Whether you are responsible for salary decisions or just give input to someone else, it is important to understand the overt and subtle considerations around determining appropriate pay raises for your team. How you handle salary is a critical part of performance management and retention.
This talk gives some practical advice and things to keep in mind when you are considering what type of pay raise to make. I’ll also provide some points to make the salary discussions in your performance reviews easier.
4. 4
! The person’s performance relative to their role/level
Some things to consider
5. 4
! The person’s performance relative to their role/level
! Their place in the salary band
Some things to consider
6. 4
! The person’s performance relative to their role/level
! Their place in the salary band
! Their previous raises
Some things to consider
7. 4
! The person’s performance relative to their role/level
! Their place in the salary band
! Their previous raises
! Their velocity
Some things to consider
8. 4
! The person’s performance relative to their role/level
! Their place in the salary band
! Their previous raises
! Their velocity
! Are you promoting them?
Some things to consider
9. 4
! The person’s performance relative to their role/level
! Their place in the salary band
! Their previous raises
! Their velocity
! Are you promoting them?
! Your total salary budget
Some things to consider
11. 5
! What are the expectations around the budget? Can you go over?
The Budget
12. 5
! What are the expectations around the budget? Can you go over?
! The larger your team is, the closer you should be to hitting your budget
exactly.
The Budget
18. 7
! A small deduction in the raise of someone making a lot can be a big raise to
someone making little.
Tips
19. 7
! A small deduction in the raise of someone making a lot can be a big raise to
someone making little.
! Rounding down to an even $/€ amount for someone, can be a big percentage
increase for someone else.
Tips
28. 15
! The salary review conversation is not a negotiation (in most companies and
cultures).
Some things to consider
29. 15
! The salary review conversation is not a negotiation (in most companies and
cultures).
! You are representing the company, be prepared to defend the numbers (even if
you disagree).
Some things to consider
30. 15
! The salary review conversation is not a negotiation (in most companies and
cultures).
! You are representing the company, be prepared to defend the numbers (even if
you disagree).
! Your message should be consistent with your performance guidance through
the year.
Some things to consider
31. 15
! The salary review conversation is not a negotiation (in most companies and
cultures).
! You are representing the company, be prepared to defend the numbers (even if
you disagree).
! Your message should be consistent with your performance guidance through
the year.
! Do not make a promise you can’t keep (“if you do <X> this next period I will get
you that raise”).
Some things to consider