HR MANAGEMENT HR MANAGEMENT
You can save the company money in certain areas of the business that assists with justifying your pay rise. Try to get a salary benchmark by speaking with someone in the industry that you know well enough and that does a similar role. The size of the company must also be considered. If you’re working for a small business that is struggling financially, you need to be more conservative with what you ask for. Above all, however, it is important to get your timing right. If salary reviews are not linked to the performance review process, choose a time when your manager is not overloaded with work or under pressure. Never march into the office and ambush your boss. Instead, flag that you wish to discuss the possibility and that you’d like to make a mutually agreeable time to meet. Threats too are a big no-no. Saying you will leave if you don’t get a rise is tantamount to Russian roulette – your employer may call your bluff. Likewise, don’t use the ‘he gets paid this, why shouldn’t I’ gambit to justify you getting a rise. It is all about future potential that you can offer the company rather than past performance. And finally, be prepared for a ‘no’; as the old saying goes there is no harm in asking and maybe by doing so it has planted the seed for a future ‘yes’. l
ATM’s HR expert Vicki Crowe looks at the delicate task of negotiating a pay rise and provides an update on the Fair Work Commission’s recent variations to overtime rates and minimum shift entitlements for those employed under the Registered Clubs Award.
Above: Negotiating a pay rise is primarily about your value to the company and highlighting your future potential
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egotiating a pay rise can be awkward, stressful and nerve-wracking. These are typical of the words I hear when people ask for my advice on how they should go about negotiating a pay rise. It’s never an easy conversation to have with your employer, but if you prepare well in advance you’re more likely to have a successful outcome. Every company differs in the way they award pay rises. Some link pay to performance and it is discussed as part of the performance review process. Some have a company policy of increasing salaries annually in line with the Consumer Price Index (CPI) or they set a certain percentage, for example 4 per cent, and all employees, regardless of hierarchy, receive the same. Others have no formal process and these are often the most difficult companies to negotiate a pay increase. Negotiating a pay rise is primarily about your value to the company. If your role doesn’t directly contribute to the bottom line (e.g.: a sales role), then it can be tricky to work out what value you bring to the business. The important thing to consider is building a business case. When you are preparing for your discussion, think about what you deliver in your role and provide examples or evidence of your work. Highlight your successes over the past 12 months that demonstrate your value to the company. Here is a list of areas to consider: l An area of expertise or knowledge you bring; l You are highly motivated, reliable, productive and have a strong work ethic; l You demonstrate initiative and make decisions (if required); l You deliver above and beyond the amount you are paid;
AUSTRALIAN TURFGRASS MANAGEMENT 20.2
IMPORTANT CHANGES While we are on the topic of remuneration, on 12 December 2017 the Fair Work Commission varied certain overtime rates and minimum shift entitlements for casual and part-time employees employed under the Registered Clubs Award. Many golf clubs around the country have maintenance staff employed on this award, with the changes applying to the first full pay period on or after 1 January 2018. The changes for part-time employees include; l Part-time employees are engaged for a minimum of eight hours and less/fewer than 38 ordinary hours per week over a roster cycle. l Employers and employees must agree on the minimum hours to be worked each week and the times the employee is available to work. l Part-time employees can be rostered for additional hours during their availability period without getting payment for overtime. l A part-time employee who regularly works additional hours for 12 months may ask to increase their guaranteed hours. Employers may only refuse on reasonable business grounds. The changes for casual employees include; l Casual employees now have an entitlement to overtime pay. They get overtime when working: l More than 38 hours per week, or an average of 38 hours per week over a roster cycle (which may not exceed four weeks); l More than 12 hours per day or shift; l Casuals may also be entitled to a meal allowance when working overtime.