e are in the thick of a global pandemic. There is no doubt these are tumultuous times. This tide of uncertainty has brought along an economic crisis, social polarisation and many professional and personal challenges, but also an irrefutable certainty: people matter the most.
We are in the thick of a global pandemic. There is no doubt these are tumultuous times. This tide of uncertainty has brought along an economic crisis, social polarisation and many professional and personal challenges, but also an irrefutable certainty: people matter the most.
Hundreds of thousands of people have experienced a significant loss of income, many have been laid off and a growing number is unemployed. The impact on families has been devastating. Maria da Glória Águas, human resource management specialist and managing partner of online training company ON2U, cites an added risk of viral contamination and, therefore, higher spending on personal protection equipment, as well as on house bills, other work materials and domestic assistance in caring for younger children when working from home.
Lower earnings, higher spending, greater mental and emotional stress and reduced access to support networks. When we are faced with feelings of being under threat – physical, mental, emotional, or social – providing for the future is a matter of survival. It is therefore understandable that, in a time of uncertainty, we feel an even greater need to ensure our livelihood and to seek acknowledgment that it is possible not only to survive but also to thrive.
Land (aka opportunities) ahoy!
It seems to be an absurd time to ask for a pay rise. Is the context delicate? Definitely. Are many companies and people feeling the pinch during these times? Undoubtedly. But are they bringing new opportunities? Absolutely.
We need a greater degree of cohesion, collaboration, appreciation, both safety and security, to mend the social fabric and to strengthen our communities. Society has been made to rethink its structures, namely regarding pay. On the one hand, companies are being forced to invest (even more) strategically and wisely; on the other hand, employees may be a strategic and wise investment. Paulo Pizarro, deputy general manager at Sinopec Angola with vast international experience, considers that, despite the need for certain companies to adjust pay to retain employees, the best investment is in their development and “creating an organisational culture that is conducive to efficiency, innovation and competitiveness”.
If asking for a pay rise is already a hard bargain under normal circumstances, in the current setting it is bound to be more intimidating – but it doesn’t have to be. The recipe is a combination of self-reflection, contextual observation and the right approach, with a pinch of flexibility.
If asking for a pay rise is already a hard bargain under normal circumstances, in the current setting it is bound to be more intimidating – but it doesn’t have to be. The recipe is a combination of self-reflection, contextual observation and the right approach, with a pinch of flexibility.
Asking for a pay rise in 3 steps
1. Personal reflection
Preparation is essential in order to find the necessary clarity, footing and confidence you need to carry out a negotiation. Striving for money in the bank is no sin. However, try determining how those numbers translate into your life and take the chance to become aware of your real needs, value and contribution. Andrea Ferraz, He Farma’s general manager, focuses keenly on responsibility and analysis as ways to increase the perception of value. Some of the questions you could ask yourself are:
- What feelings come up when you consider your current situation? E.g.: frustration, discouragement, insecurity, enthusiasm, or motivation.
- What needs could a pay rise meet? E.g.: support, freedom, safety, acknowledgment, sustenance, health, or rest.
- Which of them are you not willing to compromise on? Some may be essential and others, secondary.
- Which of your attributes add value to the company? E.g.: consistency, communication, vision, proactivity, or resourcefulness in handling problems.
- What achievements support your claim? E.g.: project results, profits, savings, high customer satisfaction rates, or positive feedback from your team.
2. Contextual observation
Examine industry standards and consider your company’s current reality in order to give your market consciousness a boost and to better understand the context of your request. There is no doubt these are sensitive times for everyone. However, as the wise web surfers of our time say, we are all in the same storm, but not on the same boat. It may well be that, as highlighted by João Félix, Mobiag’s CEO, “there is a significant market change, with an increased demand for certain profiles” – potentially yours. Ask yourself:
- What is the average salary for a professional in your position and field? There is likely a range. Dare to define where on the spectrum you would like to be.
- What is your company’s current financial status? You might not be aware of the extent to which the company’s been impacted by the pandemic. If you need to, ask.
- What are your company’s current values and aims? It is worth getting reacquainted with its foundations as it’s a crucial time to strengthen them. Being aware of what the company is working towards will help you make a targeted proposal. It is also a way of being part of a sustainable plan to increase chances of success – the business’ and yours.
Approach
The proposal. Happy ever after is not the point, but happiness matters and may encourage a lasting professional relationship. Communicating with empathy and connection in mind can be ground-breaking. Working remotely has literally brought work into the home. Speaking to your boss at the dinner table may be odd and can aggravate feelings of shyness and anxiety. But video calls do help cut the distance and potentially increase trust, allowing for a more organic negotiation process. Also, sticky notes are your friends. Things to consider:
- Timing matters. Pick the right moment to negotiate. Use that recent achievement or contribution to a significant project to your advantage. Make your value visible. The more well-founded your proposal, the more likely it will be accepted. If you use your skills and creativity during a challenging moment for the company, you will gain leverage to reach a favourable agreement.
- Honesty, transparency, and optimism. Connect with what you want and value yourself. The company will appreciate your openness and, if they can’t accept your proposal, you’ll create fertile ground for future negotiations.
- Flexibility can buy you happiness. A pay rise is not your only option. Perhaps your company already offers flexible compensation and you’re not sure how to use it in your favour. If they don’t, it is the perfect time for the company to consider this cost-saving way to meet your needs, even in an unlikely context. Coverflex, for instance, centralises and simplifies fringe benefit management so you can take advantage of them and increase your quality of life – all in the palm of your hand, accessible, at your fingertips. We are all Olympically skilled in the “screen-tapping” modality, so you only have to get used to getting more for your buck and being supported. In the lands of uncertainty, benefits reign supreme.
“The body can’t walk without legs, and in a company, employees are the legs. All they need is openness, understanding and flexibility”, says António Faria de Vasconcelos human resource consulting specialist at HOST-RH. Asking for a pay rise in such uncertain times is an empowerment exercise, an opportunity to strengthen professional bonds and a bid for the future.
So, open up to new possibilities!
