2026薪酬指南：薪酬与福利

COMPENSATION& BENEFITS TABLE OFCONTENTS OVERVIEW The talent market is shifting, and 2026 is proving to be a year of recalibration.Compensationexpectations continue to climb even as employers are viewed as holding more leverage. Meanwhile,Al is redefining roles faster than many hiring processes can adapt. In this climate, pay alone no longerdefines the employment value equation. As the nature of work evolves, candidates are weighingcompanyreputationandlonger-termopportunityalongsidecompensation. Our 2026 Salary Guide delivers exclusive salary data on nearly 200 roles and an in-depth look at theforces shaping the year ahead, from compensation trends and employee sentiment to Al's ongoingimpact and the growth of flexible talent solutions. The findings are based on survey responses frommore than 2,ooo professionals across the Marketing, Creative, Technology, Beauty, Fashion, andRetail industries. KEY FINDINGS 82%of organizationsplantohirenet-newAl-focusedroles in the next 12 months 85%say their company is takingstepstomakecompensationpackagesmorecompetitive 85%ofemployees expecta raise in 2026 76%ofemployeessaybenefitsand perks are the primaryreason they stay 69%of professionals saytheir employers taketoo long to hire SURVEYDEMOGRAPHICS COMPENSATION In 2025, 50% of survey respondents believed employers held moreleverage in the employment market. In 2026, that figure has climbedto 63%. The shift is real, but it carries a risk: Organizations that treatleverage as permission to underinvest in pay may find themselveslosing out on top performers they assumed would stay. Financial compensationis still the number onereason people takea job. It is also,increasingly, the reasonthey leave. More than three-quarters (77%) of those surveyed received a raise in2025, and 85% expect one this year. Yet satisfaction with pay sits atjust 58%. That distance between expectation and satisfaction is whereretentionproblems canbegin.Forexecutiveteams,thesolutiongoesbeyondgiving annual raises. The organizations poised to pull ahead are craftingcompensation systems that are both equitable and durable In welcome news for job seekers and employees, 85% of respondentssay their company is actively taking steps to make compensationpackages more competitive. The challenge now is ensuring that efforttranslates into outcomes employees can feel and trust WHO HASMORELEVERAGEINTHEEMPLOYMENTMARKET? REPUTATION AS A RECRUITMENT &RETENTIONDRIVER Company reputation now functionsas a defining talent strategy, shapingwhere employers focus theirrecruitment and retention efforts,and where professionals seek tobuild their careers. With company reputationranking second only to financialcompensation,itnowoutrankswork-life balance, flexibility, andcareer growth opportunities. What a company stands for, how ittreats its people, and whether itspublic image matches the internalculture are crucial. Millennial andGen Z professionals, in particularthoroughly research employersbefore applying, and they discussworkplace experiences openlyonline. For them, reputation is nominorfactor. WHATIS MOST IMPORTANTTOYOUINANEMPLOYER? #Financial1compensation For leaders, that means reputationshould command the samedeliberate investment as any othertalent strategy. ##2Companyreputation Organizations that clearly definetheir brand promise and then deliveron it will earntheattention of thebest and brightest candidates #3Commitment towork-life balance COMPENSATION CLARITYIS MORE THANANUMBER For organizations reassessing how they recruit and retain talent, headline increases alone won'tlikely translate into greater employee confidence, loyalty, or satisfaction. Savvy employers treat payas a strategic investment, not a transaction, across five areas of long-term workforce planning. Regular marketbenchmarking Ensuringpaystayscompetitiveasroles, skills, and demands evolve 2Performance-baseddifferentiation Aligningcompensationwithmeasurable individual impact 3Broaderincentiveparticipation Expanding access to bonus programsbeyond the leadership level Transparenttotal compensation Helpingemployeesunderstandthefullvalueofwhattheyreceive beyond base salary 5Definedopportunities Giving workers a clear line of sight betweenprofessionaladvancementpathsandpaygrowth Organizations that get compensation right are paying people betterand are committed to communicating all the reasons to join and stay SIDE HUSTLES & SALARY STRESS Nearly half (43%) of fully employed workers freelanced in the past year. For many, it's a choice:47%saytheirfull-timecompensationisadequate,buttheyfreelanceforsupplementalincome anyway. 24% say freelancing is anecessitybecausetheir salary doesn'tcover their needs Whennearlyoneinfouremployees are doing a side hustleout of financial concern ratherthan professional ambition, it's asignal to take seriously. HAVE YOU TAKENON ANYFREELANCEPROJECTSINTHE LASTYEAR? The irony for leaders is that thetalent they most want to keep isoften the