_documents":2138,"lang":14,"alternate_languages":2139,"data":2142},"Z45XcBIAACAASXkY","top-compensation-management-trends","\u002Fblog\u002Ftop-compensation-management-trends","https:\u002F\u002Fbeqom-com.cdn.prismic.io\u002Fapi\u002Fv2\u002Fdocuments\u002Fsearch?ref=ahcaYREAAC0AHfi5&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22Z45XcBIAACAASXkY%22%29+%5D%5D",[],"2025-02-03T08:00:45+0000","2026-03-18T10:50:18+0000",[1610],[],[2140],{"id":2141,"type":979,"lang":18,"uid":2131},"aH6ylBEAACIAxVKj",{"title":2143,"excerpt":2144,"written_by":2148,"reviewed_by":2156,"publication_date":2157,"date_to_order_by":2158,"last_modified_date":2158,"last_modified_date_description":2159,"time_to_read":2160,"blog_post_gating":2161,"button_label":5,"featured_image":2162,"products":2174,"topics":2186,"slices":2194,"meta_title":2760,"meta_description":2761,"meta_image":2762,"seo_index":53,"seo_follow":53,"og_title":2766,"og_description":2767,"twitter_title":2768,"twitter_description":2769,"do_not_display_in_list_of_blogs":92},"6 Compensation Management Trends in 2026: Fairness, Adoption, and Agility Across Industries",[2145],{"type":36,"text":2146,"spans":2147,"direction":51},"Discover the top 5 trends shaping compensation management in 2025 and learn how to stay competitive, compliant, and ahead of the curve.",[],{"id":1624,"type":1316,"tags":2149,"lang":14,"slug":1626,"first_publication_date":1627,"last_publication_date":1628,"uid":1626,"url":1629,"data":2150,"link_type":90,"key":2155,"isBroken":92},[],{"name":1631,"author_photo":2151,"job_title":1638,"company_name":1332,"company_url":2154,"is_a_former_beqom_employee":92},{"dimensions":2152,"alt":1634,"copyright":5,"url":1635,"id":1636,"edit":2153},{"width":1326,"height":1326},{"x":31,"y":31,"zoom":32,"background":33},{"link_type":48,"key":1334,"url":1335,"target":1336},"c901d27b-fd02-4a88-8dc0-2acc15cde8aa",{"link_type":90},"2026-02-23T07:59:00+0000","2026-02-23",[],7,"Email address to read",{"dimensions":2163,"alt":2164,"copyright":5,"url":2165,"id":2166,"edit":2167,"preview":2169},{"width":611,"height":612},"Three people in a business setting with computers in front of them, smiling.","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaZxQhsFoBIGEgqdQ_aitrends2026-1-.jpg?auto=format%2Ccompress&rect=42%2C0%2C1116%2C630&w=1240&h=700","aZxQhsFoBIGEgqdQ",{"x":2168,"y":31,"zoom":32,"background":33},42,{"dimensions":2170,"alt":2164,"copyright":5,"url":2171,"id":2166,"edit":2172},{"width":620,"height":621},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaZxQhsFoBIGEgqdQ_aitrends2026-1-.jpg?auto=format%2Ccompress&rect=40%2C0%2C1119%2C630&w=828&h=466",{"x":2173,"y":31,"zoom":32,"background":33},40,[2175],{"product":2176},{"id":104,"type":105,"tags":2177,"lang":14,"slug":107,"first_publication_date":108,"last_publication_date":109,"uid":110,"url":111,"data":2178,"link_type":90,"key":2185,"isBroken":92},[],{"title":102,"icon":2179,"preview_title":807,"preview_image":2182,"meta_title":1380,"meta_description":1381},{"dimensions":2180,"alt":803,"copyright":5,"url":804,"id":805,"edit":2181},{"width":801,"height":802},{"x":31,"y":31,"zoom":32,"background":33},{"dimensions":2183,"alt":812,"copyright":5,"url":813,"id":814,"edit":2184},{"width":810,"height":811},{"x":31,"y":31,"zoom":32,"background":33},"46fe6fdb-0bda-425c-8052-ae6aeaa1cac4",[2187,2192],{"topic":2188},{"id":1401,"type":1387,"tags":2189,"lang":14,"slug":110,"first_publication_date":1403,"last_publication_date":1404,"uid":110,"data":2190,"link_type":90,"key":2191,"isBroken":92},[],{"title":102},"d1761261-0e67-493d-a8fb-a890ce144e9e",{"topic":2193},{"link_type":90},[2195,2231,2284,2307,2323,2363,2402,2455,2541,2602,2639,2653],{"variation":388,"version":342,"items":2196,"primary":2197,"id":2230,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2198,"text_size":1691,"background_color":1593},[2199,2202,2205,2208,2212,2215,2218,2221,2224,2227],{"type":483,"text":2200,"spans":2201,"direction":51},"Executive Summary",[],{"type":36,"text":2203,"spans":2204,"direction":51},"For organizations across industries, 2026 marks a turning point where compensation shifts from a compliance exercise to a strategic driver of performance, engagement, and trust.",[],{"type":36,"text":2206,"spans":2207,"direction":51},"Six dynamics are defining the comp landscape this year:",[],{"type":2209,"text":2210,"spans":2211,"direction":51},"o-list-item","Pay transparency is no longer optional. A rapidly expanding patchwork of state, local, and international laws is forcing companies to rethink job architecture, pay ranges, and documentation practices. ",[],{"type":2209,"text":2213,"spans":2214,"direction":51},"Manager execution now determines whether compensation strategy succeeds or fails, making usability, decision support, and adoption the critical variables.",[],{"type":2209,"text":2216,"spans":2217,"direction":51},"Pay-for-performance is becoming more real and more visible as budget constraints force sharper differentiation and employees demand clearer explanations.",[],{"type":2209,"text":2219,"spans":2220,"direction":51},"Skills-based rewards are reshaping how firms value and compensate talent, moving beyond titles and tenure toward demonstrated capabilities. ",[],{"type":2209,"text":2222,"spans":2223,"direction":51},"Total rewards is expanding well beyond cash, with benefits, flexibility, financial wellness, and career development becoming essential components of the employee value proposition.",[],{"type":2209,"text":2225,"spans":2226,"direction":51},"AI is entering compensation as an enabler, not a replacement.",[],{"type":36,"text":2228,"spans":2229,"direction":51},"Organizations that invest in modern compensation infrastructure, with strong analytics, manager support, transparent communication, and a total rewards mindset, will outperform peers in both talent attraction and employee engagement. Those that continue to rely on spreadsheets, ad hoc processes, and opaque pay practices will face growing legal exposure, trust deficits, and talent attrition.",[],"article_text$12472511-94ed-4222-adc4-a110aadeee6d",{"variation":388,"version":342,"items":2232,"primary":2233,"id":2283,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2234,"text_size":1420,"background_color":1421},[2235,2243,2246,2249,2252,2255,2258,2261,2264,2267,2270,2273,2277,2280],{"type":483,"text":2236,"spans":2237,"direction":51},"Trend 1: Pay Transparency Reshapes Compensation Design",[2238],{"start":31,"end":2239,"type":2240,"data":2241},54,"label",{"label":2242},"is-highlighted-green",{"type":36,"text":2244,"spans":2245,"direction":51},"Unlike heavily regulated sectors where compensation rules have long been prescriptive, many organizations are only now confronting pay transparency as a binding legal obligation. What began as a handful of state-level requirements has rapidly expanded into a complex, multi-jurisdictional compliance landscape that is fundamentally changing how organizations design, document, and communicate pay.",[],{"type":398,"text":2247,"spans":2248,"direction":51},"The Regulatory Landscape in the US in 2026",[],{"type":36,"text":2250,"spans":2251,"direction":51},"As of 2026, at least 16 states and Washington D.C. have enacted statewide wage transparency laws requiring employers to disclose salary information at various points in the employment process. By 2027, at least a dozen states, multiple cities, and certain counties will require public or applicant-specific disclosure of pay ranges, with some also requiring pay data reports. There is currently no federal pay transparency law, though a proposed Salary Transparency Act remains pending in Congress.",[],{"type":36,"text":2253,"spans":2254,"direction":51},"Several significant state-level developments took effect in 2025 and early 2026 that are reshaping employer obligations:",[],{"type":1441,"text":2256,"spans":2257,"direction":51},"California expanded its requirements effective January 1st, 2026 under S.B. 464 and S.B. 642, requiring employers to publish the actual expected compensation range on hire (not broad or placeholder ranges), include equity compensation in pay equity analyses, and maintain demographic data separately from personnel records. The claims window was extended to three years, with potential recovery for up to six years of back pay.",[],{"type":1441,"text":2259,"spans":2260,"direction":51},"Massachusetts expanded its law effective October 29th, 2025, requiring employers with 25 or more employees to include good-faith pay ranges in all job postings, promotions, and transfers.",[],{"type":1441,"text":2262,"spans":2263,"direction":51},"New Jersey's pay transparency law, effective June 1st, 2025, requires employers to include salary ranges and a general description of benefits in job postings, and to notify current employees of promotional opportunities.",[],{"type":1441,"text":2265,"spans":2266,"direction":51},"Delaware enacted a new pay transparency law in September 2025, requiring pay range disclosure in job postings, with an effective date of September 2027.",[],{"type":1441,"text":2268,"spans":2269,"direction":51},"Vermont's law, effective July 1st, 2025, explicitly covers remote workers performing work for Vermont offices.",[],{"type":36,"text":2271,"spans":2272,"direction":51},"Several states, including California, Illinois, and Massachusetts, now complement disclosure mandates with pay data reporting requirements, obligating larger employers to submit detailed pay and demographic information to state agencies.",[],{"type":398,"text":2274,"spans":2275,"direction":51},"The EU Pay Transparency Directive",[2276],{"start":31,"end":1289,"type":42},{"type":36,"text":2278,"spans":2279,"direction":51},"For organizations with European operations, the EU Pay Transparency Directive (Directive 2023\u002F970) adds an additional layer of obligation. EU member states must transpose the Directive into national law by 7th June 2026. ",[],{"type":36,"text":2281,"spans":2282,"direction":51},"Core requirements include mandatory pay range disclosure during recruitment, a ban on salary history questions, employee rights to pay information by gender, and gender pay gap reporting for employers with 150+ employees beginning in June 2027. Where a pay gap of 5% or more exists within any worker category and cannot be justified by objective criteria, employers must conduct a joint pay assessment and implement remedial measures. The burden of proof in pay discrimination cases shifts to the employer.",[],"article_text$5a549407-e88d-4378-a5cb-2dcb856fb36c",{"variation":388,"version":342,"items":2285,"primary":2286,"id":2305,"slice_type":2306,"slice_label":5},[],{"section_id":5,"image":2287,"content":2292,"link_url":2301,"link_label":2304,"background_color":346},{"dimensions":2288,"alt":5,"copyright":5,"url":2289,"id":2290,"edit":2291},{"width":25,"height":26},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FZ1mh5JbqstJ98VFG_beqom_Checklist_PrismicBanner.jpg?auto=format,compress","Z1mh5JbqstJ98VFG",{"x":31,"y":31,"zoom":32,"background":33},[2293,2296],{"type":398,"text":2294,"spans":2295,"direction":51},"Preparing for the EU Pay Transparency Directive",[],{"type":36,"text":2297,"spans":2298,"direction":51},"Our experts have created a Readiness Checklist that helps evaluate your readiness status & follow clear, actionable steps to prepare for the June 2026 deadline with ease.",[2299],{"start":2300,"end":1997,"type":42},27,{"link_type":48,"key":2302,"url":2303},"849d568c-c8d2-41ff-b5ce-ec09cb6a41a6","https:\u002F\u002Fwww.beqom.com\u002Fresources\u002Feu-pay-transparency-directive-readiness-checklist","Download now","article_image_and_text$df5592ce-528b-4ee0-8046-0f016f82a78d","article_image_and_text",{"variation":388,"version":342,"items":2308,"primary":2309,"id":2322,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2310,"text_size":1420,"background_color":1421},[2311,2316,2319],{"type":398,"text":2312,"spans":2313,"direction":51},"Beyond Compliance: An Operating Model Shift",[2314],{"start":31,"end":2315,"type":42},43,{"type":36,"text":2317,"spans":2318,"direction":51},"The risk of inaction is significant. Firms that fail to modernize face employee mistrust, legal exposure, internal equity disputes, and reputational damage. California's expanded statute of limitations, which allows employees to bring claims within three years and recover compensation for up to six years prior, illustrates the growing litigation risk for organizations with undocumented or inconsistent pay practices.",[],{"type":36,"text":2320,"spans":2321,"direction":51},"Pay transparency is not just disclosure. It is an operating model shift that requires standardized job frameworks with clear leveling and comparable roles, defensible and well-documented pay ranges that reflect actual expected compensation, consistent processes for setting and adjusting pay, reliable data infrastructure to produce auditable compensation information by gender, role, and jurisdiction, and training for recruiters, hiring managers, and HR business partners on compliant communication. Organizations that approach transparency as a one-time posting update rather than a systemic capability will find themselves repeatedly exposed as requirements expand.",[],"article_text$5911a63f-282c-4bc9-bd81-2e519e204d29",{"variation":388,"version":342,"items":2324,"primary":2325,"id":2362,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2326,"text_size":1420,"background_color":1421},[2327,2333,2336,2340,2343,2346,2351,2354,2359],{"type":483,"text":2328,"spans":2329,"direction":51},"Trend 2: Manager Enablement Becomes the Biggest Bottleneck",[2330],{"start":31,"end":2331,"type":2240,"data":2332},58,{"label":2242},{"type":36,"text":2334,"spans":2335,"direction":51},"Compensation strategies are designed by HR and approved by leadership, but they are executed by managers. In most organizations, the most common barriers to fair and effective compensation are not policy gaps but rather inconsistent manager execution.",[],{"type":398,"text":2337,"spans":2338,"direction":51},"The Execution Gap",[2339],{"start":31,"end":396,"type":42},{"type":36,"text":2341,"spans":2342,"direction":51},"A 2026 Paylocity survey of over 400 HR leaders found that fewer than 4 in 10 organizations had both a budget and a timeline established for their workforce strategy priorities, highlighting what researchers described as a growing execution gap between strategic intent and operational readiness. Retention, compensation, and manager effectiveness ranked among the top workforce priorities for 2026, yet the gap between aspiration and delivery remains wide.",[],{"type":36,"text":2344,"spans":2345,"direction":51},"The symptoms of this execution gap are familiar to most HR teams: overreliance on spreadsheets and offline tools that create version control issues and audit risk, lack of in-workflow decision support that leaves managers guessing at policy boundaries, bias in performance ratings that distorts the link between performance and pay, weak budget discipline that allows some managers to over-allocate while others under-invest, and inconsistent communication to employees about how their pay was determined.",[],{"type":398,"text":2347,"spans":2348,"direction":51},"What Leading Companies Are Doing",[2349],{"start":31,"end":2350,"type":42},32,{"type":36,"text":2352,"spans":2353,"direction":51},"Leading companies are investing in modern compensation tools that embed guidance directly into the manager workflow. This includes real-time guardrails that prevent out-of-policy allocations before they are submitted, contextual decision support that surfaces budget constraints, equity benchmarks, and market data at the point of decision, embedded explainability tools that help managers prepare for employee conversations with consistent and defensible language, automated documentation that captures the rationale behind every pay decision for audit and compliance purposes, and adoption metrics as a primary KPI, recognizing that if managers do not use the system, the compensation strategy does not exist in practice.",[],{"type":398,"text":2355,"spans":2356,"direction":51},"The Human Dimension",[2357],{"start":31,"end":2358,"type":42},19,{"type":36,"text":2360,"spans":2361,"direction":51},"Manager enablement is not purely a technology problem. It is also about confidence and capability. Employees increasingly expect transparent, well-communicated explanations of their pay. A Robert Half survey found that 46% of professionals said their 2024 bonus was smaller than expected or they did not receive one at all. In that environment, the quality of the manager conversation becomes a critical retention factor. Managers who can confidently explain how performance, market data, and equity considerations shaped a pay outcome build trust. Those who cannot erode the credibility of the entire reward system.",[],"article_text$228c449f-9c1c-49b5-b52b-261b3437b384",{"variation":388,"version":342,"items":2364,"primary":2365,"id":2401,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2366,"text_size":1420,"background_color":1421},[2367,2373,2376,2381,2384,2387,2391,2394,2398],{"type":483,"text":2368,"spans":2369,"direction":51},"Trend 3: Pay-for-Performance Becomes More Real and More Visible",[2370],{"start":31,"end":2371,"type":2240,"data":2372},63,{"label":2242},{"type":36,"text":2374,"spans":2375,"direction":51},"As salary budgets stabilize and across-the-board increases lose their strategic appeal, organizations are moving toward clearer, more visible differentiation based on performance.",[],{"type":398,"text":2377,"spans":2378,"direction":51},"Budget Context: Stability Masks Strategic Pressure",[2379],{"start":31,"end":2380,"type":42},50,{"type":36,"text":2382,"spans":2383,"direction":51},"For 2026, most organizations are projecting merit increase budgets in the range of 3.2% to 3.6%, slightly down from 2025 actuals. According to WorldatWork's 2025-2026 Salary Budget Survey, US organizations are projecting mean salary increase budgets of 3.6% for 2026, down from 3.7% actual in 2025 and 3.9% in 2024. Mercer's US Compensation Planning Survey reports a projected average of 3.2% for merit increases and 3.5% for total salary increases. This marks the third consecutive year of relative stability following the sharper upward adjustments of 2021-2023.",[],{"type":36,"text":2385,"spans":2386,"direction":51},"However, this stability masks a widening divide. As Mercer's research notes, pay trends are diverging sharply depending on role type and labor supply. Skilled trades and on-site roles continue to command premium wage growth due to persistent staffing challenges, while compensation growth in technology and professional services has cooled as hiring normalizes and remote work arrangements mature. Organizations are focusing on targeted compensation investments that align with business priorities, reinforce critical skills, and proactively manage risk.",[],{"type":398,"text":2388,"spans":2389,"direction":51},"Sharper Differentiation, Higher Accountability",[2390],{"start":31,"end":1997,"type":42},{"type":36,"text":2392,"spans":2393,"direction":51},"With budgets constrained, leading organizations are moving away from uniform, across-the-board increases and toward more meaningful differentiation. The Conference Board reports increased investment in performance-based pay and promotions, with less reliance on one-time incentives. This includes tighter calibration processes that reduce rating inflation and ensure meaningful distinction between performance levels, stronger documentation of performance evidence to support pay differentiation decisions, greater use of variable pay as a flexible tool to reward outcomes without permanently increasing the fixed cost base, and clearer line-of-sight between individual contribution and reward outcomes.",[],{"type":398,"text":2395,"spans":2396,"direction":51},"Employee Expectations Are Rising",[2397],{"start":31,"end":2350,"type":42},{"type":36,"text":2399,"spans":2400,"direction":51},"Employees are more willing to question outcomes, driven in part by the transparency environment. In a market where pay ranges are published, performance ratings carry more visible financial consequences. Explainability is no longer a nice-to-have; it is a retention tool. Pay-for-performance in 2026 is about clarity, consistency, and credibility. Organizations that cannot explain why one employee received a 2% increase and another received 5% will face trust and engagement challenges, regardless of whether the underlying decisions were sound.",[],"article_text$fc8dc139-eff1-4b10-bf3f-4d12eb77ae65",{"variation":388,"version":342,"items":2403,"primary":2404,"id":2454,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2405,"text_size":1420,"background_color":1421},[2406,2412,2415,2419,2422,2425,2429,2432,2435,2438,2440,2443,2446,2451],{"type":483,"text":2407,"spans":2408,"direction":51},"Trend 4: Skills-Based Pay Drives Internal Mobility and Retention",[2409],{"start":31,"end":2410,"type":2240,"data":2411},64,{"label":2242},{"type":36,"text":2413,"spans":2414,"direction":51},"With labor markets still tight in many sectors and AI reshaping job requirements at speed, organizations are increasingly structuring compensation around skills rather than tenure, titles, or role hierarchies alone. This represents one of the most significant structural shifts in compensation design in decades.",[],{"type":398,"text":2416,"spans":2417,"direction":51},"The Rise of Skills-Based Hiring and Pay",[2418],{"start":31,"end":503,"type":42},{"type":36,"text":2420,"spans":2421,"direction":51},"According to the NACE Job Outlook 2026 survey, 70% of employers now use skills-based hiring practices, up from 65% the year prior. A separate survey of 800 US employers found that about 80% said they would rather consider a person with relevant experience than a college graduate. Companies including IBM, Google, Delta Air Lines, and Bank of America have eliminated degree requirements for a large number of positions, and this trend has expanded from technology into finance, healthcare, retail, and manufacturing.",[],{"type":36,"text":2423,"spans":2424,"direction":51},"The percentage of US job postings requiring a bachelor's degree dropped from around 20% in 2018 to 17.8% by early 2024, while listings with no formal education requirement increased to 52%. Professionals with AI skills can earn up to 56% higher salaries, with rapid growth in demand across healthcare, manufacturing, finance, and retail.",[],{"type":398,"text":2426,"spans":2427,"direction":51},"Key Dimensions of Skills-Based Compensation",[2428],{"start":31,"end":2315,"type":42},{"type":36,"text":2430,"spans":2431,"direction":51},"Skills-based pay is taking several forms across industries: ",[],{"type":1441,"text":2433,"spans":2434,"direction":51},"Pay premiums for scarce and critical skills, particularly in AI, cybersecurity, data engineering, and specialized technical domains.",[],{"type":1441,"text":2436,"spans":2437,"direction":51},"Stronger linkage between certifications, upskilling programs, and compensation progression, with formal skills assessments informing merit and promotion decisions.",[],{"type":1441,"text":1988,"spans":2439,"direction":51},[],{"type":1441,"text":2441,"spans":2442,"direction":51},"Investment in upskilling and reskilling as a retention strategy, with employers recognizing that if they cannot hire the skills they need externally, they must develop them internally.",[],{"type":36,"text":2444,"spans":2445,"direction":51},"HR Dive reports that employers are increasingly looking at upskilling as a strategic alternative to external hiring, particularly as AI adoption creates new skill requirements that most candidates cannot yet demonstrate. As one Gartner analyst noted, employers are being highly targeted in where they are willing to pay a premium for skills, and that targeted approach will continue as organizations remain cost-constrained.",[],{"type":398,"text":2447,"spans":2448,"direction":51},"Balancing Premiums with Equity",[2449],{"start":31,"end":2450,"type":42},30,{"type":36,"text":2452,"spans":2453,"direction":51},"The challenge for organizations is balancing skills premiums with internal equity. As pay transparency requirements intensify, unjustified gaps between skills-premium roles and comparable positions become more visible and harder to defend. Organizations must establish clear, documented criteria for skills-based differentiation and ensure these criteria are consistently applied. Skills taxonomies, validated assessments, and structured career pathways are becoming essential infrastructure, not just for talent management but for compensation governance.",[],"article_text$cbd0e577-0f85-4e31-a84b-405f28571558",{"variation":388,"version":342,"items":2456,"primary":2457,"id":2540,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2458,"text_size":1420,"background_color":1421},[2459,2464,2467,2472,2475,2478,2483,2486,2490,2494,2498,2502,2506,2511,2516,2520,2524,2528,2531,2534,2537],{"type":483,"text":2460,"spans":2461,"direction":51},"Trend 5: Total Rewards Expands Beyond Cash",[2462],{"start":31,"end":2168,"type":2240,"data":2463},{"label":2242},{"type":36,"text":2465,"spans":2466,"direction":51},"Organizations are increasingly recognizing that compensation is more than salary. In a market where base pay increases are stabilizing and candidates evaluate offers holistically, the non-cash components of the total rewards package have become critical differentiators.",[],{"type":398,"text":2468,"spans":2469,"direction":51},"The Benefits Cost Equation",[2470],{"start":31,"end":2471,"type":42},26,{"type":36,"text":2473,"spans":2474,"direction":51},"The economics of benefits are shifting significantly. A Mercer survey of 1,700 US. employers found that health benefit cost per employee will increase by an average of 6.5% in 2026, the biggest spike since 2010. Employer healthcare costs overall are projected to rise approximately 10% according to SHRM. As a result, 59% of employers said they will make changes to cut costs from their plans, and workers should expect paycheck deductions for healthcare to jump by 6% to 7%.",[],{"type":36,"text":2476,"spans":2477,"direction":51},"According to the Bureau of Labor Statistics, the average cost of benefits is approximately $13.25 per hour, roughly 29% of total compensation, which translates to about $27,500 per employee annually. These are not trivial investments, yet many organizations struggle to communicate the full value of their benefits to employees.",[],{"type":398,"text":2479,"spans":2480,"direction":51},"Emerging Benefit Priorities for 2026",[2481],{"start":31,"end":2482,"type":42},36,{"type":36,"text":2484,"spans":2485,"direction":51},"The benefits landscape is evolving rapidly. According to research from Paychex, NFP, and HUB International, these are the nine most significant trends shaping the year:",[],{"type":1441,"text":2487,"spans":2488,"direction":51},"Cost management & healthcare: Balancing rising costs while maintaining competitive coverage for employees.",[2489],{"start":31,"end":524,"type":42},{"type":1441,"text":2491,"spans":2492,"direction":51},"Total wellbeing: Integrating physical, mental, and financial wellness into unified total health programs.",[2493],{"start":31,"end":1790,"type":42},{"type":1441,"text":2495,"spans":2496,"direction":51},"Expanded women’s health: Growth in specialized care including fertility, surrogacy, menopause support, and postpartum care.",[2497],{"start":31,"end":1779,"type":42},{"type":1441,"text":2499,"spans":2500,"direction":51},"AI-driven personalization: Using technology to allow employees to customize their benefits packages based on their specific life stage.",[2501],{"start":31,"end":2471,"type":42},{"type":1441,"text":2503,"spans":2504,"direction":51},"Essential mental health: Shifting mental health support from an optional perk to an essential component of every offering.",[2505],{"start":31,"end":1779,"type":42},{"type":1441,"text":2507,"spans":2508,"direction":51},"Family & caregiving support: Leveraging the 2025 tax law which raised dependent care FSA limits to $7,500—the first increase since 1986.",[2509],{"start":31,"end":2510,"type":42},28,{"type":1441,"text":2512,"spans":2513,"direction":51},"Flexible Work: Continued institutional support for hybrid and flexible work arrangements.",[2514],{"start":31,"end":2515,"type":42},14,{"type":1441,"text":2517,"spans":2518,"direction":51},"Financial Security: Addressing economic stress (reported by 77% of US workers) through robust retirement and financial wellness programs.",[2519],{"start":31,"end":2358,"type":42},{"type":1441,"text":2521,"spans":2522,"direction":51},"Professional Growth: Including upskilling and development as a formal part of the total rewards package.",[2523],{"start":31,"end":1759,"type":42},{"type":398,"text":2525,"spans":2526,"direction":51},"From Pay Transparency to Total Rewards Transparency",[2527],{"start":31,"end":1874,"type":42},{"type":36,"text":2529,"spans":2530,"direction":51},"A significant emerging trend is what industry analysts are calling \"Pay Transparency 2.0,\" the shift from disclosing salary ranges to providing a holistic view of the entire rewards package. ",[],{"type":36,"text":2532,"spans":2533,"direction":51},"When a candidate sees not just the base salary but also the 401(k) matching, performance bonus potential, wellness allowance, and career development investment, the employee value proposition becomes substantially more compelling. Leading organizations are now providing equity education programs, total compensation statements, and interactive calculators to help employees understand the full financial value of their employment relationship.",[],{"type":36,"text":2535,"spans":2536,"direction":51},"The key insight for 2026 is that while cash remains the foundation, benefits and non-cash elements are the differentiators. Robert Half's 2026 Salary Guide found that 46% of professionals said smaller-than-expected bonuses or no bonus at all was a factor in their satisfaction, while a majority indicated they would switch jobs for better financial incentives. ",[],{"type":36,"text":2538,"spans":2539,"direction":51},"Randstad's 2025 Workmonitor found that 31% of workers have left a job due to a lack of flexibility in benefits. Organizations that invest in meaningful, well-communicated total rewards programs will be better positioned to attract and retain talent in a market that increasingly values lifestyle, security, and purpose alongside pay.",[],"article_text$bd03c4eb-605e-4cea-98c3-9e72afb586b2",{"variation":388,"version":342,"items":2542,"primary":2543,"id":2601,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2544,"text_size":1420,"background_color":1421},[2545,2550,2553,2557,2560,2563,2567,2570,2574,2578,2582,2586,2590,2594],{"type":483,"text":2546,"spans":2547,"direction":51},"Trend 6: AI Enters Compensation as an Enabler, Not a Replacement",[2548],{"start":31,"end":2410,"type":2240,"data":2549},{"label":2242},{"type":36,"text":2551,"spans":2552,"direction":51},"Organizations are adopting AI in compensation pragmatically, focused on efficiency, decision quality, and manager support. However, the need for guardrails is real, and governance must keep pace with adoption.",[],{"type":398,"text":2554,"spans":2555,"direction":51},"Current AI Adoption in HR and Compensation",[2556],{"start":31,"end":2168,"type":42},{"type":36,"text":2558,"spans":2559,"direction":51},"According to the 2026 Paylocity workforce trends survey, HR leaders expect AI use to concentrate on workflow automation, learning and development, and workforce analytics. Adoption remains slower in areas where judgment and nuance are critical, such as performance management and employee feedback. Security, data privacy, and limited internal expertise remain the top barriers.",[],{"type":36,"text":2561,"spans":2562,"direction":51},"Approximately 87% of companies now use AI in some form during their recruitment process. AI is also being applied to compensation benchmarking, pay equity analysis, scenario modeling for budget planning, and anomaly detection in pay data. ISG Software Research reported in November 2025 that total compensation management software has expanded significantly, with AI and analytics capabilities becoming central to how organizations design, plan, administer, and communicate pay.",[],{"type":398,"text":2564,"spans":2565,"direction":51},"Practical Use Cases",[2566],{"start":31,"end":2358,"type":42},{"type":36,"text":2568,"spans":2569,"direction":51},"AI is transforming how organizations handle pay by moving from static, manual processes to dynamic, data-driven strategies. Key applications include:",[],{"type":1441,"text":2571,"spans":2572,"direction":51},"Automated market benchmarking: Updates compensation data in real-time, significantly reducing the traditional reliance on lagging annual surveys.",[2573],{"start":31,"end":2450,"type":42},{"type":1441,"text":2575,"spans":2576,"direction":51},"Pay equity monitoring: Continuously scans for potential pay disparities by gender, race, or other protected characteristics, allowing leaders to address gaps before they become systemic issues.",[2577],{"start":31,"end":1938,"type":42},{"type":1441,"text":2579,"spans":2580,"direction":51},"Budget scenario modeling: Enables HR and finance teams to instantly model the long-term impact of various merit distributions, promotion pools, and retention investments.",[2581],{"start":31,"end":1866,"type":42},{"type":1441,"text":2583,"spans":2584,"direction":51},"Manager decision support: Uses AI-powered nudges during pay cycles to flag recommendations that are out-of-policy or inconsistent before they are finalized.",[2585],{"start":31,"end":1866,"type":42},{"type":1441,"text":2587,"spans":2588,"direction":51},"Personalized communication: Streamlines the creation of individual total rewards statements and compensation summaries, making complex pay structures easier for employees to understand.",[2589],{"start":31,"end":2300,"type":42},{"type":398,"text":2591,"spans":2592,"direction":51},"Governance Requirements",[2593],{"start":31,"end":1532,"type":42},{"type":36,"text":2595,"spans":2596,"direction":51},"Organizations adopting AI in compensation should be aware that regulatory scrutiny is increasing. The EU AI Act classifies employment and worker management, including compensation, as a high-risk AI use case, imposing documentation and oversight requirements. In the US, several states and cities are introducing or have enacted laws governing the use of AI in employment decisions. Organizations should define clear policies for how AI is used in compensation processes, ensure transparency and explainability of AI-driven recommendations, maintain human oversight of all final pay decisions, and regularly audit AI tools for bias and accuracy.",[2597],{"start":2598,"end":2599,"type":46,"data":2600},430,470,{"link_type":48,"url":1535,"target":50},"article_text$d4f95256-702d-4dda-901b-a2ca45a1873c",{"variation":388,"version":342,"items":2603,"primary":2604,"id":2638,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2605,"text_size":1420,"background_color":1421},[2606,2609,2612,2617,2620,2623,2626,2629,2632,2635],{"type":483,"text":2607,"spans":2608,"direction":51},"Conclusion: The Compensation System of 2026",[],{"type":36,"text":2610,"spans":2611,"direction":51},"The compensation function is undergoing a fundamental transformation. What was once a largely administrative, annual cycle is becoming a continuous, data-driven system that intersects with talent strategy, legal compliance, manager effectiveness, and organizational trust.",[],{"type":36,"text":2613,"spans":2614,"direction":51},"The most successful organizations in 2026 will treat compensation as:",[2615],{"start":31,"end":2616,"type":42},69,{"type":1441,"text":2618,"spans":2619,"direction":51},"A strategic business lever that aligns pay decisions with business priorities, skill needs, and competitive positioning.",[],{"type":1441,"text":2621,"spans":2622,"direction":51},"A transparency-enabled system built on standardized job architecture, defensible pay ranges, and consistent documentation that meets the requirements of a rapidly expanding regulatory landscape.",[],{"type":1441,"text":2624,"spans":2625,"direction":51},"A manager-executed capability supported by modern tools, in-workflow guidance, and adoption metrics that ensure strategy translates into practice.",[],{"type":1441,"text":2627,"spans":2628,"direction":51},"A performance governance framework that differentiates meaningfully based on contribution, with clear explainability and calibration rigor.",[],{"type":1441,"text":2630,"spans":2631,"direction":51},"A skills-powered talent engine that rewards capability acquisition, supports internal mobility, and responds to the structural shift from degree-based to skills-based talent valuation.",[],{"type":1441,"text":2633,"spans":2634,"direction":51},"A holistic total rewards experience that communicates the full value of employment, from cash to benefits to flexibility to development, in a way employees can understand and appreciate.",[],{"type":36,"text":2636,"spans":2637,"direction":51},"Those that invest in this modernization will build stronger cultures, higher engagement, and better business outcomes. Those that delay will face compounding risk from legal exposure, talent attrition, and eroding employee trust.",[],"article_text$26a12ff1-b8c7-4e67-81bd-05669f2103e6",{"variation":388,"version":342,"items":2640,"primary":2641,"id":2652,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2642,"text_size":2651,"background_color":345},[2643],{"type":36,"text":2644,"spans":2645,"direction":51},"As the workforce and regulatory landscape continue to evolve, organizations that adopt innovative solutions like beqom will be best positioned to attract top talent, ensure fairness, and remain competitive in 2026 and beyond. Contact beqom today for more information.",[2646],{"start":2647,"end":2648,"type":46,"data":2649},226,245,{"link_type":48,"url":2650,"target":1336},"https:\u002F\u002Fwww.beqom.com\u002Fbook-a-demo","Large","article_text$1e306859-aed1-4a8c-9920-0cb1db96ed4a",{"variation":388,"version":342,"items":2654,"primary":2655,"id":2759,"slice_type":1423,"slice_label":5},[],{"section_id":5,"content":2656,"text_size":1420,"background_color":346},[2657,2661,2664,2667,2670,2673,2676,2679,2681,2683,2686,2688,2691,2693,2696,2699,2702,2705,2708,2711,2714,2717,2720,2723,2726,2729,2732,2735,2738,2740,2742,2744,2747,2750,2753,2756],{"type":398,"text":2044,"spans":2658,"direction":51},[2659],{"start":31,"end":2660,"type":42},10,{"type":36,"text":2662,"spans":2663,"direction":51},"Jackson Lewis. \"Navigating 2026: Pay Transparency Laws and Employer Obligations.\" January 30, 2026.",[],{"type":36,"text":2665,"spans":2666,"direction":51},"Baker Donelson. \"Pay Transparency in 2026: What Employers Need to Do Now.\" January 21, 2026.",[],{"type":36,"text":2668,"spans":2669,"direction":51},"Hunton Andrews Kurth. \"Several States Enact Pay Transparency Laws: What Employers Need to Know in 2026.\" 2025.",[],{"type":36,"text":2671,"spans":2672,"direction":51},"Gunderson Dettmer. \"California Pay Transparency Overhaul: What Employers Must Do by January 1, 2026.\" 2025.",[],{"type":36,"text":2674,"spans":2675,"direction":51},"Vorys. \"Don't Play with How You Pay: New California Laws Require Employers to Get Serious.\" January 2026.",[],{"type":36,"text":2677,"spans":2678,"direction":51},"Paycor. \"2026 Pay Transparency Laws by State.\" 2026.",[],{"type":36,"text":2068,"spans":2680,"direction":51},[],{"type":36,"text":2071,"spans":2682,"direction":51},[],{"type":36,"text":2684,"spans":2685,"direction":51},"WTW. \"Top 5 Compensation Predictions for 2026.\" January 21, 2026.",[],{"type":36,"text":2083,"spans":2687,"direction":51},[],{"type":36,"text":2689,"spans":2690,"direction":51},"WorldatWork. 2025-2026 Salary Budget Survey. 2025.",[],{"type":36,"text":2113,"spans":2692,"direction":51},[],{"type":36,"text":2694,"spans":2695,"direction":51},"Grant Thornton. \"Compensation Planning for 2026: Five Trends That Matter.\" September 2025.",[],{"type":36,"text":2697,"spans":2698,"direction":51},"Paylocity \u002F Dr. Shari Simpson. \"10 Workforce Trends HR Leaders Say Will Shape 2026.\" January 2026.",[],{"type":36,"text":2700,"spans":2701,"direction":51},"Robert Half. 2026 Salary Guide. 2025.",[],{"type":36,"text":2703,"spans":2704,"direction":51},"Robert Half. \"Best Employee Perks and Benefits: Your Guide for 2026.\" December 2025.",[],{"type":36,"text":2706,"spans":2707,"direction":51},"Robert Half. \"Labor Market Outlook for Early 2026.\" December 2025.",[],{"type":36,"text":2709,"spans":2710,"direction":51},"HR Dive. \"5 Hiring Trends Recruiters Can Expect in 2026.\" January 2026.",[],{"type":36,"text":2712,"spans":2713,"direction":51},"Fast Company. \"Key Workforce Trends to Watch in 2026.\" December 2025.",[],{"type":36,"text":2715,"spans":2716,"direction":51},"NACE. Job Outlook 2026 Survey. 2025.",[],{"type":36,"text":2718,"spans":2719,"direction":51},"Addison Group. \"2026 National Hiring Trends: Insights and Strategies.\" February 2026.",[],{"type":36,"text":2721,"spans":2722,"direction":51},"WorldatWork. \"How High Costs Will Drive Big Shifts in Employee Benefits in 2026.\" 2025.",[],{"type":36,"text":2724,"spans":2725,"direction":51},"Mercer. Health Benefit Cost Survey. 2025.",[],{"type":36,"text":2727,"spans":2728,"direction":51},"Bank of America. 2025 Workplace Benefits Report. 2025.",[],{"type":36,"text":2730,"spans":2731,"direction":51},"Paychex. \"Employee Benefits Trends for 2026.\" 2025.",[],{"type":36,"text":2733,"spans":2734,"direction":51},"NFP. \"2026 U.S. Benefits Trend Report.\" 2026.",[],{"type":36,"text":2736,"spans":2737,"direction":51},"HUB International. \"2026 Employee Benefits Outlook.\" 2026.",[],{"type":36,"text":2104,"spans":2739,"direction":51},[],{"type":36,"text":2101,"spans":2741,"direction":51},[],{"type":36,"text":2098,"spans":2743,"direction":51},[],{"type":36,"text":2745,"spans":2746,"direction":51},"Mercer. \"Rebuilding Reward and Career Frameworks Based on Skills.\" 2025 to 2026.",[],{"type":36,"text":2748,"spans":2749,"direction":51},"HR Dive. \"Close Talent Gaps with Skills Mapping.\" April 2025.",[],{"type":36,"text":2751,"spans":2752,"direction":51},"UKG. Global Study on Frontline Worker Priorities. January 2026.",[],{"type":36,"text":2754,"spans":2755,"direction":51},"Wellable. \"2026 Employee Well-Being Industry Trends Report.\" 2026.",[],{"type":36,"text":2757,"spans":2758,"direction":51},"The HR Digest. \"Pay Transparency 2.0: The Shift to Total Rewards Transparency.\" December 2025.",[],"article_text$9804aca9-8506-498e-b257-a7b9adc07624","Top 6 Trends in Compensation Management | How to Prepare","Stay ahead with the top trends in compensation management, from pay transparency to AI-driven analytics. Discover actionable steps and how technology can help attract top talent, ensure fairness, and maintain compliance.",{"dimensions":2763,"alt":2164,"copyright":5,"url":2764,"id":2166,"edit":2765},{"width":25,"height":26},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaZxQhsFoBIGEgqdQ_aitrends2026-1-.jpg?auto=format%2Ccompress&w=2400&h=1260",{"x":31,"y":31,"zoom":32,"background":33},"Top 6 Compensation Management Trends | beqom","The future of compensation management is here! Explore the top 6 trends, including pay equity, AI-powered analytics, and skill-based pay, and learn how technology like beqom can help your organization stay competitive and compliant.","2026’s Biggest Compensation Trends","What’s driving compensation management in 2026? From pay transparency to AI and skill-based pay, we’ve got you covered with key trends and how to prepare for the future.","3f9f504","All Rights Reserved"]