I didn’t get the pay rise I wanted. Should I appeal the decision?
FIRST consider the reasons you were given that your pay review request was not approved. Was it relating to your performance, company pay review policies or cycles or some other reason? If it is something outside of you and your manager’s power (ie not during a pay review cycle or aligned with salary bands), you may just have to accept it and determine whether you are willing to stay on at the company on your current salary or look for a job elsewhere that pays better. If you are given reasons relating to your responsibilities or performance, seek clarification. NOT getting the pay rise you want or deserve can be extremely disappointing and make you feel undervalued. Reflect on the feedback given by your manager. If you didn’t get any feedback, be sure to ask for it as only then can you move forward. Review your job description, assess objectively whether you have achieved the outcomes required by your role and whether you exceeded expectations? If so, it might be a good idea to appeal the decision or set a time for your next pay review. Be clear and confident in articulating the reasons you believe you deserve a pay rise. IF YOUR organisation has a transparent approach to salary increases, with salary linked directly to individual and organisational performance targets, it should be relatively easy to decide whether it’s worthwhile to have a follow-up conversation with your manager. If there is little or no transparency associated with salary reviews, you need to consider whether your contribution is on target or ahead of target and clearly articulate the value of your contribution. Also consider and research whether your existing salary is in line with, ahead or behind similar roles in the industry. SEEK feedback on the reasons for not getting a pay rise. Without it, it is difficult to assess the fairness of the decision. Are the reasons rational and are you being realistic and fair in your view that you should get a pay rise? Consider such factors as economic pressures, company profitability, job losses, freeze on pay increases, not attaining performance targets and parity with relevant award rates. If you believe you have been very hard done by and other staff receive preferential treatment for no more productivity, then politely put forward your case using objective and measurable evidence.