ASKING FOR A RAISE?

Hard work, preparation and good timing can help you succeed

Mar. 4, 2007
By JOSEPH M. DELEON News-Post Staff
jdeleon@fredericknewspost.com

     FREDERICK — When a coworker quit, Danielle Watkins had to pick up the slack. She continued filing paperwork, making phone calls and scheduling shipments for a medical supply company in Frederick. But she had to do the work of two clerks.
      After almost a year of getting to work early, leaving late and working weekends to help cover the shorthanded office, Watkins asked for a raise.
     “It wasn't the easiest thing to do, but I knew I was doing a good job,” she said. “I needed to find out if my bosses agreed.”
     A month later, Watkins' paycheck was almost 10 percent more. She earned a raise and a promotion. Now she supervises two clerks who do her old job.
     While many workers would like more pay, earning a raise combines a history of great per formance, a reliable plan, good timing and knowing how to talk to the boss.
     Nancy Hennessey, director of Career Services & Service Learning at Hood College, suggests keeping a running list of achievements. Don't try to come up with the list the day before a performance review.
     “I call it a kudos file,” she said. “You want it to jog your memory, but to also use as your support so your boss can recognize your accomplishments.”
     Workers might consider keeping a diary, jotting down major accomplishments with the date, Hennessey said. E-mails or letters from the boss and clippings from the company newsletter are another way to keep track.
     That's exactly what Watkins did. She kept records that showed the workload increased during the time she worked alone.
     “I kept a little note my supervisor left on my desk thanking me for going above and beyond,” Watkins said. “When I showed it during my evaluation, it brought back all those memories and it even got a little sentimental.”

Preparation and alternatives
     While a face-to-face meeting might be the most unnerving part, workers should research their chances for a raise before asking. Preparing for the meeting increases the possibility of a raise.
     Hennessey suggests starting with a comparison of how much other companies pay workers in a similar position.
     The United States Department of Labor keeps data that could be helpful to workers researching the possibility of a raise, such as state-by-state statistics that show the average wage for more than 800 occupations.
     Workers also need to make sure the company can afford to pay more. Publicly traded companies file financial documents with the United States Securities and Exchange Commission, which are available to the public at www.sec.gov.
     Privately held businesses could be difficult to gauge, but workers might find clues from the company newsletter, sales meetings or conversations near the water cooler.
      Watkins didn't do any research. She could tell from her increasing workload business was good.
     “When you see more orders coming in and more shipments going out, that's a pretty good sign,” she said.
     Workers also need to know company policy. Some companies offer raises after a certain time, while others might consider raises only during performance reviews.
     “When asking for a raise, you need to do your homework and understand the financial stability of your company,” she said. “You also need to be creative.”
     A raise doesn't always mean getting paid more. Time off to take a class, tuition reimburse ment or a paid mobile phone could be a reasonable substitute. Some employees work from home while watching their children to help offset child care costs instead of asking for a raise.
     “Sometimes it's not the money that will make a difference, it could be a question of quality of life,” Hennessey said. “(Workers) should consider the things they can take with them that last longer than a 3 percent raise. Don't look at it as just more money, but as an opportunity to improve your own advancement.”

Timing and approach
     After deciding what kind of a raise to request and gathering details to support it, workers need to consider when to ask.
     For companies that consider raises during performance reviews, workers should consider waiting if it's a few weeks away, Hennessey said.
     “That's a good time to address a raise because they're in that mode of looking at what's working well and what's not working well,” she said. “An employer is looking at performance and the employee has had time to reflect and think about where they want to be.”
     Waiting until a scheduled evaluation doesn't always work, especially if it's months away, Hennessey said. Workers who achieve a remarkable success might consider using it to their advantage sooner than later.
     “After a few months, that accomplishment may have come and gone and may not be remembered,” she said. “Sometimes you have to rely on that momentum, and you might ask while it's still fresh in everyone's mind.”
     Before making the pitch, Hennessey suggests practicing.
     Watkins said she didn't have to practice. Her boss told her more than once the extra work Watkins did helped the company during a tough time.
     Workers should build an argument for the raise based on specific performance. Plan to discuss how each accomplishment contributed to the success of the company.
     “Talk about how you helped team building or morale building, what you did during a difficult time, what expertise you learned and what capabilities you bring to the job,” Hennessey said. “You need to have that done and rehearsed on a friend or spouse before you meet with the boss.”
     It also helps to know the boss's personality.
     The direct approach is best for no-nonsense bosses. Read up on topics of interest to indulge chatty bosses.
     During the meeting, Hennessey said it's important for workers to show they deserve a raise, not why they need more money.
     “Avoid saying something like ‘I can't make ends meet' because that doesn't fly,” she said. “And while that may be true, you have to show how you've done the work and deserve compensation.”

No raise
     Sometimes, all the hard work, preparation and good timing isn't enough.
     Sometimes the boss decides against a raise.
     Sometimes, that means quitting.
     “Don't draw the line unless you're serious,” Hennessey said. “Unless you're ready and willing to walk, don't threaten to quit.”
     Such tactics rarely work and often lead to tension in the workplace, loss of respect and a bad recommendation.
     Even if a raise isn't approved, Hennessey believes workers will benefit from the discussion.
     “Sometimes how you respond in disappointment may be viewed even better than the huge case you built,” she said. “It's about professionalism and maturity, so you have to think about how you're going to respond if you get a ‘no.'”
     Start by thanking the boss for the opportunity to start the dialogue, Hennessey said. Workers should find out what they can do to work toward a raise.
     Requesting more duties and a title change for the same pay demonstrates initiative and shows a desire to advance.
     “You can show on your resume and to future employers that you have progressed in the company by taking on more responsibility,” Hennessey said. “The boss may consider you when there is an opportunity in the future.”
     It might be helpful to write a schedule of goals with the boss to help remember the agreement during the next evaluation.
     “We often get caught up in the job when our head is to the grindstone, and you don't do anything to advance your career,” she said. “You sell yourself short when you do that. It's your responsibility to decide where you want to be and how you want to accomplish that.”