Career Coach

Our staff are Certified Personnel Consultants through the National Association of Personnel Services and Certified Professional Career Coaches through the Center for Coaching Certification.

 

The National Association of Personnel Services (NAPS) is the veteran  association with a nationally recognized certification program for  recruiting professionals.  They were the first national trade  association established to represent the personnel services and staffing  industry.  The association was established in 1961.

 

The Center for Coaching Certification is the gold standard in coaching certification.   They offer ICF-approved (internationak Coach Federation) coach training  including initial certification through advanced training for Business,  Career, Executive, Life, and Wellness Coaching. 

 

With fifteen years of Analytics experience we have built an infrastructure of candidates and clients by becoming and integral  part of the analytic community. 

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New York Times

How to Get a Raise, Even When the Boss Won’t Negotiate

Management keeps giving you great performance reviews — and the runaround when it comes to salary discussions. Here’s how to cope when the other side just won’t engage.

CreditCreditChristoph Hitz

By Rob Walker

  • Aug. 31, 2018

Send your workplace conundrums to workologist@nytimes.com, including your name and contact information (even if you want it withheld). The Workologist is a guy with well-intentioned opinions, not a professional career adviser. Letters may be edited.

I graduated from college two years ago and have been at the same company ever since. When I started, I was told that the salary was nonnegotiable; all entry-level employees start at the same hourly rate. I had a strong first year at work. Also, I regularly worked overtime, so I was making about 15 percent extra over my base pay.

I was promoted early (it usually takes two years), and got a raise, but lost my eligibility for overtime pay. So I make less now than when I started. When I tried to discuss this with my boss, management, and human resources, they all told me nothing could be done and that my salary would get back to where it started next year if I got a raise after my next performance review.

I’ve now had my review, and received the highest rating. But my boss said that she has no information about salary and isn’t the right person to discuss it with. It seems to me like the company really does not expect us to negotiate or even discuss our salary. Is that the strangest thing you’ve ever heard, or am I missing something here?

H.M.

That’s really frustrating. And certainly your boss claiming to be unsure about whom you should talk to is rather strange. It’s not as if you’re asking about some esoteric issue; salary is kind of a big deal.

For some help, I talked to Daniel Shapiro, founder and director of the Harvard International Negotiation Program.

Your first move is to get more information. Set up a meeting with H.R., Mr. Shapiro suggested. Treat it as purely informational: Don’t complain about your boss or demand a raise. Just focus on getting someone to explain the compensation system, how employees are valued, and what opportunities for advancement or increased pay are available now or will be in the future.

“You could learn a lot,” he said. Maybe your boss isn’t giving you the whole story. Or perhaps there are more innocent factors: Your company’s entry-level salary may be high for your field.

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You might also talk to trusted colleagues to see if others have had the same experience. Next, do some research outside your company, Mr. Shapiro said. Find out what your firm’s competitors would pay a person like you.

When you’ve got a handle on all this, arrange a separate conversation with whomever turns out to make decisions on salary issues — and get creative. Is a bonus a possibility? What about more time off? Improved benefits? A raise tied to specific goals in a definite time period?

“People typically see negotiation as an adversarial game,” Mr. Shapiro said. “Shift the nature of that conversation, so that it’s collaborative.” You can frame your effort as seeking input in finding a fair resolution. Point out that you’re paid $X, but for these reasons you believe you are worth $Y. Then, he said, ask something like, “What advice do you have for me about how to think through this salary dilemma?”

The idea, Mr. Shapiro said, is to “make the employer an ally.”

At the same time, you should probably start thinking about what you’ll do if the company really won’t budge. Unless you’re willing to accept being paid less than believe you deserve, that means exploring alternatives elsewhere.