DESERVE A RAISE

Persuade Your Employer That You Deserve a Raise

Persuade Your Employer That You Deserve a Raise

Approaching my employer for a pay increase is, without question, one of the most angst-inducing experiences in the workplace. No matter how well prepared I was, the psychological aspect of having my request rejected can impact both my subsequent motivation to do the job and my feelings toward the boss and the organization. The following guidelines will increase chances of a positive outcome.

Why do people get raises?

Raises are typically based on a combination of merit and tenure. They may also reflect external influences on the corporate infrastructure (i.e., a merger) or an increase in profitability (i.e., the award of a government contract or an unexpected boost in sales) (Fisher, Richardson, Sharp, 2008). Although you don't have control of external factors, they can and do play a role in the company's bottom line budget.

The more familiar you are with your employer's economic profile, the more likely you can gauge whether a salary increase is consistent with current or projected revenues. This involves looking at annual reports, paying attention to consumer trends pertinent to your line of work, and honing your observation skills regarding new hires and lay-offs.

Do you deserve a raise?

The areas over which I do have control are my length of tenure and the quality of your performance. Presumably you've produced results, initiated improvements, and demonstrated that you're an asset to the company during the time you've been around. If you've only been on the premises for a week and a half, though, it's too early to start asking for more money (O'Malley, 1998). Most companies expect their workers to learn the rudiments of a new job during a probationary period.

This not only gives the employee a chance to see whether he or she likes the environment and responsibilities but also gives the hiring authority the chance to observe aptitude, attitude and potential for future growth with the organization. The feedback can either be in the form of formal, written evaluations that "grade" one's skill levels or a one on one verbal consultation (Gilmore, Shea, 2007). Be sure to keep copies of all of your performance reviews and/or notes from memory based on conversations with your supervisor. These will serve as back up in the presentation you make for a raise.

Strategy Planning

If you have a fairly casual relationship with your boss, it shouldn't be that difficult to schedule a time to talk about money. It can even be brought up in the context of him or her providing the opening line, "I don't know what I'd do without you." Your response: "Speaking of my being indispensable...” (Fogg, 2006)If you go the spontaneous route, of course, never does it in front of fellow employees or customers. People never like being put on the spot in such matters!

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