Pay Raise

If the answer was yes, the final hurdle may be actually receiving the raise. Back-pedaling or even simple forgetfulness are always possibilities. Do not jump to conclusions if the raise does not go into effect right away. Things do go wrong: your boss might encounter resistance from the higher-ups or face budgetary problems, etc.

☛ Making your boss feel bad about reneging (for example, mentioning someone you know who asked for a pay raise only to have a boss take it back and how staff morale plummeted). This will have to be done subtly and with tact.

☛ Ask when your boss will implement the pay raise. A subtle way of doing this might be to ask if there is anything you need to sign to put it into effect.

☛ Go one step further and tell your boss: "I guess that you will have this arranged by the end of the month after you have approved the paperwork," etc. This puts a plan into action so that he or she does not have to.

Timing is also key. There are natural times to discuss compensation, such as when you are first negotiating joining the firm. If you feel you have strong data to support that you are under compensated, letting your manager know the data before the end of year budgeting process is a good idea. You should also take the long view, if you are not properly compensated today, talk with your manager about what expectations you should have about your future outlook for compensation changes, and what you would have to do in terms of increased responsibilities or other actions to be more in line for growth in your compensation. Planning for career growth goes hand in hand. The easiest way to get a bigger paycheck is to earn a bigger job.

Some tactics to help manage this situation:

☛ Accept that in tough economic times, the needs of the company must come first. Sharing this line of thinking with an employee let them know where you are coming from and gives them insight into your decision-making process.

☛ You generally have little to no warning or control over when the employee will request a meeting to discuss a raise. Once asked, do not stall or delay this conversation. Handle it head on.

☛ Be compassionate, caring and understanding but it is important to note that there is no need to apologize. It is just a fact of life that when a company's business is down or facing risks, its employees will have to forgo raises.

☛ Let the individual make his or her pitch without interruptions or argument.

If correct, accept his or her assertions and numbers openly. Respond to every request, regardless of which pitch is used, with the same answer: the money is not there right now.

☛ Accept that there will be a certain amount of anger, annoyance or disappointment. It is understandable.

☛ Make a commitment to revisit this issue and assure the employee that there will be an increase as soon as it is feasible.

Pay particular attention to projects you have worked on, problems you have helped solve and how business operations and profits have improved since you started. This is about more than just doing your job well, which you are already expected to do but about going above and beyond the duties of your job and ultimately, it boils down to improving the company's bottom line. Some questions to consider when developing your case include:

☛ Did you complete or help to complete a tough project? And get positive results from it?

☛ Did you work extra hours or meet an urgent deadline? Are you continuing to demonstrate this type of commitment?

☛ Did you take initiative? In what ways?

☛ Did you go beyond the call of duty? In what ways?

☛ Did you save the company time or money?

☛ Did you improve any systems or processes?

☛ Did you empower others with your support and guidance or training?

Successful requests are all about good timing. Ask yourself what you have done within a demonstrable time period that has made you more valuable to the firm or organization. It does not make sense to ask for a pay raise when you have not yet demonstrated anything amazing for the firm regardless of long you have been there.

☛ The time is right when your value to the organization is clearly high.

☛ This means seizing the iron while it is hot and asking for a pay raise off the back of excellent successes such as holding a highly successful conference, getting fantastic feedback, getting a big client signed on, producing outstanding work that outsiders have praised, etc.

☛ Do not choose a time when the company has just posted major losses.

☛ Asking for a pay rise based purely on "time done" is dangerous because it makes you appear like a timekeeper rather than someone interested in the company's progression. Never say to your boss: "I have been here for a year and I deserve a pay raise.