69
Extending a Direct Report's Responsibilities Without Increasing Their Pay

STRATEGY

Almost every manager will one day need to ask a direct report to take on more work, without being able to offer them any more pay in compensation. The secret to making this a smooth discussion is to frame it as good news. Don't feel manipulative. Since the alternative is unemployment it is good news. Astute employees will realize that and go along with your spin…at least superficially. Feel free to point out that the added responsibilities will increase their value…and marketability. Employees who aren't as swift or who take a piece‐work attitude toward their jobs will need to have it made crystal clear to them that if they want to keep their job they'll do what they're told. If they're not willing to accept that, they are free to look elsewhere.

TACTICS

  • Attitude: Realize that this really is good news. You could be telling this person they are terminated. Instead, you're telling them they still have a job.
  • Preparation: Give some thought to the employee's attitude toward their job. That will make their response less of a surprise.
    Flow diagram depicting a course of action for 69. Extending a Direct Report's Responsibilities Without Increasing Their Pay with an opening statement, situations, and responses.
  • Timing: As soon as you're made aware of the new arrangements, tell your direct reports. You don't want them to hear it on the grapevine. If it comes from you first, you'll be able to put things in perspective.
  • Behavior: Don't be gleeful about the situation, but on the other hand, there's no need to be glum either. This is a fact of life in today's workplace, so treat it as such.

ADAPTATIONS

This script can be modified to:

  • Give more tasks to a day worker without increasing their hours.
  • Get a contractor to increase the scope of their work without increasing their bid.

KEY POINTS

  • Present this as good news.
  • If the employee objects on financial grounds, explain that in the long run, the added responsibilities will increase their value…either here or somewhere else.
  • If the employee still balks, and is a valuable member of your team, say this is something they will simply have to accept for the good of the company.
  • If the employee still balks, and isn't a key person, say they can leave if they don't like it.
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