How to discuss a pay raise with your boss
Question: After an excellent review from my supervisor, I was bummed to learn I would be receiving a minimal pay increase. But I was more upset by the way I was informed. The supervisor came to my cubicle, said she didn’t want to book a room for a 10-second conversation, then handed me a Post-It note.
On that note was written my current salary, the percentage increase and the actual amount of my raise. As she walked away, she said, “Let me know if you have any questions.” She did the same with a couple of my teammates.
It felt unprofessional and disrespectful. What do you think of the way this supervisor handled the situation?
Answer: You were expecting maybe Ed McMahon?
I’ve been notified of raises via private meeting, letter, email and phone call -- always discreetly. The only inappropriate method I can imagine would be a public announcement, backed by a sad trombone: “You’re getting ... 6 cents an hour more! Womp-womp.”
Despite what you say, I suspect you’re mostly upset not by the medium but by the implied message: “This is all your efforts are worth to us.” Even if your supervisor didn’t want to make a big deal out of what she knew would be disappointing news, she could have reassured you that you’re valued: “I wish we could have given you more. There wasn’t enough in the budget for more than token raises this year.”
But a sticky note doesn’t have to be the last word. You’re entitled to discuss your pay, provided that you don’t sound entitled.
“I appreciated receiving a raise, but the amount seemed inconsistent with the strong positive feedback in my annual review. Could we meet to discuss how I might enhance my earning potential in the coming year?”
Question: I’m hoping to have a new employee report to me in the near future, and I heard that at my company there is a significant increase in salary for taking on direct reports. Are there any laws that mandate this, in case my company tries to avoid giving me a raise?
Answer: The Fair Labor Standards Act allows employers to exempt “executive employees” from overtime pay and minimum wage requirements if they oversee at least two people and meet other criteria. But although it’s usually viewed -- or sold -- as a promotion, becoming exempt doesn’t necessarily mean getting a raise. Unless you can prove a discriminatory pay gap, more moolah for managers is entirely at the employer’s discretion.
So if no raise materializes, look outside the law to build your case. Does having a subordinate help you expand your services or resolve systemic inefficiencies? Can you show how your new role increases your value or productivity? That, always, is your best argument for convincing an employer that it can’t afford to lose you.
Karla L. Miller writes a column answering questions about work dramas and traumas for the Washington Post.
