It seems much harder during a pandemic to imagine that such a request will be accepted.

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It seems much harder during a pandemic to imagine that such a request will be accepted.

The common wisdom is that each year you can ask your boss for a pay rise. Yet fear of rejection may be a reason enough to avoid raising the topic. It seems much harder during a pandemic to imagine that such a request will be accepted.

But does this mean that we can forget to bargain and ask for what this year has earned us? It’s definitely not.

International Labor Organization data indicates that work losses associated with Covid are already depressing salaries, with women frequently being the worst affected. It is accurate that many businesses have spent the first half of 2020 cutting expenses everywhere they can. But it’s easy to understand why someone would hesitate right now to apply for further compensation.

But that’s the thing here: employers are always going to pay for top talent.

At the end of March this year I was laid off and found myself job-hunting in the U.K. At a time when there were hardly abundant tech workers. But what I found surprising was that at the top-end of the market rate, the open positions I found were willing to pay. I negotiated as usual for full-time offers that I received and faced no resistance. The same applies to the consultancy job I took on when I was looking for work.

The fact that I was able to fight back on businesses providing work effectively showed me that employers are still willing to invest in securing talent even in these tough times.  United kingdom In order to ensure that women are not underpaid compared to men, businesses legally forced to publish gender pay data have an added incentive.
But how you go about bargaining, it depends. It’s important to build a compelling argument, and there are a few things that you want to keep in mind while you plan.

Leverage your expanded duties. In the UK, I’ve spoken to a variety of professional people. They were able to exploit changes caused by pandemics, such as their positions changing to involve more transparency, negotiating a more senior job title and even a pay bump. They made the argument that they would need to be paid accordingly in order to succeed. They were perhaps the fortunate ones, but these stories are valuable case studies of what can be done.

Lots of us have found ourselves struggling to do more with our work with less. Although businesses are doing their best to support clients and accomplish ambitious targets, we are bringing the workers into the job to turn goals into practice.

Don’t let go of the job unnoticed. It’s going to help you build a compelling story of how you reacted during the pandemic. Take the rise of duties and greater ownership in phase. Make it clear that you are committed to continuing to deliver, and that the market cost for what you deliver should be paid for. Articulate that improved motivation and outcomes would be assured by a pay bump.

During your annual performance review, make a habit of discussing the comp. Many people, during their reviews, do not collect money. But now is the moment to present the outcomes that you have accomplished and to show that you have added value. Part of the dialog should be equal compensation.

Don’t delay then. As soon as you can, tell your boss that you would like to find time to discuss your results and compensation. Before you meet, give them a summary of your accomplishments and request a pay bump, so they can collect their opinions and communicate with HR to gauge how feasible it is. As a partnership, then approach the discussion.

Don’t delay then. As soon as you can, tell your boss that you would like to find time to discuss your results and compensation. Before you meet, give them a summary of your accomplishments and request a pay bump, so they can collect their opinions and communicate with HR to gauge how feasible it is. As a partnership, then approach the discussion.

Prepare for a no.’ Consider carefully any objections that are put on the table by your line manager. Take a non-combative collaborative approach: try to understand whether the push back is because it would be a difficult request to take them higher up (maybe they have bigger fish to fry right now or if there is just no budget there.

Seek guidance on an effective plan if it’s the former. When is it a better time to lift that? On the above, press for greater clarity about how successful the organization wants to reward. For many firms, most investment for 2020 is currently budgeted for 2019, with businesses setting money away to reward results. In fact, this implies that no budget means “reluctant to spend what is left of the budget.”Ask your line manager to help you understand their resistance and to get clear responses using questioning questions.

Get imaginative. If the fact is that wages are remaining stagnant around the enterprise and there is really no way you can raise your cash rewards, think creatively. What else do you value that would keep you motivated to continue to grow in your position? Maybe you could apply for a training budget and get new certification. Or you could press for flexible hours and more paid leave.

The pandemic sent our careers in directions that we could not imagine. But for a lucky few, prospects for growth in our positions and our paychecks have also been developed.

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