2026薪酬最佳实践报告

Survey data and insights from HR and compensationprofessionals to support best-in-class compensationmanagement in ayear of strategic alignment. What Payscale survey participantshave to say about the CompensationBest Practices Report For over a decade, our Compensation Best Practice Report has been recognized as a leading benchmarkin the compensation industry, guiding organizations on how to design, reward, and retain top talent.Don’t just take our word for it: here’s what HR and compensation leaders say about its impact. Participate in nextyear’s survey andreceive the reportwhen it is available. “Ireally appreciate howcomprehensive and data-driventhe CBPR is each year. The mix ofquantitative data and qualitativestories gives the report bothdepth and real-world relevance.” “This compensationstudy is top shelf!” “I find thisreport veryhelpful withboth hiringpracticesand wagenegotiations.” The Compensation Best PracticesReport is an annual report. Thesurvey is fielded October-December,and the report is released in the firstquarter after the New Year. “CBPR helps usunderstand the labormarket and provides toolsto face the challenges oftalent attraction.” “CBPR is a trusted source for reliable, real-world compensation data and insights.” Sign up here “This report has helped our team ensurewe are keeping up with market trends andnorms while also giving us insights intowhat's up and coming and how to stayahead of the curve.” “This report helps me stay ahead of emergingpractices, benchmark effectively, and make informeddecisions that balance competitiveness with internalequity. It’s not just informative; it’s a strategic tool thatelevates the entire compensation conversation.” Table of contents Executive summaryHighlights45 Use of AI for compensationInvestment in AI for compensationBenefits of AI in compensationRisks of AI in compensationTrust in AI for compensationThe AI job evolutionRewarding AI skills7101111121416 Benchmarking63 Market pricing strategyAging dataConfidence in market pricing656667 Labor market17 Compensation strategy68 Business performanceFair pay perceptionRecruitingRetentionResponses to challenges1821252629 InfluencesPay structuresPay progression707171 Geographic pay72 Workforce environmentGeographic differentialsOn-site pay premiums737475 Compensation preparedness32 HR prioritiesCompensation prioritiesLegal complianceCompensation teamCompensation maturityExecutive supportReturn on investment (ROI)32333434373840 Pay equity76 Pay transparencyCompliancePay transparency spectrumCommunications81828687 Compensation softwareImpact of compensation technology on maturity4142 Total rewards91 Variable payBenefitsConfidence in total rewards929496 Compensation planning44 Base pay increasesBy size and industryFactorsConfidence in pay increasesOperations4445474848 Make compensation your strategiclever to accelerate business growth102 Executive summary The 2026 Compensation Best Practices Survey gathered 3,413 responses from October–December 2025 with a completion rate of 50%. A breakdown by company size, industry,and other firmographics are available in themethodologyat the end of this report. Compensation software is emerging as a force multiplier. While 40% oforganizations report faster and more efficient compensation decision-makingthrough AI, confidence depends heavily on governance. This highlights aclear executive concern: speed and insight must be balanced with fairness,explainability, and risk management. In 2026, compensation management is shaped by a slow-moving labormarket and tighter financial discipline, requiring organizations to bedeliberate in how they invest in pay. Voluntary turnover has droppedto 8%, and positions take a median of 30 days to fill, signaling reducedchurn and less urgency to compete aggressively for talent. As a result,organizations are planning measured base pay increases of 3.5%,balancing market movements and employee expectations around inflationconcerns with constrained budgets. Notably, 51% of organizations citebalancing pay expectations with financial limits as their top challenge,underscoring the central tension. Confidence in the competitiveness of market pricing, pay increases, and totalrewards is a defining characteristic of top performers, which is notably higherfor Payscale customers. To support defensible pay decisions, organizationsincreasingly rely on multiple industry-relevant salary data sources. In addition,more organizations (62%) have established formal job architectures, and payequity analysis remains a priority for 60% of organizations, reinforcing its dualrole as both a compliance imperative and a critical driver of employee trust. Despite these pressures, compensation is increasingly being recognizedas critical to strategy. A strong majority of executive leaders (68%)view compensation as a strategic lever for business success, and 63%of organizations believe their compensation policies drive positiveoutcomes. At th