| You want a raise; you may even deserve one. | | | | perspective, then you have a much more positive |
| You've been a consistent, high performer. You've | | | | and proactive reason to go meet with your boss. |
| attained a professional certification. You've | | | | See how these two examples sound to you? |
| significantly contributed to multiple team projects. | | | | "I provided critical support for the completion of |
| You proactively pursue professional development | | | | the RFP for XYZ Company - a $2,000,000 |
| to continue honing your skills. So how do you | | | | contract - in a record two day turn around time." |
| approach your boss about this ever delicate topic? | | | | "I work twice as hard as Susie, and she makes |
| 1. Do your homework BEFORE you initiate the | | | | more than me." |
| conversation. | | | | The first one says I'm a valuable member of the |
| What are other professionals with your education, | | | | team. The second one says I have a whining |
| experience, job title and job duties earning? Can | | | | problem. How do you want to be perceived? |
| you document these amounts? | | | | 5. Strategically plan the meeting with your boss. |
| When does your company typically review salary | | | | We all know there are good times and bad times |
| increases? What criteria are used to determine | | | | to approach a boss based on hectic schedules, |
| those increases? | | | | moods, or other things happening within the |
| Make sure you're comparing apples to apples as | | | | company. So don't time this meeting on the day |
| much as possible as you collect your data. Check | | | | before they leave on vacation or the day after |
| your company's internal job postings to see if | | | | they return. Don't ambush them the day before a |
| there are similar positions posted. Some | | | | big board meeting. Be thoughtful about the best |
| companies have pay scales or ranges that they | | | | time, date, and setting in which to have this |
| will post on internal websites, so that gives you | | | | conversation. |
| some starting guidelines. If you contact Human | | | | Have the meeting at a location outside of your |
| Resources, some will give you the low-mid-high | | | | boss's office. Use a conference room or go get a |
| ranges for current job postings if you already | | | | cup of coffee together at a local coffee shop. |
| work for the company. At the very least, they | | | | You want a more neutral setting free from |
| should be able to give you the low-mid-high range | | | | distractions and away from the center of power |
| for your current position. This helps you get | | | | the boss's office often has associated with it. |
| started. | | | | We also know everyone communicates |
| Use your network within other companies or | | | | differently. Some like a lot of detail with facts and |
| associations to see how much information you | | | | figures, some just want a high level overview. |
| can gather as well. If I want to know the pay | | | | Some prefer a verbal exchange, some want to |
| scales for a job posted for a local employer, find | | | | see it on paper, too. You should know your boss's |
| an administrative or HR contact inside that | | | | communication style preference and present your |
| company to help me do my research. The value | | | | request accordingly. On the flip side of that, once |
| of a fully developed network of contacts in | | | | you've presented the information, give your boss |
| multiple companies cannot be emphasized enough | | | | the appropriate space and time to process the |
| here. | | | | information and make a decision. Some need |
| There are several resources to use when it | | | | thinking time to process the data. Some may |
| comes to researching wages and salaries: | | | | make a decision on the spot. Don't expect or |
| The OfficeTeam Salary Guide for administrative | | | | demand an instant decision, or you may ultimately |
| support staffing is a terrific resource. The | | | | sabotage your entire effort. Give your boss time |
| OfficeTeam Salary Guide is updated annually, and | | | | to think and take action. He or she may need to |
| it provides the most reliable and job specific | | | | present your data to his or her boss in order to |
| information I've found on administrative support | | | | get your raise approved. |
| salary ranges. Get to know your local OfficeTeam | | | | 6. Practice your presentation and delivery. |
| representatives and take advantage of their | | | | Go through mock interview questions to get |
| information and resources. ( ) | | | | practice answering the questions. This is especially |
| The International Association of Administrative | | | | helpful if you're leaving a position or a company |
| Professionals (IAAP) website has some great data | | | | for negative reasons. You don't want your voice |
| and survey information that may be useful as | | | | or demeanor to shift to a frustrated or defensive |
| you do your research. ( ) | | | | tone. To overcome this, practice answering |
| Do a Google search on specific salary information, | | | | questions over and over again with a smile in your |
| job titles and their associated duties. Get very | | | | voice and a neutral look in your eye. This takes |
| specific in a Google search such as: salary ranges | | | | practice. Have family and friends randomly ask |
| for administrative assistants (do the search in | | | | you the interview questions, "So tell me why |
| quotes to get a better search result) or try | | | | you're looking for a new job?" Practice makes |
| salary data for executive assistants. You can | | | | perfect. Use this same approach as you prepare |
| search info based on area of the country, job | | | | for this discussion also. Sit down with a trusted |
| title, duties, etc. They have limited reporting if you | | | | friend or advisor and do a test run. Have them |
| only use their free portions, but it will help you get | | | | ask you difficult questions so you can practice |
| started with your data collection. | | | | thinking on your feet and using your |
| 2. FACTS are persuasive. | | | | documentation to support your answers. |
| Salary related discussions may feel a bit | | | | One book that will help you successfully maneuver |
| intimidating, but FACTS are persuasive. The more | | | | through this "crucial conversation" is Crucial |
| prepared you are, the better the conversation will | | | | Conversations by Kerry Patterson, Joseph |
| go. Know what you're trying to achieve. Be willing | | | | Grenny, Ron McMillan, and Al Switzler. You'll never |
| to consider alternate solutions if what you | | | | regret the time or money investment for this |
| originally ask for doesn't materialize. For example, | | | | book. |
| if you can't get more money, can you get more | | | | 7. Schedule the meeting. |
| time off or additional company paid training or | | | | Be confident. Be professional. Be polite. Be |
| something else that is of significant value to you? | | | | respectful. You certainly don't want to create an |
| These may not cost the company in the same | | | | uncomfortable situation with your boss going |
| way a salary increase would and may be easier | | | | forward. If you go in with the right attitude and |
| for your boss to approve. Think about these | | | | mindset open to several positive outcomes, you'll |
| things ahead of time and write your ideas down. | | | | be on the right track. |
| Keep your list with you during the meeting so you | | | | What if your boss says no? |
| can reference it easily during the conversation. | | | | Ask why. In order for you to understand what |
| 3. DOCUMENT, DOCUMENT, DOCUMENT. | | | | you may need to do to be considered for a |
| Document where you're at and what you've | | | | salary increase, you have to know what it would |
| accomplished. Document what your professional | | | | be based on. If its performance related, ask your |
| development goals are. Document what the | | | | boss to help you create a performance |
| industry salary ranges are for your position and | | | | improvement plan so you and your boss can |
| take all of the supporting data with you when you | | | | track your positive path forward together. |
| meet with your boss. Be prepared with solid | | | | Pull out your list of alternate suggestions that |
| support for your claim. Even if you never need it, | | | | don't involve a salary increase but may include |
| you have the data if you are challenged on your | | | | things such as additional vacation or floating |
| numbers. | | | | holidays, additional company paid professional |
| If you have a professional portfolio with | | | | development or training, a company paid |
| documentation and samples of your work in it, | | | | professional association membership, etc. Ask if |
| take that with you, too. Sometimes our | | | | these items might be considered. |
| employers become used to the excellent support | | | | Are you ultimately willing to search for a new |
| we consistently provide. Showing them the actual | | | | job? This is a question you need to seriously |
| work product (and volume of it) presented page | | | | ponder before you initiate this conversation. If |
| after page in your portfolio can be a very | | | | you like your job, your boss, and your company, |
| impressive reminder of what you actually do for | | | | you may be o.k. with leaving things as they are - |
| them. The visual reminder is powerful. | | | | especially if you're able to work out a plan for the |
| 4. Think "what am I worth" vs. what are others | | | | future with your boss which outlines how and |
| around me are making. | | | | when you may qualify for a salary increase. If |
| It's irrelevant what others around you are making. | | | | you can't work something out that satisfies both |
| Do not bring what others are making into this | | | | sides, you may need to consider how this impacts |
| discussion. Think in terms of - WHAT AM I | | | | your future opportunities and willingness to remain |
| WORTH? Are you doing things that support that | | | | in the position. But you won't know until you ask, |
| claim - if so, document them. When you | | | | and when you document your value to the |
| document your reasons based on "what am I | | | | company, you may be very pleased with the |
| worth" and present your reasons with that | | | | result. |