How to Get the Lowest Raise Possible

For many companies, it’s time for managers to be determining year end increases for their employees. I know this is a dreaded time of year for people like you, because you have so much money you can’t spend all of it now, and what on earth would you do with a big raise?

Sigh. Life can be so difficult, can’t it?

How to Get the Lowest Raise Possible

Why Am I Not Getting Any Respect?

Dear Evil HR Lady,

I have an employee who is 11 years older than I am and he thinks he knows more than and is more qualified than I am. He ignores my requests, won’t cc me on e-mails and doesn’t provide me with information about what he’s working on. I’ve tried meeting, talking, and sending him e-mails, but nothing seems to work with this silly man. What do I do?

Why Am I Not Getting Any Respect?

Can I Ask An Employee Why He is Going to the Doctor?

No one wants to invade an employee's privacy or violate any laws, but if an employee seems to be abusing the system, can you ask why he's going to the doctor?

Can I Ask An Employee Why He is Going to the Doctor?

Corporate Reputations and Management Practices

I'm taking part in a forum on Corporate Reputations and Management Practices as part of an initiative organized by Macquarie University where I'm based for a brief period.  As part of my presentation, I'll refer to another recent session in Edinburgh in which I participated on the impact of new human rights developments arising from the Ruggie Report.  This report and indeed much of the discussion was relatively new to me but is likely to have major implications for multinational corporations and is already the subject of business school research.
You can find out a little more about it from the following Warwick University website, which has the details of the Edinburgh conference and the 'Edinburgh Declaration'.  For those of you interested in corporate responsibility and for those of you managing in multinationals this is essential reading.  

http://www.business-humanrights.org/Documents/NHRIsConference2010. 

Corporate Reputation by Ronald J. Burke, Graeme Martin and Cary L. Cooper

We have a new book on Corporate Reputations coming out early next year on corporate reputations, which you may wish to consider for your library. 
Contents: 
Part I Importance of Corporate Reputation: Corporate reputations: development, maintenance, change and repair, Ronald J. Burke; The meaning and measurement of corporate reputation, Gary Davies; Measuring the impact of corporate reputation on stakeholder behavior, Manfred Schwaiger, Sascha Raithel, Richard Rinkenburger and Matthias Schloderer. 
Part II Developing a Corporate Reputation: Reputation and corporate social responsibility: a global view, Philip H. Mirvis; Organizational identity, corporate social performance and corporate reputation: their roles in creating organizational attractiveness, Kristin B. Backhaus. 
Part III Managing a Corporate Reputation: Employer branding, the psychological contract and the delicate art of expectation management and keeping promises, Kerry Grigg; managing corporate reputations, strategic human resource management (SHRM) and negative capabilities, Graeme Martin, Paul Gollan and Kerry Grigg; From applause to notoriety: organizational reputation and corporate governance, Charles McMillan; The role of the CEO and leadership branding – credibility not celebrity, Julie Hodges; The role of the news media in corporate reputation management, Craig E. Carroll; The impact of Web 2.0 and Enterprise 2.0 on corporate reputation: benefits, problems and prospects, Martin Reddington and Helen Francis; Re-creating reputation through authentic interaction: using social media to connect with individual stakeholders, C.V. Harquail. 
Part IV Reputation Recovery: Corporate governance and corporate reputation: a disaster story, Thomas Clarke; Corporate rebranding, Dale Miller and Bill Merrilees; Repairing damages to reputations: a relational and behavioral perspective, Moonweon Rhee and Robin J. Hadwick;

New Assumptions about Strategic HRM?

I attended the Strategic Management Society annual Conference in Rome where I went to find out about what strategy academics have to say about HRM as a source of value creation.  And I’m pleased that I went if only to confirm what I’ve said in other blogs about the search for new business paradigms. Like many of the other management scholars, strategy academics have fallen out of love with business and with some of their most treasured assumptions about shareholder value.  This was evidenced by two new special interest groups that have formed in the Strategic Management Society on human capital and on stakeholder theory.

The opening plenary session given by some of the most prominent strategy academics  - Jay Barney, Russ Coff, Ed Freeman and … - raised lots of questions and some answers on the topic of ‘where strategic thinking in business needs to go’.  Jay Barney, the man most associated with what has become one of the most discussed ideas among management academics – the resource-based view of strategy (RBV) – outlined some of the assumptions/ predictions it has made with respect to human capital.   One of the most important is that firm-specific, as distinct from general (or transferable), human capital is a potentially great source of competitive advantage because it can be valuable, rare and inimitable.  This is why firms seek to engage employees to secure their identification and willingness to ‘go the extra mile’.   It also explains why firms are much more eager to train employee in the routines, processes, and ways of ‘doing things around  here’ and much less eager to give them a more general education, such as an MBA, which  they can use for their own advantage and for the advantage of other firms.  This last point, however, highlights a problem for the RBV: rational employees recognise that they do not benefit as much as firms from investing in their own firm-specific human because of what is called asymmetric power relations.  Basically, this refers to the lack of power and knowledge of individuals in relation to firms.  Thus, we are left with a distribution problem:  after all costs are paid, who should benefit from residual profits and how should this residual amount be shared?

The traditional answer, which has underpinned strategic management theory and corporate governance since the 1980s, is the normative theory of shareholder value.   Employees are paid a wage for their investment in general human capital in the firm and may gain in some of share ownership if they in invest in firm-specific human capital, but the shareholders have sole ownership rights and thus the only legitimate claim on residual profits.  Firms in the 1990s did try to limit their investment in firm-specific human capital by retrenching into employment contracts that were largely transactional rather than relational – the so called ‘employability contract’.  This, more or less stated that firms were unable or unwilling to guarantee the old style contract based on job security and firm-specific careers, but were willing to help employees develop skills (general human capital) that they could use to make them more employable in the future in return for their temporary demonstration of high commitment.  However, such psychological contracts have not proven successful, especially in attracting and engaging knowledge workers and senior managers, who often have high levels of general human capital and are capable of bargaining away much of the residual profits that would normally accrue to shareholders.  This is best exemplified by the case of premier league professional footballers and many CEOs and other star employees (who are both unique and capable of adding high value).

Russ Coff suggested the answer lay in developing a different theory of strategic management, one that is based on stakeholder theory rather than shareholder value.  This was hardly revolutionary stuff, but was positioned as such by these eminent strategy academics.  It was left to Ed Freeman, who has a new book coming out on stakeholder theory, to put the argument for a different view of what might count as useful theorising about strategy and where it may need to go.  His time seems to have come, especially given the weakening position of the US in the global economy.

I’m still stunned, however, over how large the gulf is between assumptions made by American scholars and those made by their (particularly continental) European counterparts.  However, we should be grateful for small mercies.

Help Me Escape the Secretarial Pool

Dear Evil HR Lady,

About 18 months ago, I was hired as an Administrative Assistant to the VP of Human Resources of a smallish company (<2K employees). Within a couple of months, my job duties began to change as I acquired tasks previously belonging to other members of the HR staff. Then there was major restructuring of the HR functions of the company, and I became responsible for several specific functions. For almost a year, I have bided my time to address this change with my manager. I wanted to give ample time to prove that I was capable and fully responsible in this new (unofficial) role.

A few weeks ago, I had the opportunity I was looking for at my annual evaluation. I had just received a superior score and praises for my work, so took the leap. I presented the drastic changes to my job duties; I presented the difficulty I had being able to represent as an authority on my specific functions due to the “just a secretary” mindset of certain managers and outside vendors; I offered a full listing of various HR titles with tasks to show which might be more appropriate with all the changes. We discussed my desire to obtain PHR certification and the changes that would need to be made to my title/position in order for me to do that. She agreed with all of my points, but said she couldn’t give me a definite answer just yet. I followed up with her yesterday and got a response filled with business double-speak that translated to a resounding “no”.

What have I done wrong here? I have a college education and business degree, over ten years of experience with half of that specifically in HR, and I have proven myself over and over with any task given to me. I am on a first-name basis with the executives of the company and my reputation is solid. What can I do to officially break free of the secretarial pool?

Help Me Escape the Secretarial Pool

How To Tell If You Should Get an MBA

People have been badmouthing MBAs as of late. But, should you get one? Here are 5 questions to ask yourself before deciding to embark on that academic journey.

How To Tell If You Should Get an MBA

Managers: 3 Times You Must Push Back Against HR

There are some times when the Human Resources department makes decisions that are detrimental to the actual humans at a company. Managers, you need to know when to push back.
Managers: 3 Times You Must Push Back Against HR

I'm Clearly the Best Candidate--So Why Am I Not Getting the Job?

Dear Evil HR Lady,

I heard that 85% of the time it’s not the most qualified candidate that gets the job. I’m still searching for that 15% job.

I’m an Accountant. Not to toot my own horn but I’m kinda good at it. I’m considered extremely intelligent, however my social graces aren’t up to par. I’m usually well liked and I do impeccable work.

I’m doing something wrong in the interviews. I’ve been a finalist a few times now but not gotten the job. Sadly, I used to be good at interviewing.

So as to not go on too long and bore you I’ll just say while society has become “super positive”, pretentious (in my view anyways) and from what I’ve found and been told “game players”. In other words, you’ve got to play the game. It seems like, and according to one source, it doesn’t matter if you can do the job but can you tell them what they want to hear.

Anyways, if nothing else you could tell me a couple of great subject lines to use.

I'm Clearly the Best Candidate--So Why Am I Not Getting the Job?

The Interviewer Said I Have the Job, But No Offer Has Appeared

Dear Evil HR Lady,

I’m currently unemployed, but I interviewed with a past colleague heading a new company department. I was told after the interview that “they wanted me” and I just had to talk to a couple of other guys. At that interview the guys seemed like they were indifferent. They were preoccupied and knew little about me. After the interview, I was told by HR that I was it and they stopped looking for others. I was also told that although I would start as a Senior Art Director, that would be fast-tracked to Associate Creative Director.

I would be contacted that evening or the next day. Two days later, I finally make contact and things have stalled. They have to assess the skills of ALL of the candidates to determine the right mix. And they thank me for my patience.

They know I am looking at another company and ask me to keep her informed so she can keep the team informed. A couple of days later I get an update that they should know more about next steps this Wednesday. I am wondering are they considering another candidate OR are they considering a restructure of the department to take advantage of getting me or am I not going to get the role due to extenuating circumstances?

What’s the best play?

The Interviewer Said I Have the Job, But No Offer Has Appeared

My MBA Isn't Helping My Career

Dear Evil HR Lady,

About a year ago I finished my MBA. While working on my MBA, I had imagined that there would be plenty of opportunities when I graduated. Unfortunately even with an advanced degree, my two years in finance are not enough to qualify me for advanced positions. My current employer gave me a great retention bonus, yet no raise. Senior management told me that I do an outstanding job, and that they do not want to lose me. My current salary is only a couple of thousand dollars more than when I started with the company and is significantly less than what my current position was advertised for.

I get the bonus in December and am not sure that they are going to offer me the salary I have in mind. I am wondering if you can give me some tips for negotiating. Also should I be looking at other jobs so that I have firm counter offers to come back to them with? My student loans are all due and I cannot afford to pay those and pay all of my other monthly bills like my mortgage and car payment.

My MBA Isn't Helping My Career

Don't Let Your Mom Find You a Job

You're dying to help your loved one get a job. You'll do anything. Just stop it. They've got to manage the job on their own, so let them manage the job search.

Don't Let Your Mom Find You a Job

I’m Doing a Bad Job. Can I Still Get a Raise?

So, you're not a stellar performer. In fact, you think your performance is mediocre. But, you are still underpaid. Is there a chance for a raise anyway?

I’m Doing a Bad Job. Can I Still Get a Raise?

How To Explain That You Were Fired

I just read the best interview advice for explaining a firing in your past. I wish I could say that I had written it, but alas, I didn't.

It's from Alison Green, also known as Ask a Manager:

In a Job Interview, How to Explain You Were Fired

Seriously, people, if you've ever been fired, read this.

Want the American Dream? Don't Go to College

In order to be "successful" you must go to college--and when times get tough, go back and get that MBA or Law Degree, right? Maybe there's another path to the American dream.

Want the American Dream? Don't Go to College

Title Bait and Switch

Suddenly, the job you're interviewing for gets a lesser title. Was this a classic bait and switch, or do you not have the experience needed?

Title Bait and Switch