Consistently push the boundaries of what’s possible
Constantly show that you are proactively thinking outside-the-box about business solutions. Find ways to innovate and create value for your employer.
This will make all the difference come review time.
Stay ready
Never wait for your manager to initiate a salary discussion with you.
When you are constantly giving additional value to the organisation, you will always know your worth and can speak to your contribution at any time.
Always be ready to talk about matters related to your salary or pay.
You may need to plan to have these conversations with your manager throughout the year.
Let your manager know of your desires
Let your manager know that you are ready for more responsibilities. Show them that you are serious rather than just telling them.
This will trigger a justification for a salary increase discussion in the future. It allows your manager to give you more work if it is appropriate. By doing so, you have proactively created the opportunity and likelihood to earn that salary increase.
When you do take on additional responsibilities and are successful, keep track of these accomplishments. You can use them as supporting evidence.
Trigger happy feelings, not analytical hard-sell
You may want to trigger happy feelings and avoid triggering analytical (hard-sell) thoughts when you talk to your manager about salary increases.
You may want to trigger happy feelings and avoid triThe aim is to get your manager to remember how much they like working with you and how much they have already gone to bat for you.
Analytical thoughts are like this: “This person has added value, but that’s why I hired them in the first place. They are literally just doing their job.”
Non-analytical thoughts include, “This person has the right attitude to make things happen as a valuable member of my team. I have no complaints about them as they have gone beyond what is expected.”
Negotiate as a group, where possible
It is always better to negotiate as a group because it evens out the power imbalance. This occurs when you are negotiating with someone who has more power than you.
While an employer can say ‘no’ to one person, they can’t really say ‘no’ to everyone or a large group of people.
As such, salary increase negotiations don’t always have to be done on a one-on-one basis. It could be done as a group seeking similar salary increases.
Working together with your co-workers or a union (if there is one) can lead to better outcomes for everyone in the organisation. You are more likely to get a good result when salary increases are negotiated on a collective basis.
Find an executive sponsor
A sponsor is a senior leader who uses their strong influence to actively help you obtain high-visibility assignments, promotions, or jobs. In return, you are held to account for delivering the expected results.
Therefore, to increase your likelihood for an increase in salary, find an internal sponsor who will actively promote and advice you, and vouch for you and your work.
Note that a sponsor is different from a mentor or a coach. This sponsor needs to be an executive who can show that authority on your behalf.
Get buy-in from your colleagues and mentors
When co-workers and people praise your work, keep track of these testimonials as supporting material for your future discussions.
Endorsements, recommendations, and testimonials can be deciding factors when it comes to getting a salary increase.
Identify and confirm the value that you have created
What have you done in the last year that has made a positive and significant impact?
How have you managed to make money for the organisation, reduce costs, or make efficiency savings?
Have you increased profits, streamlined processes, or saved the organisation money?
Have you done more than what is on your job description?
Perhaps you have taken on new responsibilities, started to supervise other people, or getting involved in major projects.
Maybe you have learned something new and valuable or solved a problem that will benefit the organisation in the long run.
Think about how you work. Do you do your job better or faster than anyone else in the department, or better than your predecessor?
Always optimise the value of your contribution
Has the level of your contribution grown over time?
Assess the standard and expectations of your current performance. Understand why your performance justifies the need for you to earn more than you already do.
Alternately, understand the ways in which you can improve your performance for future salary increases.
Even if you may already be achieving to a high standard, demonstrating your commitment to continuous improvement may put you in a better position.