How To Get Your Raise

Salary raises in recent years are handed out with what seems to be automatic regularity for a variety of group reasons. More helpful would be concern for the individual who wants to make a habit of success.

Today we are faced with periodic pay raises to meet increased costs of living, faced with pay raises based on seniority, faced with pension plans, Social Security, medical benefits, and on and on. The biggest obstacle in the course to success today is the comfort we can heap on mediocrity.

When raises are handed out at periodic intervals for the above reasons, the man whose contributions to increased efficiency entitle him to a raise is more apt to be reminded of the raises he has already received than the raise he deserves. As a matter of fact, the man whose superior talents entitle him to a raise is too often considered as a problem.

If group raises have become a fixture, no employer likes to choose between a group raise or a discontented crew. The net, and much more serious result, is that extra effort and the employment of superior talents tends to be discouraged.

Some management policies about wages may have worked in the past but are overdue for replacement. First would be the policy for annual reviews. Once-a-year may make it simpler for management but the policy ignores individuals who progress faster and contribute more than their associates. The unhappy result---the incentive to achieve excellence is lowered.

Another is the management-by-exception graph on the wall supposed to indicate the course of sales or production moving upward. Theoretically, the supervisor should be able to detect and recognize superior performance.

Instead the supervisor usually spends time helping or dealing with the lazy, inefficient individual who is lowering the group record. The average worker who does what is expected is considered to be no problem and needing no special supervisor attention beyond the usual pep talks.

Too often the gifted or exceptional individual is considered as much of a problem as the below-par man. While management by exception weeds out the incompetents, it usually continues to breed mediocrity by failing to recognize merit.

The superior employee is doing well without special attention by management. "Good old Harry (or Mary) is valuable and trusted to step up and solve any unexpected emergencies. Besides, recognition might lead to promotion and then there would be the trouble of having to hire and train a replacement."

In spite of the obstacles, there are techniques for getting raises that have worked consistently for thousands of people in all kinds of work. They are: (1) Be sure you have earned your raise. (2) Be sure your supervisor knows you have earned it. (3) Be sure he knows that you know you have earned it. (4) Be sure he knows you know he knows.

In spite of what most of us were taught, there is no "fairy" just waiting to reward us with a salary raise for all our hard work. The responsibility for getting a raise belongs to the person who wants it-you.

Are you fully informed on what you have been doing, and how well you have been doing it? Until you make your own appraisal of your situation, you will not know where you stand.

You have the same prerogative as management. Keep a written record of what is expected of your job, and especially keep track whenever your performance has exceeded that which was expected of you. In that way you can document your claim to having earned a raise.

When you take your talents for granted, you assume that they are equally obvious to others, and that is rarely the case. Whenever you have an idea that would be a more efficient or cost saving procedure, let the supervisor know-possibly the best way is by asking for advice on how to implement the idea.

You want cooperation from the supervisor. It is important that the person recognize your idea as a way to improve life for both of you-not as a plot to undermine his job. Most people seem to put the emphasis on "making good" instead of "doing better."

Two important things happen when you begin to keep a record of your above-par work. First, you are "thinking rich" when you are looking for your highest values instead of your "get along" values.

And second, when you are conscious of your written progress report, you will begin looking over the job to see what more contributions you can make. This approach transforms the day of work from routine into one that is making use of your own unique talents.

Keep in mind that even the fairest of employers must profit from your enterprise. Does your idea do the job faster, better or at less cost? The written record will help clarify your position and reveal why you are uniquely deserving of a raise.

It should reveal that you have self-confidence, without arrogance or egotism. It should indicate knowledge of your own worthwhileness, a belief in your value to the company, and a genuine concern in doing whatever may be necessary to continue your-and the company's-progress.