HOW TO
How to:
secure a pay rise
Asking for a pay rise is one of the hardest things any employee will ever do,
and that leads to one big mistake that almost guarantees failure SAYS JOHN DIXON
The task of asking for a payrise is not a popular one
– many employees find it difficult to do, and so it gets put
off until, in a rush of emotion as yet another bursting file
lands on your desk, you make your demand. That is the
problem, right there. Asking for a pay rise has to be a
business discussion, and there is no room for emotion in
it. Rather, the conversation must be about the facts and
figures – the rational justification for the pay increase.
And, most importantly, you must be in control.
Like any other business discussion, it must start with
research and planning. It is important that before you do
anything else you know whether you have a sound basis
for your request. So, do your homework. Why do you
think an increase is justified? It could be one or more of:
increased responsibilities; market increases for compa-
rable roles; changes in working conditions; extra effort;
your contribution to the team results; effects of inflation;
company performance; or a number of others. Collect
your facts and figures – you will probably have to present
them as part of the discussion.
Think, too, about other key factors that will affect your
strategy as the discussion progresses. This will include
factors such as: company position on staff retention (or
are they happy to see people go at this time); what value
you place on yourself; what value the company might At the meeting, remain business-like and in control.
place on you; how readily could you get another job at the Lay out your facts, discuss your case, and get the other “
And a final word
of warning – avoid
price you are seeking; how easily could the employer person’s acknowledgement that they understand. This is
replace you at similar or less salary. These will help not, of course, the same as getting their agreement to an
ultimatums of the
inform your decision on matters such as what increase to increase, but if they agree the facts then you can go on to “If you don’t pay me
seek, and how hard to press your case. discuss what this means in terms of your pay.
£X I’ll quit” kind.
Having collected the facts, and determined your strat- Depending on who has the decision-making power,
Nobody likes to be
egy, now is the time to request a meeting. This should be you may get your rise; so, congratulations! Alternatively,
a simple email/phone call/face-to-face message, and you may get support for a case to be made to the appro-
backed into a corner,
most experts advise not mentioning that you want to talk priate authority. In that instance, you should ask ques- and only a two-way
about pay – it just encourages an immediate “no” tions so that you know exactly what else you have to do,
conversation has
response. It should be something simple, like “Can we and so that the person you are talking with commits to a
any chance of
meet to review my role/discuss a personal matter? When plan for the referral.
would suit you?” That’s all it needs at this stage – there is For a whole range of reasons, you may not get agreement
getting you what
no requirement to lay out your case just yet, or even the for an increase: unaffordable; has to fit with the annual you want
specific reason for the meeting. cycle; your results don’t warrant it; and many more – all are
”
possible. It is important that you ask questions so that you
understand the company position, remembering to remain
professional. ‘Losing it’ will only help the other person
rationalise to themselves that they’ve made the right deci-
sion. And it’s only when you understand the employer’s
position that you can go away and think about what you
want to do to next.
And a final word of warning – avoid ultimatums of the
“If you don’t pay me £X I’ll quit” kind. Nobody likes to be
backed into a corner, and only a two-way conversation has
any chance of getting you what you want. Good luck.
E
40 » www.executivepa.com » Feb/Mar 2010
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