Hi there,
Recently we have hiked the salary of one of our employee after seeing her over all performance and she is not happy with it she is expecting more now evry day she cmes and reminds to increase in her salary. pls help how to handle this situation.
From India, Delhi
Recently we have hiked the salary of one of our employee after seeing her over all performance and she is not happy with it she is expecting more now evry day she cmes and reminds to increase in her salary. pls help how to handle this situation.
From India, Delhi
Dear Kavita,
Assuming that you have disbursed the hike judicially, I assert, meeting an employee's expectation is an ideal situation, which is not a regular affair. Perceived hike will remain few grands away from the actual hike.
The compensation is an offering, for what an employee serves the organization. It may not take much for an organization to budge into the tactics as presented by the employee in question. However, you may take my word, one such behavior will reinforce the same in many.
Dissatisfaction is a combination of factors, beyond the tangibles. Please find the areas of interest, other than monetary benefits. Focus on the employee's growth for training and other leadership opportunities. You may offer her shadowing with a leader where she may get to learn several other areas and add on to her competencies.
Please share a little more about the back ground of this employee and probable areas for growth and learning. Looking forward to hear from you.
From India, Mumbai
1859Assuming that you have disbursed the hike judicially, I assert, meeting an employee's expectation is an ideal situation, which is not a regular affair. Perceived hike will remain few grands away from the actual hike.
The compensation is an offering, for what an employee serves the organization. It may not take much for an organization to budge into the tactics as presented by the employee in question. However, you may take my word, one such behavior will reinforce the same in many.
Dissatisfaction is a combination of factors, beyond the tangibles. Please find the areas of interest, other than monetary benefits. Focus on the employee's growth for training and other leadership opportunities. You may offer her shadowing with a leader where she may get to learn several other areas and add on to her competencies.
Please share a little more about the back ground of this employee and probable areas for growth and learning. Looking forward to hear from you.
From India, Mumbai
thanks for the response
She is working as an HR in our Organisation and she tells us that she has reaped many benefits to the company so she is expecting high and what we offered to her is not per her expectations. now i want to make her clear and this kind of attitude will not be acceptable as she is coming and reminding the management to increase her salary..
What do you suggest?
Regards
Kavita
From India, Delhi
She is working as an HR in our Organisation and she tells us that she has reaped many benefits to the company so she is expecting high and what we offered to her is not per her expectations. now i want to make her clear and this kind of attitude will not be acceptable as she is coming and reminding the management to increase her salary..
What do you suggest?
Regards
Kavita
From India, Delhi
Dear Kavita,
If you have offered her the best compensation, please remain firm. If she insists on her contribution to the organization, please sign her in for a grooming for a higher level role. Offer her an opportunity to work with the leaders and shadow in different roles. If she is contribution oriented, she would be have higher propensity for growth.
What are the different areas for growth for this employee? I would not suggest to offer any monetary benefit. However, if you have any budget , please enroll her for any course, relevant to the current or future requirement in the job. It would offer her long term benefit.
Negotiating tactics become the order of the day, post appraisal. Henceforth, suggest you, to prewire any such reaction with suitable offerings.
From India, Mumbai
If you have offered her the best compensation, please remain firm. If she insists on her contribution to the organization, please sign her in for a grooming for a higher level role. Offer her an opportunity to work with the leaders and shadow in different roles. If she is contribution oriented, she would be have higher propensity for growth.
What are the different areas for growth for this employee? I would not suggest to offer any monetary benefit. However, if you have any budget , please enroll her for any course, relevant to the current or future requirement in the job. It would offer her long term benefit.
Negotiating tactics become the order of the day, post appraisal. Henceforth, suggest you, to prewire any such reaction with suitable offerings.
From India, Mumbai
Dear (Cite Contribution)
Thanks for the reply
As she is already handling HR activites and already filled with the responsibilities, so she would not be handle to more responsibilites nymore u suggest is it fair to ask your management again and again and this will give the wrong message to the other employees ad well that if u dint get your expected salary and ask to the management again and again
Regards
Kavita
From India, Delhi
Thanks for the reply
As she is already handling HR activites and already filled with the responsibilities, so she would not be handle to more responsibilites nymore u suggest is it fair to ask your management again and again and this will give the wrong message to the other employees ad well that if u dint get your expected salary and ask to the management again and again
Regards
Kavita
From India, Delhi
Dear Kavita,
This looks like a Cul-de-sac situation. Please firmly communicate the employee, that no further hike would be considered, till the next appraisal. The worst case scenario would be, the employee leaving the organization for another job. How much would then, the loss amount to? What is the training period required to bring a new employee up to the speed ? Weigh the odds and take your stand. You cannot reconsider the hike, untill and unless its a dire situation , where you will not find anyone to deliver the tasks or escalate the cost of training.
However, all my suggestions are on the assumption that the employee have been treated judicially.
From India, Mumbai
This looks like a Cul-de-sac situation. Please firmly communicate the employee, that no further hike would be considered, till the next appraisal. The worst case scenario would be, the employee leaving the organization for another job. How much would then, the loss amount to? What is the training period required to bring a new employee up to the speed ? Weigh the odds and take your stand. You cannot reconsider the hike, untill and unless its a dire situation , where you will not find anyone to deliver the tasks or escalate the cost of training.
However, all my suggestions are on the assumption that the employee have been treated judicially.
From India, Mumbai
Dear kavita.82
I endorse (Cite Contribution)'s views.
If the Performance appraisal system is robust and valid; and the rewards are comparable across functions and level; then it would not be wise to consider or accede to an employees request/dis-satisfaction.
This will be unfair to other employees and send a wrong message across the organization.
Moreover, as far as employee satisfaction is concerned, As (Cite Contribution) has suggested, there are ample avenues for enhancing i, other than monetary compensation.
As far as "happiness" is concerned, its an 'internal state of mind and soul'; and it can not be brought about by any amount of salary-enhancement, apart from a momentary fleeting experience of joy.
Warm regards.
From India, Delhi
I endorse (Cite Contribution)'s views.
If the Performance appraisal system is robust and valid; and the rewards are comparable across functions and level; then it would not be wise to consider or accede to an employees request/dis-satisfaction.
This will be unfair to other employees and send a wrong message across the organization.
Moreover, as far as employee satisfaction is concerned, As (Cite Contribution) has suggested, there are ample avenues for enhancing i, other than monetary compensation.
As far as "happiness" is concerned, its an 'internal state of mind and soul'; and it can not be brought about by any amount of salary-enhancement, apart from a momentary fleeting experience of joy.
Warm regards.
From India, Delhi
Hello kavita.82,
Further to what (Cite Contribution) & Raj Kumar mentioned/suggested, pl confirm if you have verified/checked whether the HR person in question is taking the stand that she is taking--on a stand-alone basis OR as a response to some sort of an intangible/unseen comparision with someone else. Hope you get the point.
I have seen quite a few situations where even the best & most fair Review/Appraisal is not taken in the right way/spirit by the individual concerned--NOT because he/she doesn't agree with it, but he/she considers/thinks another person with whom he/she has a professional rivalry got a better review.
There's a phrase in Telugu which means: the wife throws a tantrum, not because the husband thrashed her, but because the neighbour-lady laughed at her. Hope you get the point & the connection.
Make a discrete enquiry to verify/eliminate this aspect before implementing the tough steps suggested by (Cite Contribution) & Raj Kumar. But if this reason does turn out to be true, then you would need to handle it in another way altogether.
I would also repeat here what (Cite Contribution) mentioned:"all my suggestions are on the assumption that the employee have been treated judicially".
All the Best.
Rgds,
TS
From India, Hyderabad
Further to what (Cite Contribution) & Raj Kumar mentioned/suggested, pl confirm if you have verified/checked whether the HR person in question is taking the stand that she is taking--on a stand-alone basis OR as a response to some sort of an intangible/unseen comparision with someone else. Hope you get the point.
I have seen quite a few situations where even the best & most fair Review/Appraisal is not taken in the right way/spirit by the individual concerned--NOT because he/she doesn't agree with it, but he/she considers/thinks another person with whom he/she has a professional rivalry got a better review.
There's a phrase in Telugu which means: the wife throws a tantrum, not because the husband thrashed her, but because the neighbour-lady laughed at her. Hope you get the point & the connection.
Make a discrete enquiry to verify/eliminate this aspect before implementing the tough steps suggested by (Cite Contribution) & Raj Kumar. But if this reason does turn out to be true, then you would need to handle it in another way altogether.
I would also repeat here what (Cite Contribution) mentioned:"all my suggestions are on the assumption that the employee have been treated judicially".
All the Best.
Rgds,
TS
From India, Hyderabad
Question asked here and answers and solution sound a bit childish - pardon me - but this is not the way a management is run. Hvn't u done an appraisal with her when u decided on the rise.... when the appraisal was doen wasnt she a party to it...she need to know where she stands in terms of performance... rate her good or bad but she will know what her ratings are... once she knows the rating ..she will lknow what to expect..dont u declare the % of raise u wud gvg to employees rating wise..rn't u transparent that way? then yr system sounds like Mahabharat days when sack full of gold was distributed to those who came to attend a function... u need to know what u hv to gv and the employee need to know what to expect..... after gvg a raise u r asking how to answer her expectations..... inspite of all transperancy it she still asks for more...u need to know that most importantly.. to say no is also a management lesson..
regards
From India, Bangalore
regards
From India, Bangalore
Hi Kavita,
First tell me that you are her senior or on same post?
If you are senior then you have to put a transparent view of management about to hike on her salary. Show her past performance and expectation in future as considered by management. Assign the new responsibilities if she need high rise on her salary. She is asking for rise and also she is a part of management but aware her that everybody has to go through the process, developed by senior management.
As a senior you have to correct her view by saying no, if not then prepare a person who can convince her for the same without disturbing her.
As a part of management you have to take decision which will not hamper your work environment. Always remember that respect everyone, who comes to you for solution. I think always prepare of replacement is the last solution for it. Try to retain your current best performer employee (If she) without disturbing the relation.
Sukhadev Sathe
From India, Pune
First tell me that you are her senior or on same post?
If you are senior then you have to put a transparent view of management about to hike on her salary. Show her past performance and expectation in future as considered by management. Assign the new responsibilities if she need high rise on her salary. She is asking for rise and also she is a part of management but aware her that everybody has to go through the process, developed by senior management.
As a senior you have to correct her view by saying no, if not then prepare a person who can convince her for the same without disturbing her.
As a part of management you have to take decision which will not hamper your work environment. Always remember that respect everyone, who comes to you for solution. I think always prepare of replacement is the last solution for it. Try to retain your current best performer employee (If she) without disturbing the relation.
Sukhadev Sathe
From India, Pune
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
How to handle.doc