2025年薪酬最佳实践报告

Data and insights to supportbest-in-class compensationmanagement in a year of contention. Table ofcontents IntroductionHighlightsReadiness for the futureBusiness performanceHR prioritiesCompensation prioritiesCompensation teamCompensation technologyCompensation maturityArtificial intelligenceMetrics and reporting345568911121418 Compensation strategyFormal approachComponentsMarket strategyPay structuresJob architectureCompensable factorsShift differentialsPromotionsRemote workSkills-based hiringDEI and pay equityPay transparencyPay communicationsVariable pay and benefitsMethodologyAbout Payscale4242444547484951535660626570727682 Spotlight on the labor market20 Labor turnoverTensionCost reductionsOutside laborFair pay2122232425 Introduction The 2025 Compensation Best Practices survey gathered 3,595 responses from November–December 2024 with a completion rate of 55 percent.A breakdown by company size, industry, and other firmographics is available in the methodology at the end of this report. In addition, organizations are pulling back on pay equity analysis (57 percent)compared to previous years (62 percent), even if they ostensibly haven’tabandoned diversity, equity, and inclusion (DEI) programs. We are also seeinga reduction in organizations publishing pay ranges regardless of whether it isrequired by law (56 percent compared to 60 percent last year), even thoughmore organizations say they would like to be more transparent. If 2024 was theYear of Retention, in which aprecarious economy presided over a stagnantlabor market, 2025 might be labeledtheYear ofContention, in which the labor market is poisedto heat up in a year of deepening political divideand widening wealth inequality, leading to apotential wave of resignations and a scrambleto adjust compensation to retain top talent. With the possibility of a recession dwindling and hiring starting to pick up, wemay be looking at resignations as employees seek to depart frustrating workenvironments for better opportunities, whether because of return-to-officemandates, insufficient benefits, a clash of values, or perceptions of unfair pay. Fortunately, organizations are more prepared to provide differentiatingrewards. According to our survey, 25 percent of organizations say theyexceeded their revenue goals in 2024, which is an improvement from thedownward trend last year. In addition, 44 percent of survey participants feelthat compensation is their greatest challenge in 2025, which is the largestgrouping and a continuation of a trend seen over the last two years. As aresult, more organizations are hiring compensation professionals (70 percent),have a compensation strategy (61 percent), and are purchasing purpose-builtcompensation technology (30 percent) than ever before. Why do we say this? Well, during the last year, tension mounted betweenemployers and the workforce. While employees feel secure in their jobs,they are less sanguine about their pay. Pay transparency legislationhas continued to expand in the United States, leading to more visibilityof what constitutes competitive pay for employees and job seekers. Atthe same time, some organizations have pulled back on compensationspend, including reducing pay increases (18 percent), lowering salaryoffers (14 percent), and hiring less experienced talent (15 percent), totake advantage of an employer-friendly labor market. Organizationsare also reducing pay increases by 0.3 percent on average (3.5 percentplanned for 2025 compared to 3.8 percent given in 2024). With more organizations ready to embrace compensation maturity but a declinein fair and transparent pay, 2025 might necessitate a back-to-basics approachto compensation management. Highlights For the past 16 years, Payscale’s Compensation Best Practices Survey has collected data fromcompensation professionals, HR leaders, business owners, and others who make compensationdecisions for their organizations. By participating, you’ll receive an early copy of the results. Signup to receive notifications to participate next year when the survey opens. Participate in nextyear’s CompensationBest Practices Survey. Readinessfor the future Jump to section Business performanceHR prioritiesCompensation prioritiesCompensation teamCompensation technologyCompensation maturityArtificial intelligenceMetrics and reporting This section of the report focuses on thepreparedness of organizations to tacklecompensation best practices, includingachievement of revenue goals, prioritiesand challenges, compensation resources,maturity to manage compensation, sentimentaround AI, and metrics and reporting. Business performance While the labor market has cooled, with reducedhiring and turnover, the U.S. economy did not enter arecession despite warnings over the last few years.Business performance improved between 2023 and2024, with more organizations saying they met orexceeded revenue goals compared to last year, whichshould prepare them well for the year ahead. HR prio