3
Having Your Pay Cut

STRATEGY

The bad news is your pay is being cut. The good news is that you weren't fired. Accept that there's no appealing this decision. There was a target on your back because of your salary. That target has, in theory, been removed. Going over your supervisor's head in a fruitless effort to reverse the decision will just put the target back. Instead, either ask for the reduction to be phased in gradually or for flex time. This cut will have an impact on your personal finances and either of these two options will give you a chance to deal with that impact. Don't hesitate to cite fairness and to point out this had nothing to do with you or your performance. If you or your performance were an issue you would have been fired rather than having your pay cut. If your supervisor reflexively turns down your request, cite fairness and push for them to check with their supervisor. If you can, ask them to advocate on your behalf. Their guilt may turn them into an effective supporter.

TACTICS

  • Attitude: Accept the inevitable but insist on pushing for fairness. Be professional but persistent.
  • Preparation: This may come as a surprise leaving you with no time to prepare. However, reading this script think about what you would accept as a way to mitigate the impact of a pay cut.
  • Timing: The timing is out of your control; however, do what you can to delay the cut taking effect, so you can better arrange your finances.
  • Behavior: Remain businesslike, but don't be afraid to demonstrate how upset you are at the impact this will have on your life.
Flow diagram depicting a course of action for 3. Having Your Pay Cut with an opening statement, two situations, and four responses.

ADAPTATIONS

This script can be modified to:

  • Respond to a customer or client who asks for a cut in your bill for already completed work.

KEY POINTS

  • Accept this as a fait accompli. Don't try to go over your supervisor's head for an appeal.
  • Push for help in mitigating the impact of the pay cut through a gradual cut or flex time.
  • Don't hesitate to stress that this has nothing to do with you or your performance.
  • Use implied guilt to get your supervisor to serve as an advocate for your mitigation efforts.
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