Future of work - Journal of Comp & Benefits - Dec 2016

Future of work - Journal of Comp & Benefits - Dec 2016
Future of Work: Shifting Rewards with Shifting Environments Wes Wu and Juliette Meunier* THE MILLENNIAL “PROBLEM” For the first time in history there are four different generations of workers — the “Write me”, the “Call me”, the “Email me” and the “Text me” generations, broadly categorized into the Silent generation, the Boomers, the Gen X and the Gen Y or Millennials. The last category, the “Millennials” de- serve a special mention due to their sheer numbers and the perceived disproportionate impact they are having on the working world. By 2025, Millennials will account for three-quarters of working-age people1 and the returns can be much greater when companies align their vi- sion, values and strategies with the management of their people. With technology and growing automation in the workplace, organizations would be remiss if company leadership/management fails to acknowledge, understand and adapt a work-culture and policy framework that is in line with the millennials’ ideologies and preferences. Automation Millennials get their apart- ment cleaned through “Handy”, get restaurant-quality food delivered to the door in 10 min- utes using “Sprig”, and get their clothes washed using “Washio.” While other generations were contemplating whether Facebook should be allowed at work, Millennials were rethinking needs and creating an automated world. This is a generation at the forefront of the digital age. They down- load music and videos, communicate with social media and instant messaging, and watch TV online. Disposable Income Millennials have less money to spend, partly due to the average student debt rising from $10,694 in 2003 to $20,926 in 2013.2 Not surpris- ingly, as debt has increased the number of 18–31 year olds who are married and own homes has decreased from 56% in 1968 to only 23% in 2012.3 With such dramatic shifts in technology and lifestyle during Generation Y’s lifetime, it is no wonder that many articles have been writ- ten about the impact Millenni- als have on human resources, compensation and benefits, recruitment, retention, and the workforce in general. *JULIETTE MEUNIER is the National People Advisory Services Leader for Affordable Care Act Services. Juliette has 20 years of experience in executive compensation and employee benefits, advising clients on regulatory and operational matters under the Internal Revenue Code and ERISA and assisting them with all stages of development—from growth companies to established, mature companies—as it relates to the financial, cost, tax and risk implications of their compensation and benefits programs. WES WU is a Principal with Ernst & Young’s People Advisory Services practice. Currently located in San Francisco, he leads HR systems in EY’s western region and has spent his entire career designing HR service delivery, technology, talent management, payroll and analytics strategies. Wes enjoys thinking innovatively and creatively about emerging HR issues and is also a frequent writer and speaker at industry events. Wes obtained his MS in HR Management from Boston University and is also a Certified Employee Benefits Specialist. Journal of Compensation and Benefits E November/December 2016 © 2016 Thomson Reuters 10
Working Life A recent study has seem- ingly confirmed what Genera- tion X has said for years: Mil- lennials are disconnected and remote.4 The PEW Research Center reported that Millenni- als are relatively unattached with 50% identifying as inde- pendents politically and less than 33% seeing a difference between political parties.5 Only 19% say that, generally speak- ing, most people can be trusted.6 This might lead one to believe that Millennials in the workplace wish to be left alone, exclusively work remotely, and have little to no co- worker interaction in their workplace. The truth is that Generation Y values flexibility, and while they comprise a large portion of the telecom- muter population, this is a generation that does not want to be typecast. Millennials value face to face interaction as well as working collaboratively. In fact, the majority of Millennials prefer to collaborate face to face rather than remotely. While Millennials are consid- ered to lack a sense of social trust, the reality is that they have simply shifted their modes of interacting with others and use technology to enhance their connection with family, friends, and colleagues. Millennials have shifted from balancing work and life to blending them. So, while Mil- lennials may seem disconnected in a general sense, they actually view their workplace as an extension of their personal life and trusted social network. A trend we have no- ticed is an attraction by younger workers to companies that host social events for employees, further suggesting that Millennials are blending their work and personal life. The work environment should to be tailored to foster collaboration and interaction instead of as- suming Millennials only want to utilize modern communica- tion methodologies and work remote. Purpose A shift has occurred in which Millennials believe results are what defines the value of work and not the amount of time spent doing it. Putting in a hard day’s work is no longer enough, Millennials want to see a direct impact and return on the work that they do. In ad- dition to results, Millennials wants to know that they work for an employer that is doing the right thing with 85% indicat- ing that they want to work for a socially responsible or ethical company.7 They want to know the company they work for has a good reputation and 91% of Millennials say that a company’s social impact is a factor when considering which companies to work for.8 In order for Millennials to remain engaged in their work they must be judged on the quality what they’ve produced not how they’ve produced it. Compa- nies must also demonstrate that corporate and social responsibilities are aligned, if they want to be an organization that Millennials are proud to be a part of. Passion Another topic often associated with Millennials is job hopping. It is the rationale be- hind these changes that must be tailored to this specific group. So why do Millennials leave jobs so often? New graduates are looking to find work that they are passionate about and are achieving that goal often through trial and error. New graduates find jobs that are a good-fit rather than a perfect fit and eventually move on. This is nothing new, but Millennials have access to job boards and recruiters that previous generations never had such LinkedIn, Indeed, and CareerBuilder to name a few. They can look for new positions and apply for them with the click of a button. Many Millennials also graduated college during or after the Great Recession, where one third of 25–29 year olds with college degrees moved into low-skilled occupations after graduating.9 Future of Work Journal of Compensation and Benefits E November/December 2016 © 2016 Thomson Reuters 11
These Millennials don’t stay in these jobs for long and use them as a stepping stones in reaching their career goals. Generation Y have shifted career development from ex- pecting to climb the corporate ladder to looking for value in their work. Millennials have grown up with technology at their fingers tips. The global economy is in the palm of their hand and can be delivered to them in a matter of hours. They want the same kind of quick results in the workplace. Lack of career and professional development are two reasons why many Millennials leave companies feeling underused. Millennials believe that financial gain is not the only reason to stick with an employer. Chal- lenging assignments, a range of new experiences, and ex- plicit performance evaluation and recognition need to be mixed in to retain Millennials. CHANGING THE WORKFORCE AND THE “GIG” ECONOMY An area in the workforce that has shown significant growth due to technology is the “Gig” economy. The Gig economy, also known as the shared economy or on-demand economy is comprised of contingent workers performing freelance work. The Gig economy now makes up 40% of the workforce compared to just 31% in 2005.10 Technology has enabled new platforms for people to offer freelance services. Companies can also profit from the Gig economy because they do not have to provide benefits to contingent workers and save 30% by hiring a contractor instead of an employee.11 As technology helps businesses become more automated, more full- time jobs will be eliminated which will create more opportunities for Gig work. Two of the larger companies associated with the Gig economy are Uber and Lyft, where freelancers use their own cars for ride sharing services and are connected with users via a smartphone app. However the Gig economy is much larger than these two companies and many people are contributors without even realizing it. While 72% of Americans have used the Gig economy for services, only 15% have used ride sharing apps.12 There are apps that offer home cleaning (Handy), running an errand (Task Rab- bit), home rentals (Air BnB) just to name a few. While apps and technology have increased opportunities for contingent workers, the Gig economy includes any type of freelance work and therefore includes more traditional temporary jobs as well. Flexibility The advantages of the Gig economy are that contingent workers are not held to the traditional 9-5 work day. The work is social, hours are flexible, and it allows people to be their own boss without requir- ing a large capital investment to start their own business. That flexibility appeals to more than just Millennials, it offer retirees the ability to earn extra money when they want to supplement their retirement income. Freelancers are also allowed to pick and choose the projects they want which gives them the freedom to develop their career and enhance the skillsets to meet their personal goals. Another benefit is the ability to work where you want, and many people choose to travel while working remotely. Blurred Lines The downfall of the Gig economy from the worker perspective is that since they are not an employee they lack traditional employee benefits such as healthcare, retirement plans or workers compensation. Freelancers make 17% more per hour than employees, but over the course of a freelance career make 28% less in total earning because they work fewer hours.13 80% of independent contractors work less than 40 Journal of Compensation and Benefits Journal of Compensation and Benefits E November/December 2016 © 2016 Thomson Reuters 12
hours a week14 and it is usually unknown when and where the next project will come. In order to have enough work to create a stable income, sometimes 6–7 simultaneous yet unre- lated Gigs are needed, which increases stress from the amount of multi-tasking re- quired and may reduce quality of deliverables. As the Gig economy becomes more prev- alent the line between employees and freelancers blurs. Uber has had several lawsuits from its freelancers recently and in Seattle, there is a move- ment to allow Gig workers to collectively bargain. It remains to be seen where the Gig economy will go, and some of the advantages may slowly blend into a more traditional employer-employee relationship. Internal “Crowd” One area to monitor is whether companies begin to adopt some of the concepts of the gig economy with their existing workforce such as allowing employees the flexibility to choose their own tasks and jobs within the company. Allow- ing employees to work cross functionally and break down barriers of their own job de- scriptions is way to keep employees engaged and is an example of a large traditional employer shifting to a system which mimics the Gig economy. Emerging / Non-traditional Rewards E Travel rewards E Casual attire days E In-office pet-sitting services E PTO for days spent volunteering in community service projects E On-site gym or membership to nearby gym E In-house gyms E Cafeterias with organic food options E Daily credits for food delivery services E Full libraries E Quiet rooms where naps are encouraged E Technology labs where cutting-edge hardware and software can be accessed E Barbers and hair care salons E ID theft protection E Flexibility on holidays † Extra time off being Christmas and New Years † Supplementary day of for birthdays SHIFTING REWARDS TO INFLUENCE AND MATCH BEHAVIORS As the working world shifts from Generation X to the population of Millennials, reward and benefit functions must understand what motivates the up-and-coming workforce and adapt accordingly to provide rewards that are aligned with their expectations. As mentioned earlier, Millennials place importance on a different set of values compared to Gener- ation X and the benefits offered must reflect this in order for companies to stay competitive in the marketplace for top talent. The question is not “How can I offer better benefits?” but instead “Which benefits are most valuable to each group of workers?” Compensation Compensation structure is one way in which companies can be creative in tailoring their benefits to meet the changing needs of the new workforce. Future of Work Journal of Compensation and Benefits E November/December 2016 © 2016 Thomson Reuters 13
Unlike Generation X, who viewed jobs as an experience they kept for life, Millennials are seeking variation in career paths and want their compensation to be structured to match that expectation. Com- pensation which rewards short term goals, objectives, or projects may be an attractive way to keep Millennials engaged in their work because on average Millennial workers in their twenties change jobs every two years.15 Another creative way some employers are offering compensation is by offering assistance with student loans as part of their total rewards package. As mentioned above, Millennials are bur- dened with more student loan debt than previous generations so this is a way to appeal to a unique issue that affects the generation as a whole. As employees begin to work remotely more frequently, performance and results-based compensation may be prefer- able over a rigid salary structure based on employee lon- gevity and hours worked. Waiting for annual performance based bonuses may be insufficient as younger workers may change employers prior to their yearly anniversary. Re- warding Millennials based on their short-term performance is yet another way companies are trying to keep their employees engaged in their jobs on a day to day basis, which is criti- cal for retention. Compensation and the Gig Economy As discussed previously, the Gig economy offers freedom and flexibility in career path, but this comes at the sacrifice of many of the traditional benefits offered to employees. As the Gig economy rapidly ex- pands, companies face choices in determining how to reward employees in order to remain competitive for top talent. In order to do so, companies must rethink how they manage their contingent worker population. However, in today’s work, most companies don’t have a way of tracking and understanding how they pay non-employees. Unlike employees which have a cen- tralized management tools and systems, contingent workers can be managed by a variety of stakeholders including Hu- man Resources, Procurement, and individual hiring managers. This overlap of management can lead to inconsistent processes, role alignment, and ultimately pay if common controls and processes are not established across all stakeholders. Creating common controls and processes for your contingent workforce starts with defining specific roles and job codes to ensure that similar workers are grouped into common roles or jobs. Without these common controls, significant mis-alignments within the contingent population can occur. This mis-alignment is eventually passed down to compensation and rewards programs. Harmonization of the contingent workforce creates rewards consistency and effectiveness. The following steps are needed to create a successful rewards program for contingent workers. Step 1: Create a governance program that establishes clear ownership and operates as a single function. This typically would entail defining the members of the organization which would have authority to hire contingent workers and developing and implementing a clear management system. Both the company and contingent workers should have a clear understanding of the reporting relationship of contingent workers report and where their role would reside within the organi- zational structure. Step 2: Create harmonized processes that everyone can follow and ensure similar roles are funneled into the appropriate jobs. Companies must de- cide the roles which would be appropriate for contingent workers to fill within an organization. For example, Journal of Compensation and Benefits Journal of Compensation and Benefits E November/December 2016 © 2016 Thomson Reuters 14
should key jobs and innovation jobs that create intellectual property be reserved for employees? Once it is determined which roles are appropriate for contingent workers to perform, a company may consider es- tablishing job codes with clear and distinctive responsibilities. By doing this, a company can offer rewards based on jobs or roles, to ensure consistency across the organization. Step 3: Ensure that data and analytical environments can provide reporting and visibility to track gig economy workers. We have seen tracking of met- rics such as hours worked and pay rates of the contingent worker population to accurately align rewards programs. Infor- mation that was previously housed in multiple departments within the organization and staffing agencies should poten- tially be converted into a single data set with common proper- ties in order to evaluate the entire population. Step 4: Create an overall strategy to compensate Gig economy workers. Depending on what jobs are deemed appropriate for contingent workers, the compensation strategy will change. If innovative and key jobs are only held by employees what kind of rewards should be offered to contingent workers that may only be mar- ginally contributing to the company’s long term success? If contingent workers are holding innovative and key jobs, should their rewards be equal to a regular full time employee performing the same function? Some startup companies are deciding to form cooperatives which allow its contingent workers to be shareholders, allowing them the ability to receive profit sharing and dividends.16 It remains to be seen how more traditional companies will approach this subject. The question companies will need to ask when developing these rewards programs is what do contingent workers value as a trade for a flexible career path? There is an understanding within the Gig economy that the free- doms provided by being a contingent worker do come with some uncertainty, but companies need to find the right balance of rewards to make sure uncertainty doesn’t outweigh the benefits provided to both the workers and the company. Learning and Development While compensation is important, the focus for Millenni- als is not entirely on the high- est paid position. Many Millennials would prefer to have no job than a job they hate, supporting the notation that this is a generation that wants to feel engaged in work they do. Millennials over- whelmingly prefer jobs in which their creativity is valued. Know- ing they have performed well on an arbitrary assignment isn’t enough to provide them job satisfaction. Millennials want to know the impact their work is having on a larger scale within the business. Al- though not a benefit in the traditional sense, career and professional development is an area Millennials highly value. They want continuous progression of their skillset, and such progression requires constant feedback on their work product. The traditional model of annual reviews doesn’t provide frequent enough feedback for Millennials. This workforce also wants to expand their skillset beyond the traditional career progression of climbing the corporate ladder. Millenni- als want experience in a variety of roles which is one reason they “job hop”. They are looking to diversify their experience and increase their appeal to the job market. One area of development that global companies can offer to satisfy this desire is the avail- ability of international assignments and rotations. Offering development through experiences instead of traditional salary is a powerful recruitment tool to attract top talent. This is a way for Millennials to expand their skillset in new ways that Future of Work Journal of Compensation and Benefits E November/December 2016 © 2016 Thomson Reuters 15
don’t require frequent move- ment from job to job. Healthcare Healthcare benefits have come to the forefront since the passing of the Affordable Care Act. In a study conducted by Bentley College 96% of Millen- nials stated that they would choose a job based on the healthcare package offered if all other factors were equal.17 Outside of the focus generated by the Affordable Care Act, the way healthcare is offered has changed dramatically over the past 10 years, with the intro- duction of consumer driven healthcare. Employees now have more flexibility and con- trol over costs and options. They can choose between HMO (plans with a primary care physician) or PPO (plans that allow members to choose from a wide network of physi- cians at any time). Within these types of plans, they have options such as plans with higher deductibles and lower monthly premiums or vice versa. State run health exchanges are now available during open enroll- ment in the fall for anyone, whether they are offered health benefits through an employer of not. This is especially bene- ficial for contingent or self- employed workers because they are not offered traditional health benefits through an employer. The benefits offered through state health exchanges are often more affordable than continued health coverage through a former employer’s plan via COBRA. This option can provide financial relief during times of transition. One issue to keep an eye on in the future of healthcare benefits is portability. With Millen- nials placing flexibility as a priority and the increasing prevalence of the contingent workforce, will healthcare benefits follow suit and become portable from one job to the next? Currently an employee may receive health coverage through their employer, leave the company and elect healthcare coverage through the state exchange, then find a new job and elect coverage through their new employer’s plan. Will there be a shift to cut out the “middle man”? Will employer health plans be eliminated and replaced by health insurance through the state exchanges? These shifts to portable health benefits may require legislative changes or other incentives for employers to offer health coverage that moves with the individual, rather than focused on the employment relationships. The changes we have observed in the past decade suggest this may be the direction healthcare benefits are headed. Financial Planning and Retirement Another shift from Genera- tion X to Generation Y is the importance placed on employer provided financial planning and retirement. Due to high student loans, the desire to own a home, and increasing credit card debt, 65% of Millen- nials seek financial planning and retirement benefits from their employer.18 Some ratio- nalize this as related to the intense child-protection move- ment in America over the last 30 years compared to previous generations. Growing up with v-chips monitoring what they could and could not watch on television, drug free zones, metal detectors at school, AM- BER alerts, and constant sur- veillance from security cam- eras, this generation has become accustomed to others looking out for their best interest. As Millennials transition into the workforce they expect their employers to provide similarly protective treat- ment, which may explain why a majority of Millennials also want assistance with tax prep- aration, retirement education, and relocation assistance. Up- bringing coupled with a front row seat to the effects the 2008 financial crisis on their parents and grandparents, the corresponding loss in savings and retirement income, may explain why Millennials place Journal of Compensation and Benefits Journal of Compensation and Benefits E November/December 2016 © 2016 Thomson Reuters 16
such a high value on these types of benefits. Looking at the types of retirement benefits offered the past decade has seen a decline in the importance of defined benefit plans (e.g. pension) that guarantee an employee a fixed pre-established benefit at retirement and is funded by the employer. Pension plans have traditionally been used to attract top talent with studies showing Generation X places a significantly greater importance of an employer’s pension plan contribution than Millennials.19 However, as younger workers continue to question the traditional work place, retirement benefits that are portable from one job to the next have become more appealing. A defined contribution plan (e.g. 401(k)) has become increasingly popular because it provides employees their own individual accounts into which they make contribu- tions, often with their employer contributing money as well. If employees leave a job they can roll their account balances into a new employer’s 401(k) plan or an IRA (Individual Re- tirement Account). Again, portability becomes the question as we look to the future. With the emergence of the gig economy, in which a worker is self-employed, employers should consider whether there might be a further shift from employer spon- sored defined contribution plans to something else entirely. Employers’ current perspective of retirement may need to shift as we discussed earlier with healthcare plans. Long-term single employer ca- reers with the goal of saving enough money to cease working at 60–65 years of age may not be viable as Millennials shift to a project-based economy. Will retirement benefits become portable as was discussed with health benefits, with retirement benefits tied to the worker instead of the company? Like healthcare, this may require changes in tax codes and regulations sur- rounded retirement plans, but as we have seen with the shift from defined benefit plans to 401(k) plans, portability is a trend that could continue. Flexibility When looking at the various studies about Millennials and the benefits that appeal to them, the common overarch- ing theme is flexibility, especially regarding traditional no- tions of work life balance. The structure of the 9-5 workday is fading and the lines between work and personal life have begun to blend. An overwhelm- ing majority of Millennials believe that they should be able to make their own hours at work, and Millennials are not shy about leaving a current job if a similar position offers more flexibility with work hours. Holi- days and time off are especially important to Generation Y which is closely connected to the idea that Millennials’ work and personal lives are so interconnected they want time away from both. We are seeing employees, especially ones that are new to the workforce, choosing employers based on holidays and time off policies. Doing The Right Thing Another key differentiator in the Millennial workforce is un- related to the benefits offered to them as employees, but rather benefits their employer provides to the community. 64% of Millennials say they want their job to make the world a better place.20 They place an importance on know- ing that the work they do is making a positive impact in the world, and value this aspect of their jobs even more than their own professional recognition. Offering employees PTO to allow them to volunteer in community service projects is an increasing trend that appeals to this desire of Millennials. EY, for example, has an “Earth- watch Ambassador Program” in which employees are allowed to be away from work for a one week expedition to Mexico and Brazil to perform Future of Work Journal of Compensation and Benefits E November/December 2016 © 2016 Thomson Reuters 17
community service and field research. EY pays for the travel and keeps its employees on payroll during the time they are gone. How to Offer Benefits While flexibility is a key theme, Millennials are proving they are not a one-size-fits all workforce and there is no perfect formula to appeal them all. The best way to find out which benefits appeal most to employees is to ask. Using sur- veys and conjoint analysis to assess their workers, targeting certain groups of employees with a specific set of benefits, or sponsoring a cafeteria style plan which allows employees to tailor the benefits to meet their individual needs are all methods employers are using to customize benefits to their employee populations. A new trend that has been gaining a lot of traction is allowing employees to customize the form of their compensation structure. In this type of ar- rangement employees are allowed to elect the amounts of their total compensation that they would like to allocate to salary and equity on an annual basis. Employees can also customize the form in which they receive long term incentives as well. While this compensation strategy creates new administrative and tax chal- lenges, the flexibility allows employees to choose a structure that aligns with their current and long term goals with the company. As Generation X passes the torch to Generation Y, employers must balance the benefits they offer in order to make the transition smooth. If benefits and rewards are tailored to both generations, companies should maintain their current productivity while set- ting themselves up with the best emerging talent for the years to come. CONCLUSION E Stress Flexibility: Flex- ible doesn’t simply mean working from home or wearing jeans to work. It means options. Give your employees choices without taking away their resources. Work and life is becoming blended so benefits need to wear many different hats to ad- just to the complexities of life. Allow people to work from home when needed, but also maintain a structure for face to face collaboration and ways to communicate feedback effectively. E Keeping benefits that appeal to Gen X while shifting to benefits for Gen. Y: Benefits must be as flexible as the workplace itself in order to appeal to more than Gener- ation Y. Generation X is still in the workforce, and as the transition from one generation to the next oc- curs, benefits need to appeal to both generations. Allowing employees to choose the benefits that best suit their lifestyle may be the future however, if the benefits Gen- eration X values aren’t available, then flexibility won’t matter. Survey your employees and make sure you are offering a variety they want to choose from. E Don’t focus on how to keep Gen. Y, focus on what you can accomplish together with the time you have: Millenni- als want to expand their skillset and as the gig economy and portability come to the forefront job hopping is inevitable. Your benefits can keep people engaged which helps retain employees, but some attrition cannot be avoided. Instead of worrying about how to keep all of your employees, the shift should be what can you accomplish together with the time you have? Focus on how you keep employees engaged for large projects, and how that project leads to Journal of Compensation and Benefits Journal of Compensation and Benefits E November/December 2016 © 2016 Thomson Reuters 18
the next, rather than fo- cusing on the number of years you have together. NOTES: 1 Fred Dews, “11 Facts About the Millennial Generation,” Brookings Institute, June 2, 2014. 2 http://www.goldmansachs.com/ our-thinking/pages/millennials/. 3 Id. 4 http://www.nationalreview.com/ article/375008/disconnected-generati on-michael-barone. 5 Id. 6 Id. 7 Id. 8 Id. 9 http://www.huffingtonpost.ca/ 2013/03/11/generation-y-workplace-jo bs-quitting_n_2828150.html. 10 Id. 11 http://time.com/money/ 4358945/gig-economy-numbers-statis tics/. 12 http://www.cio.com/article/ 3075278/leadership-management/th e-new-gig-economy-shared-and-colla borative.html. 13 http://time.com/money/ 4358945/gig-economy-numbers-statis tics/. 14 Id. 15 http://www.dailynews.com/articl e/zz/20070630/NEWS/706309855. 16 http://www.nytimes.com/2016/ 07/21/business/smallbusiness/a-new- wrinkle-in-the-gig-economy-workers-g et-most-of-the-money.html?_r=0 17 http://www.bentley.edu/newsro om/latest-headlines/mind-of-millenn ial. 18 https://wealth.barclays.com/glo bal-stock-and-rewards/en_gb/home/r esearch-centre/talking-about-my-gen eration.html. 19 http://www.hrmagazine.co.uk/a rticle-details/generations-x-and-y-are- different-so-tailor-your-benefits-accor dingly. 20 http://www.forbes.com/sites/ro basghar/2014/01/13/what-millennials- want-in-the-workplace-and-why-you-s hould-start-giving-it-to-them/#3ac54af 02fdf. Future of Work Journal of Compensation and Benefits E November/December 2016 © 2016 Thomson Reuters 19

Future of work - Journal of Comp & Benefits - Dec 2016

Future of work - Journal of Comp & Benefits - Dec 2016

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