Nine Action Steps Employees Should Take Before Requesting a Pay Increase
In all probably, you have had at least one of your employees over the years ask you, or your HR department director, for a pay raise with more of a disrespectful sense of entitlement than a respectful request to discuss their true contributions. The simple series of action steps that follow could be suggested to such an employee to help both of you remedy this unproductive scenario and reach a more fulfilling outcome.
Before your employee ever asks for a raise, encourage them to take the following steps:
Step 1. Compose a comprehensive list of clear contributions or accomplishments they have made for your company.
Ask them to write out their list concisely and memorize it prior to the raise request meeting so it is presented succinctly, convincingly and time efficiently.
Step 2. Compose a list of new responsibilities and achievements they have fulfilled, or are about to fulfill, since their previous salary determination.
When they can demonstrate these additional accountabilities they are now responsible for, you will be more likely to be receptive to offering them more economic or other rewards.
Step 3. Clearly define the raise they desire and feel they truly deserve.
Ask them to present this request only after they are sure in their heart that it is truly a fair request and a win-win exchange for them and your company.
Step 4. Write out 25+ reasonable benefits to your company of paying them the newly desired wage and 25+ drawbacks of continuing to pay them their current wage.
This is for the sake of full disclosure and transparency of motive.
Step 5. Identify or determine your or your HR director’s (the decision maker’s) highest values, priorities or objectives.
When they respectfully communicate the pay raise they desire in terms of your or your HR director’s highest values or priorities, you or they will become more open and receptive to their request.
Step 6. Have them identify and own where they may have any of the possible intimidating traits that you or your HR director (the final raise decision maker) might display during the meeting (in case they are hesitant and repressing pent up frustration that can lead to entitlement).
When they fully own the same behavioral traits, they will not be too humble to communicate their request respectfully and confidently as an equally respected human being and not as a disempowered, entitled and defensive underdog. If they cannot walk away from the raise request negotiation table when they do not receive the salary hike that they desire, then they are still to some degree in a disempowered position as an underdog. In any area of their life they are not empowered in—they will probably become overpowered. When they are in a state of disempowered entitlement, the outcome will not likely be as fruitful.
They are to be certain and empowered enough to be willing to walk away to some alternative opportunity to receive what they want. Not that they actually will, but it reflects that they truly believe they contribute value. If they cannot walk away from the raise request negotiation table to an alternative job offer that pays what they desire, then they would be wise to add more value to the company by adding to action steps 1, 2, 4 before the raise request meeting.
Step 7. Rehearse the presentation in a manner where they have imagined themselves receiving their desired raise outcome.
This elevates them to a more professional positioning which will ultimately serve your company.
Step 8. Dress to match the elevated position, image and standard of the additional accountabilities that they will be responsible for so as to position them in a higher light during the presentation.
When they dress professionally for the part and are more responsible and productive in their positioning, they will probably be more convincing.
Step 9. Time their raise request at a more profitable period when there is more likely to be a cash surplus in your company.
Only request something for something (a fair raise for their added service and productivity) and not something for nothing. Sustainable fair exchange is the only thing that builds companies and lasts.
Thank their raise request decision maker for honoring their raise request and then deliver even higher quality and more productive service to your company.
Also, have your employees periodically look or ask for additional responsibilities so they can continue to add more value to your company and open the door for additional future promotions and raises.
Although the individual employee that may be respectfully requesting a raise may or may not ever become a partner in your company, when called to account for any of their independent and productive actions, you can have them show you how their chosen actions actually outperformed your standard requests and expectations. If they stand firm, not with insubordination or disrespect, but with certainty and true caring about your company, then they could be a potential asset for the future. Let them respectfully and exceptionally perform for you just as soon as they feel certain that they can and develop ever greater talent and accountability. Have them try it on early just in case their talents could serve greatly.
Let them respectfully and exceptionally perform for you just as soon as they feel certain that they can and develop every greater talent and accountability.
There is probably little you, the employer, would appreciate more than discovering and cultivating a truly dedicated employee for the sake of growing your company. If you are not receptive to the emergence of great talent, then you may not be the quality of employer they will want to remain with. They may then leave whenever they can, even at a sacrifice, and find an employer capable of discerning their genius and contribution and secure enough to truly delegate authority. It is wise to recognize quality employees and assist them in contributing to your business mission and brand message.
Dr. John Demartini is a human behavioral specialist, educator, internationally bestselling author, consultant and founder of the Demartini Institute.
drdemartini.com