Submitted by vbhill on
in
Forums
I manage several P/T employees. One of these recently did some research on compensation. In our last O3, she mentioned this and that her compensation is significantly below the average. Our performance review process occurs in the Spring, so I have a reasonable 'place' to have this conversation (if I choose to do so). She has done a good job.
I really have no experience to guide me. I do recall Mark's recommendation, said in passing. Say, "No." Task handled.
I am thinking of telling her, "We'll review compensation as part of your annual performance review."
I could ask her to make a direct request with her reasons, but that could get sticky. I have not decided--based on review of work--that she should get a raise.
Annual review
Since compensation is part of the annual review, your idea to tell her that you'll review it with her during the annual review is a good idea. Hopefully that will motivate her to continue to work hard and you'll be able to appropriately compensate her.
John
Offer to work with her
Most companies will have a policy of once a year (if that) or if a change of role occurrs.
If that is the case, then there is certainly something to use to defuse.
I would however consider going further and start to work with her to build a winning performance review (note that I would do this with all directs - not just favourites). If you listen to the preparing for your review podcast (I think that is what it was called) then Mark & Mike walk through how to produce a brilliant self review.
Point her (and the team) at that cast and say you want to work with them to present in the best light. Get them to start early (as the podcast advises). Don't write it for them, but it certainly doesn't hurt to "remind" of useful points.
This can also work as an encouragement. If you are looking at a blank sheet for your Q1 achievements, then it certainly encourages you to think about the next 3 quarters.
One word of caution - if your company doesn't reward improvement on merit, then this may demotive them (and yourself). Nothing devalues someones work like rewarding stunning achievements with nothing. This is not a reason to not do it however - rather a reason to change the company policies.