Loading...
Answers
MenuMy boss keeps extending the date of my annual review for a possible raise. How can I expedite the process and what preparation do I need?
I have been taking on extra responsibilities that I did not have when I was hired. I am being introduced as a "specialist" now that I have extra training and believe that shows that my position has changed.
Thank you.
Answers
What are the company's policies regarding the frequency and timing of employee reviews? Start by checking your employee handbook and make sure you completely understand the policies. You then have a decision to make: you can approach your boss to discuss the matter and try to work it out, you can talk to your HR professionals to ask them to address it on your behalf, or you can wait and ask if any adjustment to your compensation can be made retroactively, in light of the delay. Each strategy carries risks. The first two risk impacting your long term relationship with your boss. The last strategy is a financial risk but preserves the relationship. You have to ultimately decide what's most important to you, and what consequences you're willing to live with. Happy to talk with you directly if I can be of more help.
I would take a way different angle. I believe your employer already knows you are due additional compensation and that is why it is getting put off. Maybe they don't have current resources to give you what they deserve so he is kicking the can down the road.
What I would do is walk up to him/her and say "Name, I want you to know that I am really excited about how I have grown and developed here and hope that as part of our next step we can sit down together and plan a long career path so I can continue to be a bigger asset for you. I know your very busy but this is a priority to me, would it be possible to set a firm time/date we can stick to right now?
Don't let the employer stave off having the conversation with you, its a poor leadership tactic and doesn't show respect for the work you have performed or the amount you have grown. I am sure he isn't avoiding conversations with you about other things...
I am interested in working at your company because of its excellent reputation and because it is a leader in its industry. I have the skills and education that would make me an asset to your company. I am a hard worker and a quick learner because I routinely spend some time on this https://welpmagazine.com/all-you-need-to-know-about-business-assignment-help/ website to get experience about online business assignments and I would be a valuable member of your team. I am eager to learn and to contribute to the success of your company.
Related Questions
-
If you could ask each of your employees a question each day, what would you ask?
"What was the best part of you day?" Ideally you could ask in the afternoon .. but it sets a positive intention. I ask this to all my friends + wife everyday when I see them.DM
-
I am starting a new aerospace engin. consulting firm, How to attract customers? Which strategy considering my strongest/weakest points (see Details)?
Staff augmentation vs. project work in A&D are really two different companies. Another key segmentation is work that requires certification (NATO Clearance, secret clearance, Airbus/Boeing training, etc). On staff augmentation, a lot of young firms start off bringing in good ex-employees of the majors and and targeting the supply chain. Often the majors Boeing, Dassault, etc like it when subs use talent that already know the primes practices. If you are targeting project work, you need to define if you are selling skill or price. If your the best team for converting major assemblies into a stream line lean process, you need to clearly define that and sell it into the targets. In all cases, you are likely to get your first customers in the supply base. The supply base is likely trying to win a bid or execute a current contract. They want to mitigate risk using temporary labor, especially if you are in a EU labor market. If your model is to sell outside of the Primes, for example selling aerospace talent to boat manufacturing, I would stick more to project work with a few key initial clients. Create an iconic success. I would also look at the UAV market. There is a lot going on there. Often the people creating UAV's are more controls focused, they might like having someone else be there air frame team. I was heavily involved in the lean manufacturing movement at McDonnell Douglas and Boeing. Mostly on F/A-18, but also C17, 787, UAVs, etc.CW
-
How can I properly explain a big gap in my resume to a potential employer?
Don't worry about the fact that you "failed". What you presumably did is work hard, and learn a lot, and probably created some quality stuff, regardless of whether it ended up being published. That's usually all your potential employers will care about. The people that work for companies that end up going out of business aren't considered failures. They generally produced quality work but their company may have just not been able to find / convince the right customers, which is equivalent to you not having found the right publisher. This is an optimistic way to look at it, but that doesn't mean it's not true in your case. I would publish whatever unfinished books you have on Amazon as e-books. Make a title and cover image. That way they're 'published' immediately, and each book will even get a DOI and/or PMID #. Then you can continue to edit them and finish them whenever you have time (see: https://kdp.amazon.com/en_US/help/topic/A2KRM4C8E91086). Meanwhile, if you have other non-book writings, try publishing them as guest-blogger posts on other people's existing blogs. best of luck, LeeLV
-
I need to fire an engineer at my startup for poor performance but he goes on holidays from Saturday. Should I do it now or wait until he gets back?
Please resist the urge to pull the band-aid. I'm not a fan of keeping a poor performer, but unless this person is a behavioral or "for cause" termination, he deserves some professionalism here. 30-day Performance Plan, make the goals aggressive and stick to it - he can consider that his head start to either buck up or start searching. Remember, your other employees watch how you treat their former colleagues. A quick termination before a holiday is prickish, an aggressive performance plan is taking care of business.JW
-
If an employee receives another job offer and can't make up their mind, what's the best way to force them to make a decision and stick to it?
It's great that this employee has been transparent about the fact another company wants him. The problem is that this employee is ambivalent about his connection to your Company. Really, under 100 employees at least, this is unacceptable. I would first reflect on why you think he's looking elsewhere. Then, I'd ask him that, admitting that you have failed to create an environment in which he has stayed engaged and motivated on what he's working on. If his answers seem reasonable and you can commit to making the changes necessary, then you won't need an employment contract, he'll stay on his own desire, because you listened to him and improved his situation. If his requests seem unreasonable or you know you won't be able to make those changes, fire him *today.* This situation can contaminate your entire company quickly. Yes, swapping someone out will always be a bit of a setback, but you want *everyone* on your team, feeling motivated and excited by what they're doing. It sounds like you're making your decision out of fear (having to find and hire another engineer) versus what's best for the Company, long term. Happy to talk to you in a call. Problems like this are within the sweet spot of my skills and passion.TW
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.