Granting or Zapping the "I-Want-A-Raise" Question

You know how it is. Your employee comes to you and wants a raise. You say no, and the employee goes away mad. Your relationship is tarnished and both of you lose. You know there is no way for the employee to get a raise, but the employee is not seeing it your way.

Let's help the employee be a bit more effective and mature in their request, even if there is no chance of getting a raise. Then you can address the request in writing and call it a day.

No employee should be verbally requesting a raise. This is simply inappropriate. A raise is money. Nowhere do we ask for more money on this planet without putting it in writing and giving to the person who then decides whether to give it to us. Somehow along the way, many employees decided that this is a function of an oral request. So, ask the employee to do the following.

I guarantee that if the raise is not warranted, the employee will figure it out as they write up the request. A certain number of employees will never do it. And others will be much more likely to accept your rejection of the request. The bottom line is that you are going to reduce your stress and unwarranted requests by 85% with this approach.

In the end, you will get a better relationship.

Tell the employees, "There is no promise that I can get you a raise, but it is appropriate for such a request to be in writing. Here is the proper outline. Please submit it to me and I will review it:

1) Provide a statement of original duties and responsibilities for the position;

2) And than a statement of your present duties and responsibilities for the position;

and

3) identify each new duty and how it demonstrates increased responsibility, not workload. Responsibility means in this instance "liable for accountability to the work organization". Give this example to your employee orally,

"Imagine if your boss is director of the Sharpened Pencils Unit of the company and assigns you the task of sharpening 500 pencils. He or she is directing your work but is responsible for delivering the 500 pencils. The accountability for the work goal is the supervisor to the organization. You are the sharpener.

If your boss asks you to sharpen 600 pencils this is more work, but it does not increase your responsibility in the corporate sense anymore than being asked stay a half hour longer after work increases your responsibility for the work you accomplish during that half hour. Understand?"

Please provide me with this document whenever you like.

Note how your employee producing this document and giving it to you will permit a more logical discussion and make your life easier, teach the employee a valuable lesson, and more likely help you preserve an effective relationship. The employee may still be mad, but he or she will know down inside that you are teaching a lesson and managing his or her request fairly. Find a supervisor training course that gives you helpful and practical tips like this at www.supervisortools.com

Using Your Company's EAP as a Management Tool

The best kept secret in the world is the art and science of managers making use of the company Employee Assistance Program to help employees improve performance, reduce absenteeism, and resolve personal problems that may lead to extraordinary behavioral risk, including risk of violence.

In 1969 a revolution took place in the America with the advent of "Employee Assistance Programs" (EAPs) and the establishment of a new profession entitled the "Employee Assistance Professional".

EAPs flurished and solved an age only problem for managers wresting with problem employees. EAPs gave them a third alternative or avenue of management that was completely new. Beyond the role of tolerating an employee problems until they were eventually fired or badgering employees until they had some crisis, there were not alternatives to fire or ignore. Along came employee assistance programming.

EAPs are all about salvaging employees and getting them back to work healthier, more happy, and more productive than they were before.

I will offer effective tips to help supervisors manage people better. And we will be spending a lot of time together helping you acquire skills to reduce stress and help managers be all they can be.