You’ve worked hard for your money and you want to be paid. You may love your job. But whether you write, design websites or fix pipes, we all have to eat. My new book ‘Get Paid’ is about getting the money which is owed to you without spending thousands in lawyer fees. It provides a guide to the small-claims recovery procedure as it operates in the UK, showing you what works and what doesn’t. So you won’t be throwing good money after bad. See it on Amazon. Link provided. Thank you. V. Charles Ward
Here are some tips to get a pay rise:
- If you don’t ask. You won’t get. But it’s got to be done in the right way. Remember that it’s the company which holds all the cards. They don’t have a mortgage to pay.
- Never ‘demand’! Ask the boss to ‘consider’? That way everybody saves face. Whatever the outcome.
- Are you hitting your work-targets? Exceed them if you can. Then that pay-rise will be difficult to refuse.
- Know what the market is paying for your work and what your colleagues are being paid. Can’t find out? Then BLUFF!
- For more information and real-life examples on how to gold-plate your job, read ‘Pass Your Exam; Get That Job, and Build a Career‘. Possibly the best investment you will ever make. j
‘Brexit’ is the biggest challenge affecting the whole of British industry. ‘Brexit’ is an abbreviation for Britain’s intended exit from the European Union on 29 March 2019. With barely four months to go that deadline (as at the date this chapter was written), no agreement has yet been reached between Britain and other members of the EU as to what might happen on 30 March 2019, once Brexit has taken effect. Even Theresa May’s Conservative Administration cannot reach agreement between itself as to what it wants from Brexit. And the position of the Labour opposition is no more certain.
It is British industry which is most at risk from Brexit uncertainty. Will there be border controls? Will British industry still be able to export goods and services to Europe – or to anyone? How will Brexit affect industry’s ability to import the raw materials it needs to function? How will British industry be able to recruit staff from abroad? How did Britain even get itself into this mess? Let’s look at the history.
Former Conservative Prime Minister David Cameron had acquired a reputation for winning referenda. On 7 May 2011 he’d kicked his coalition partners, the Liberal Democrats, into touch when he defeated them in the referendum on voting reform. Three years later he saw off the threatened breakup of the United Kingdom when he scored decisively against Alex Salmond’s Scottish Nationalists in the 18 September 2014 Scottish Referendum. Now it was time to bulldoze Nigel Farage’s United Kingdom Independence Party (UKIP).
The party was formed at the beginning of the 1990’s with the single aim of forcing a national referendum on a proposal to take Britain out of the European Union, of which it had been a member since 1 January 1973. There had been a previous referendum commissioned by the Wilson Labour Government on 5 June 1975, when by a large majority the UK electorate voted to remain in what was then the European Common Market. But ever since Britain signed the 1992 Maastricht Treaty, bringing closer union between the member states, there was a growing body of political opinion against Britain remaining in the EU.
From their very beginnings both UKIP and James Goldsmith‘s ‘Referendum Party’ (which had similar aims) became a thorn for the Conservatives, not only because they were stealing votes from disaffected Tories but also by triggering an ideological split within the Conservative Party itself. That problem intensified in 2006 when the charismatic Nigel Farage took charge of UKIP. It was no longer just a single issue party, it became a personality cult and a credible fourth party, winning seats as well as votes.
Cameron responded by giving UKIP the referendum they demanded. Once that referendum had been lost, UKIP would be a spent force and he could get on with the business of being Prime Minister. But things did not go entirely to plan.
Like the 2011 referendum on voting reform and the 2014 Scottish Referendum, everything was going Cameron’s way. Business leaders supported him. Opinion polls showed a decisive lead for ‘remain’. Even Barak Obama had said that if Britain voted ‘leave’ it would be ‘back of the queue’ when it came to a future trade deal with the United States.
I thought I’d mis-heard when at 5am on Friday 24 June 2016 a radio news bulletin announced that ‘leave’ was leading the poll. That can’t be right. It was supposed to be ‘remain’. But that result was confirmed when I watched it on BBC Breakfast. The problem was that nobody had anticipated a ‘leave’ win. Worse still, no-one had worked out how a ‘leave’ win could even be implemented. Not even the ‘Brexiteers.’ It was all hot air. Big talk with nothing behind it. Two years on and still nobody has worked it out. So why am I telling you this? What has Brexit got to do with your job application?
Just this. If you have been invited to interview, you need to know everything about the company and the industry or market within which it operates. If you don’t take the trouble to do this, another candidate will pip you to the post. Brexit is just one example of an issue which will affect every prospective employer in different ways. Think about how it will affect the job you are applying for. You might even be asked a question on it. But even if you aren’t asked about it, the issue will set you on a train of thought in which you look at the world through the eyes of that company. What other industrywide issues or challenges is that company likely to face in the short to medium term and what options are open to it?
‘Pass Your Exam, Get That Job and Build a Career’. Helping to make 2019 your most successful year yet. Everything you need to know about exam and interview technique and career development. Learn how to ask for a pay rise; how to get promoted; how to get into management. See it on Amazon. V. Charles Ward
Taken from ‘Pass Your Exam, Get That Job and Build a Career’ by V. Charles Ward. To be released 1 January 2019. Pre-order Now!
Asking for a pay rise is one of the most difficult conversations you will ever face. It has to be handled tactfully. If you don’t ask, you will never get. But approaching it in the wrong way can sour any working relationship.
Never ‘demand’ a pay rise. Because if you ‘demand’ and if the company don’t capitulate, what are you going to do? Quit your job? And if you quit your job, do you already have a better job to walk into tomorrow? Unfortunately in this situation it is the company which holds all the cards. They don’t have a mortgage to pay. And they won’t want to be seen to have capitulated. It will send the wrong message. If they capitulate to you, everyone else will be lining up for a pay rise.
So don’t ‘demand.’ Instead invite the employer to ‘consider’ paying you more money. Putting it that way is less confrontational. It means that you are leaving it entirely up to the employer to decide whether or not you are worthy of better remuneration terms. As far as you are concerned there is ‘no issue’. You are happy to go with whatever the employer decides. The worst case scenario is that you get back a flat ‘no’. In which case life carries on as before. No one has lost face. And you at least know where you stand and can plan accordingly.
But what is more likely to happen is that you will have an opportunity to put your ‘case’ for a pay increase. So what ‘case’ are you going to put forward?
Can I suggest that you start by looking at the issue through the eyes of the company? They know that if they give you a pay increase and if word gets out, others will be coming forward claiming the same treatment. So you need to be able to put together some sound reasons which justify you being treated differently. The other thing is that your immediate line manager may have to justify your proposed pay increase to their own line-manager.
One reason which might justify a pay increase is if you know that other staff doing the same job are already earning more than you, simply because they were better at negotiating their salary. The problem is that in all likelihood you won’t know what your colleagues are earning. And they certainly won’t tell you. It’s rude even to ask. So what to do?
It happened to me several years ago when a new member of staff was recruited at a premium rate substantially higher than that paid either to myself or other colleagues. What was it that made this prima donna so special? Colleagues were angry.
When the prima donna left after only a few months, it was left to myself and those other colleagues to clean up the mess. At my next one-to-one with my line manager I asked for a pay rise.
I asked to be paid the same as he had been paying the prima donna for work which was inferior to my own. The only problem was that I did not know exactly how much the prima donna had been paid. But I’d heard rumours. So I made an educated guess. The bluff worked and I got my pay increase. ‘How did you know how much I was paying her?’ He asked. “She told me”, I lied. Of course I’m not recommending that you behave in such an underhand way when you next ask for a pay rise. I was just making a point.
Does your work-performance justify a pay rise? If you are not reaching your current financial targets it may be dangerous even to ask for a rise. You will only be drawing attention to your own underperformance. So hit those targets. Exceed them if you can. Then that pay rise will be very difficult to refuse. Also look at the wider market for your skills. Are you being paid significantly below the average for someone of your qualifications, skills and experience?
There is one further tactic. Offer to link any pay rise to an increase in your productivity which will make it ‘self-financing’. So if you are working to a £10,000 monthly sales target, offer to increase it to £12,000. But make sure that you can hit the higher target, because all eyes will be watching you. With every negotiated pay increase, your employer‘s expectations of you will increase proportionately.
As a matter of courtesy you should always direct any request for a pay increase to your immediate line manager in the first instance, even if it is not within their power to grant your request. Don’t go above their head. If you can get your line-manager’s support, it will help you more than anything else in your pay negotiation.