| Studies show that job satisfaction rises
| |
| | expanding your circle, and getting your
|
| with an employee's salary. It's a simple
| |
| | name out.
|
| equation: The more money you make, the
| |
| | Tell the Boss: "Have you met our
|
| more valued you'll feel.
| |
| | supplier's new assistant? You should grab
|
| Money can't buy happiness, but proof that
| |
| | lunch with us today, I'll introduce you."
|
| you're important at work can be very
| |
| | The Bottom Line: A powerful network can
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| important both in and away from the
| |
| | put you in touch with different people
|
| office. A low salary could be the biggest
| |
| | and skills, increasing your own value.
|
| reason why you're unsatisfied at work,
| |
| | 5. Use Your Experience
|
| but there are a number of things you can
| |
| | In the journal Training, Jeff Barbian
|
| do to increase your worth.
| |
| | reports that workers with 13 or more
|
| 1. Watch Your Benefits
| |
| | years' experience can expect to earn 33%
|
| Many employees are still reeling from the
| |
| | more than their coworkers with less than
|
| layoff scares of the 1990s. However, some
| |
| | three years of experience. If you've been
|
| reasons behind layoffs and low pay health
| |
| | with one company for a while, you have a
|
| care insurance benefits, for example,
| |
| | powerful bargaining chip towards a better
|
| have since changed. According to an
| |
| | paycheck. If you're new to the company or
|
| article in U.S. News & World Report,
| |
| | the field, however, you can still use the
|
| "since 1995, the spread of managed care,
| |
| | experience you have to your advantage. A
|
| plus other cost-containment measures, has
| |
| | familiarity with machines or computer
|
| freed up dough that otherwise would have
| |
| | programs at work could make you an
|
| been consumed by health care inflation."
| |
| | appealing trainer for new hires, earning
|
| Ask your HR department for the numbers on
| |
| | you more respect and an argument for a
|
| health care and pension plans from the
| |
| | raise.
|
| past ten years. Sometimes, employers are
| |
| | Tell the Boss: "Let me give James the
|
| willing to pass the savings on to their
| |
| | tour--I'll show him how to un-jam that
|
| experienced employees.
| |
| | printer that's giving you trouble."
|
| Tell the Boss: "Since the new insurance
| |
| | The Bottom Line: Experience can be
|
| plan raised my deductible, I need a
| |
| | measured in more ways than years.
|
| dependable way to cover the difference."
| |
| | 6. Go Where You're Needed
|
| The Bottom Line: If your salary hasn't
| |
| | A recent survey in Network World found
|
| changed since the Clinton administration,
| |
| | that employees often benefit from "job
|
| but your benefit package has, asking for
| |
| | hopping," or quitting one job in favor of
|
| a raise shouldn't put your job in
| |
| | one with more benefits or higher pay. IT
|
| jeopardy.
| |
| | professionals loyal to their company made
|
| 2. Take On Responsibility
| |
| | an average of $74,010 a year, while job
|
| Even small tasks can make a difference in
| |
| | hoppers averaged $85,200. More employees
|
| your value as an employee. If you're the
| |
| | are keeping their eyes on the classifieds
|
| only one in the office who can operate
| |
| | even if they are somewhat satisfied with
|
| the projection machine or maintain the
| |
| | their jobs, and enjoying the rewards for
|
| company website, you'll be a leader among
| |
| | doing the same work in a new office.
|
| your coworkers and an asset to your boss.
| |
| | Tell the Boss: "I want to be on board
|
| Employers appreciate a willingness to
| |
| | with a company that values its employees,
|
| volunteer, and a list of your unique
| |
| | and I've heard great things about your
|
| abilities can be a benefit to you at a
| |
| | team."
|
| performance evaluation. Of course, the
| |
| | The Bottom Line: If you're ready to
|
| more training you have in the field, the
| |
| | change your routine, a new job in the
|
| more likely you'll be able to handle new
| |
| | same field can be a challenge and a
|
| tasks and technology.
| |
| | reward.
|
| Tell the Boss: "We could organize this
| |
| | 7. Change Your Scenery
|
| paperwork into an Excel file pretty
| |
| | Your location can mean a big difference
|
| easily. Do you want me to set up a
| |
| | in the money you bring home. According to
|
| template?"
| |
| | Salary.com, human resources managers
|
| The Bottom Line: If you have the time and
| |
| | making $77,885 in Des Moines, Iowa, might
|
| knowledge, a new task can both challenge
| |
| | average $80,967 in Syracuse, New York, or
|
| and benefit you.
| |
| | $83,477 in Portland, Oregon. You'll need
|
| 3. Educate Yourself
| |
| | to take things like relocation cost and
|
| There are real financial benefits to
| |
| | cost of living into account, but a change
|
| getting an education. In 2005, the U.S.
| |
| | of scenery can revitalize your outlook on
|
| Census reported that a college degree
| |
| | life, as well as your paycheck.
|
| nearly doubles a worker's salary, on
| |
| | Tell the Boss: "I've always heard this
|
| average. Workers over 18 in the U.S. with
| |
| | part of the country was beautiful, but I
|
| a bachelor's degree earn over $23,000 a
| |
| | had to see it for myself."
|
| year more than workers with a high school
| |
| | The Bottom Line: A new location is a
|
| diploma, and any level of education can
| |
| | drastic change, but moving can mean more
|
| mean a permanent raise in your salary.
| |
| | than a better salary.
|
| Because employers often want their
| |
| | 8. Bargain Smart
|
| employees to be trained and educated,
| |
| | When it's time to negotiate a raise, you
|
| some companies offer tuition assistance
| |
| | need to be prepared. Come to the table
|
| for workers willing to go to school on
| |
| | with your qualifications, and anticipate
|
| their own time.
| |
| | your employer's concerns. In Business
|
| Tell the Boss: "If you invest in me, I'll
| |
| | Week, management professor Deborah M.
|
| use my education and training to benefit
| |
| | Kolb suggests coming up with rebuttals
|
| the future of this company."
| |
| | for an employer's likely concerns. Among
|
| The Bottom Line: Higher education can be
| |
| | them: "I realize the budget is tight; it
|
| a financial commitment, but the benefits
| |
| | has been that way for some time, but we
|
| could last a lifetime.
| |
| | have some new hires," and "I know the
|
| 4. Shake Some Hands
| |
| | budget is tight, let's see if we can work
|
| From multinational corporations to the
| |
| | around it." In both cases, empathy, or
|
| row of stores in a small-town block,
| |
| | taking the time to understand your
|
| success in business is all about who you
| |
| | employer's concerns, combines with your
|
| know. A recent article in Black
| |
| | own plan to make the negotiation more of
|
| Enterprise illuminates the secrets of the
| |
| | a cooperative effort.
|
| casual network: "Lunchtime and coffee
| |
| | Tell the Boss: "We both care about the
|
| breaks provide an excellent opportunity
| |
| | future at this company. I want to feel
|
| for informal meetings, while workplace
| |
| | confidant that I'll be here for many
|
| organizations such as affinity groups,
| |
| | years to come."
|
| softball teams, and voluntary committees
| |
| | The Bottom Line: Realizing that your
|
| offer more structured methods of getting
| |
| | employer has his or her own set of
|
| to know people from all walks of the
| |
| | concerns can help you work together.
|
| organization." If you want to advance in
| |
| | For every salary boosting strategy,
|
| your field, think of the tasks you
| |
| | confidence is the key. Once you realize
|
| complete at work as only half of your
| |
| | that you're worth a more lucrative day at
|
| job--the other half is meeting people,
| |
| | work, make sure your boss knows, too.
|
