How to ask for a pay rise and get a bonus?

Successful ways to get an increment or bonus - Do not be boastful about your achievements or downplay the role of your colleagues

IT'S now December and year-end is just round the corner. It's also time for reflection about what you have achieved in your current job and what your plans are for next year in terms of your career path.

Taking some time to make such plans is a great way to ensure that you have set yourself in the right direction and how a well-crafted road map can lead you to your outcomes or objectives.

As with every plan, you need to give yourself some private time to set your thoughts in the right direction. Start with choosing a quiet place and give yourself ample time to relax and focus on how the current year has been and what lies ahead that you wish to see happening. Let's look at how you can successfully ask for a pay rise from your bosses if you had met and exceeded your targets and agreed KPIs.

• >Current year reflection is a measure of your achievements

You will need to execute a list which contains information (in bullet points may be sufficient) of the scope of work that you have done during this year and what were the results.

• >Crafting the list of achievements for the year

Start on a monthly overview e.g. January before you proceed to February. That way, you will not miss out any important information for that list. Have the list in a format which details the following in its respective columns:

• >Month

a. From January till November or December if you can already predict the results or outcome.

• >Projects and assignment

a. Note that it cannot be your daily task of following up on calls to clients but must be a sales lead that translated to an actual sales win
b. It can be a group project or one which you did individually

• >People involved

a. If it was a group project, list down the names of your colleagues for clarity
b. List down your role in the project e.g. principal driver or customer liaison person, risk analyst planner (your actual role in the group)

• >Timelines/cost involved

a. Duration from start to completion of project or assignment e.g. weeks or months
b. It could even be completed in a few days time
c. If there were cost investment required which is beyond the time spent on carrying out this programme, place the cost into the column e.g. marketing budget of RM12,000.

• >Objective of the project and assignment

a. What needed to be achieved from this project before it was kick-started
b. What were the challenges or issues that were required to be resolved?
c. What was the sales target in terms of revenue that needed to be realised?

• >Outcome/results achieved

a. The return-on-investment is critical in this column
b. List down the measurable results to be effective e.g.
i. If time was an essence, completion within or earlier than the duration expected or given
ii. If revenue was the outcome, place the amount/value into your outcomes
iii. If cost savings was involved, list down the amount /value saved

• >Conclusion

Chart a simple graph to show your progress on a month-to-month basis based on the agreed KPIs and where you are at now. If you have been with the company for more than two years, create a comparison analysis on your year-to-year progress to showcase your growth. Charts or graphs are easier to read and it gives a clear overview of the results quickly.

What is very important is that the information in that list must be real and a true reflection of what was achieved. Do not list down information which you cannot prove or which is untrue. Be mindful that it's not about having a long grocery list but a list which is impactful in terms of outcomes and results. If there was nothing significant in that month, go to the next month and only list the effective and efficient details in your list.

If your company does not have a performance review/appraisal fixed for year-end, set an appointment with your immediate boss to have that discussion. Be proactive in your approach.

During the discussion, have an open mind that your list may be challenged. Approach your discussion with your boss on a professional manner and never argue your points.

Be diplomatic and highlight the points that you have in your list. Reaffirm your points with facts and in some cases, walk your boss through how it was achieved and the process that was involved.

You may not be the only subordinate your boss has, so, he may not recall each and every project of all his subordinates or the results attached to it. It is advisable to have the discussion with a state of mind that you are showcasing your achievements and not out to prove your boss wrong or to boast of your achievements.

If you know that you have achieved many milestones and have been a star performer, always be humble in your demeanour. Do not be boastful about your achievements or downplay the role of your colleagues on any group projects.

Group projects are always achievable as a result of teamwork no matter how small a role someone else plays. It would be good to share credit on some of the successes by naming some colleagues who had played a critical part in your project list. This reflects your maturity and openness to share credit where it's due. It also shows that you have leadership qualities and values teamwork.

When you ask for a pay rise, you also need to be mindful of the company's performance for the year. Ask yourself if the company has achieved better performance results compared to last year as a benchmark or if your company has achieved the performance results/profits that was targeted at the start of the year based on your CEO/management's direction for the year.

Look internally at your achievement and do a quick Conclusion (as per the list requirements above) on your progress month on month and if possible, compare that with last year's progress. If your company has suffered losses this year, generally it is advisable not to ask for a pay rise. Employees who show loyalty to a company during challenging times will be valued and there are also other ways to measure how the company and its management treat you beyond the pay rise; rewards and recognition (extra annual leave, awards),
good health plan, training and development programme which provided upskilling and personal growth.

Do some research on salary ranges before asking for a pay rise as your pay rise needs to be realistic and based on market rate. Never ask for a pay rise that is unreasonable or which you know the company cannot agree to. Be willing to accept a compromise during the discussion and open yourself to different solutions offered by the company.

As much as we wish to have what our heart desires, there are times we have to face the reality of rejection. If you are successful in getting that pay rise, congratulations but to those who are not successful, do not accept it as a failure or an end to a means.

Things happen for a reason and it may be a call for you to take charge of your own achievements, on your skill sets and, at times, it may be reasons beyond your control such as the company's poor performance as a whole.

Talking HR with Melissa Norman

 Melissa feels that those who invest in their careers do not view salary as the only priority but the job satisfaction and meaningful friendships forged with colleagues and bosses as critical aspects for long-term career fulfilment.

Learn to ‘sow to reap’

TRANSFORMATION is the catchword in schools nowadays. Every headmaster and principal seems to be enthusiastically talking about transformational change.

They aspire to see their schools attain better grades and higher rankings in public examinations, gain more medals and awards in sports and co-curricular activities, and own a well disciplined student populace.

All these are very well and good. The Education Ministry deserves commendations for having thus inspired the schools.

While the objectives for school improvement and advancement are noble, the same nevertheless cannot be said of the means and ways by which some school heads use to arrive at them.

To achieve higher and more, some heads think it right to just do more and more of what they have been doing all along.

So, to secure more and better grades, they direct more/extra holiday classes, more workbook exercises/homework, more trial exams/tests, more scores/exam analyses, more motivational seminars/workshops, and etc.

To gain more and greater sporting medals, awards and honours, they want to see more training/practice sessions, more trial runs, more friendly matches and more competitions.

To improve discipline, they want school rules and regulations more stringently followed and enforced. And, if the need arises, new rules and regulations are introduced and implemented. More teacher “power” is also deployed to catch and punish the culprits.

This “doing more of the same” approach seems to be the understanding of these heads and their application of transformational change. While their putting in more efforts does drive results upwards to a certain extent, their advocacy of the “doing more of the same” culture has certainly driven their charges up the wall.

Doing more of the same, even more efficiently, is merely managing a cause. Schools will go forth all right, but very much stereotypically. It is not transformed. It experiences no innovation, no creativity, no paradigm shift; it is, in fact, still in the same old band of performance.

To execute transformation, school heads must play the role of both manager and leader. It is not just about managing efficiently; it is more about leading effectively.

School heads must come out of their comfort zone of doing the same old and routine things right, even if it is with greater intensity and frequency.

They must begin to think of new, innovative and creative approaches to doing the right things. It’s then and only then that their schools will truly move forward, reach new heights and acquire a new, more enriching learning culture.

I have seen schools that had gone all-out to achieve better grades in exams using the “doing more of the same” approach, having their results moved up by a certain percentage point for a year or two, and then dropping again in the following year(s).

The results behaved like a yo-yo within a fixed range of percentages. These schools were not really out of the deep, so to say. The year’s results depend very much on the available crop, with the schools’ efforts making an insignificant difference.

Instead of just focusing on teaching students how to study to get better grades in exams, school heads should encourage their teachers to impart upon students the importance and the know-how of learning effectively and efficiently.

I always believe that when a child wants to learn, his/her grades will take care of themselves. Of course, it is more difficult to teach learning for the sake of acquiring knowledge than to teach studying for the sake of scoring in exams. Here indeed lies the essence and the challenges of transformational change.

There is much truth in the cultural proverb “Sow a thought, reap an act. Sow an act, reap a habit. Sow a habit, reap a character”.

School heads need to initiate activities that will facilitate sowing. It is wrong simply to prioritise and busy themselves with drafting and establishing new rules and regulations to restrict and constrict further, and to catch and punish undisciplined students.

A mind that is made to conform by “laws, rules and regulations” is not going to be transformed. “Sowing to reap” is a leader’s calling; the essence and challenge of transformational change.

Transformation is not about doing more of the same.

Some school heads need to reassess and reorganise their approach to transforming their schools lest their teachers be unjustly and overly burdened.

LIONG KAM CHONG, Seremban.