Several months ago, our CEO flatly stated that no one in the
organization would receive a pay increase this year due to the
current economic situation.
Q:
Several months ago, our CEO flatly stated that no one in the organization would receive a pay increase this year due to the current economic situation. Although we were disappointed, we appreciated the fact that everyone was being treated equally. Recently, however, the head of my division announced that all of our managers are being made vice presidents. Their jobs will remain exactly the same, but the title change qualifies them for a pay increase. This is clearly a ploy to get around the company-wide salary freeze.
All of the employees were stunned by this announcement. Not only have we been denied raises, but our workload has also increased due to unfilled vacancies. Management is constantly telling us to “do more with less.” Although we are thankful that we still have jobs, we can’t help feeling disgruntled and mistreated. I have toyed with the idea of sending the CEO a letter telling him about this deception. What do you think?
A:
We’re all sick of greedy executives whose highest priority seems to be enriching themselves and their direct reports. If these promotions are a sham, your division head should be ashamed of himself.
Nevertheless, complaining to top management could be hazardous. Despite his previous proclamation, the CEO may have actually approved these vice presidential moves. Unfortunately, executives’ words and actions don’t always match.
If your division head is indeed engaging in a rogue maneuver, ratting him out could result in retaliation. So you should carefully weigh the risks and benefits before lodging a complaint. Don’t let anger drive you to commit career suicide.
Since this decision has upset many people, a group protest might already be under way somewhere in your division. If so, adding your voice to theirs would be a much safer alternative.
Although employees have little leverage now, job opportunities will eventually open up as the economy improves. At that point, avaricious managers may suddenly find themselves with a well-deserved turnover problem.
Q:
How should I handle a co-worker who will not respond to e-mails? I often need her input when I have to make a decision. In the past, I would finally just walk over and ask her for the information. However, I don’t think I should have to do this.
A:
Different people have different communication preferences. Some rely heavily on e-mail, while others like face-to-face discussion. Your unresponsive colleague may simply be one of those who prefers talking to writing.
If this information exchange is more important to you than to her, forget about e-mail and have a personal chat. Accommodating her style will actually save you time.
But if changing tactics is impractical, try asking for her help. For example: “When I send e-mails requesting input, I usually have a tight deadline and need the information quickly. Is there anything I could do to make it easier for you to respond?” Just be sure to ask this question in person, not in writing.
