I have a coaching client that is negotiating her promotional pay increase.
The new job she is being promoted to was posted for internal and external candidates with a base salary range of $110,000 - $130,000.
She was offered $90,000.
Now, it is not illegal for the employer in Colorado to pay outside of the base salary range that was posted. But the posted range needs to be the employer’s good faith and reasonable estimate of the range of possible compensation at the time of the posting.
So, now my coaching client doesn’t trust her employer (aka HR) because they offered $90,000 and the low of the posted range was $110,000.
My client asked her manager for a higher base salary that is in the range that was posted. HR approved $100,000 after gaining a better understanding of my client’s experience and performance.
That was when the employee reached out to me for help with developing a strong pay negotiation strategy. So, together we wrote a five-page business case that included competitive pay data, her job and pay history, as well as additional documentation on her relevant experience, education, and performance.
What happened after she shared the business case with HR? We are still waiting for HR to respond after they do some additional research.
· For those of you in HR/Compensation roles, are you finding more employees are pushing back if they believe their promotional pay increases are not competitive?
· For those of you in manager roles, are you finding these conversations unsettling and uncomfortable? How is HR helping you respond to employees?
The pay transparency laws meant to change pay inequities are causing a lot of conversations that are uncomfortable between employees and their managers.
HR needs to ensure they are helping managers respond to employees by listening and demonstrating empathy.
· How confident are you with your pay decision making process? Is it standardized, followed, and able to be shared openly with all employees?
If not, we should talk.
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