We all hope
that when the time comes, our managers will do the “right thing” and give us a
raise (without our needing to ask for it).
In reality, however, this is often wishful thinking. As such we need to proactively protect ourselves
and take remuneration negotiations into our own hands. While the conversation may still be difficult,
below are ten steps to making it more palatable and productive: for both you
and your manager.
Part 1: Before the conversation:
Tailor
your approach -
depending on how long you have worked with your manager, you should know his/her
interests, needs and goals. If you
don’t, try talking to a trusted colleague who knows your manager better and get
an understanding of what is likely to get the best response. Pitching your
raise request in accordance with your manager’s needs increases the chances of
a successful outcome.
Choose
the right time – Contrary
to popular belief, there is a good
time to ask for more money. Most people wait to have the remuneration
discussion at review time, when managers are typically: inundated with similar requests,
restricted by end of year budgetary constraints, and focused on your “problem areas”
in need of professional development. Instead,
initiate the conversation hot-on-the-heels of a clear and undeniable
professional success (e.g. completing a project or exceeding a target). Choosing
the appropriate time, gives your request legitimacy.
Make a
list - Asking for a
raise is about doing MORE than what is asked of you, it is about doing
something EXTRA. Therefore, you should go to the meeting armed with a list of
the ways in which you have personally
added value and made a difference to the organization. Include absolutely everything that you can
think of and then prioritize them in order of weight to support your request.
Get the
facts and figures –
Gather evidence that supports your list of personal value-adds. Compile the
results of the projects completed or measures you have implemented, emails
evidencing praise from others in the organization, customer testimonials –
whatever you need to demonstrate your value and contribution. Be informed on the
salaries of comparable roles both in your organization and industry-wide. This will assist you in tying the figure you
request to a verifiable norm as opposed to a pie-in-the-sky figure. Websites such as PayScale and GlassDoor may be helpful in establishing these
market norms.
Practice
makes perfect –
Once you have done all of the background work, it’s time to practice! Try
“playing it out” with a trusted friend or partner. If this doesn’t feel
comfortable, you can record it on your phone or do it in front of the mirror.
It is important to become comfortable with the words coming out of your mouth.
Try to think about what your manager might say and practice responding to his/her
hypothetical comments. Practice will make the actual conversation much more
fluid, as the substance will flow more quickly in the face of anxiety.
Part 2: During the conversation
Resist
your instincts (avoid complaints and ultimatums) – When you sense push back from
your manager, you may be tempted to respond with threats of resignation,
illicit knowledge of your colleagues’ pay and/or complaints regarding your
(heavy) workload. Avoid these impulses
as they create an adversarial environment in which your manager will be defensive
and far less likely to grant your request.
To avoid this, continue to build credibility in the conversation by tying
your request back to the data you obtained and your list of value-adds.
Stay
calm and collaborate
– Asking for a raise can be a highly emotional experience as remuneration is
closely linked with your sense of self worth and self-esteem. To prevent emotions from taking over, try to imagine
that you and your manager are on the same team.
Try to come up with some mutually beneficial solutions with your
manager and be responsive to any needs/issues that s/he raises. The deal you
strike should be flexible and fluid, walking in with a list of demands is not
helpful.
Pitch
the raise as step towards creating a future – A raise is likely to result in renewed commitment
to both your manager and the organization. Remind your manager of this fact.
Use the conversation as a segue into your hopes and dreams for the future (specifically
those that will benefit the organization and your manager) and create an action
plan in which you are both invested.
Preserve
the relationship and be inquisitive - The point of having this
conversation is to set yourself up for the future, not to take a step
backwards. Accordingly, every move that you make in the negotiation should continue
to build your credibility (even if your request is not granted). If you are
rejected, ask your manager to spend some time explaining why and to expressly
set out what is required of you in order to be eligible for the raise at a
later time. Consider whether there is something that you need from your manager
to be in a position where you are outperforming in your role (for example, a
greater budget or additional staff).
Part 3: After the conversation
Be
creative and have a back up plan - If your request is declined, make sure you have
back up plan. In lieu of a raise, consider a package of options that are of low
cost to the organization but high value to you.
For example, extra vacation time, stock options or more a flexible
working arrangement. You may be able to “repackage” your request in terms of
these alternate options.
By
following these simple steps, you should be in a much better position to ask
for that raise or to renegotiate the terms of your employment. If, after going through the preparation, you
don’t feel like you have a strong enough case, keep your notes and plan to
revisit the issue when circumstances have changed.
