WORKSHOP: Personal Trainer

STEPHEN BUBB, chief executive of the Association of Chief Executives of Voluntary Organisations (ACEVO),

Over the past three years, my job has changed and my responsibilities have increased. But I have not had a pay review to date. What should I do?

It is amazing how many times I hear this story. The people change but the situation seems to be a constant in the HR arena. There are quite a few things you can do to rectify the problem.

First, review your achievements in the past three years. Draw up a briefing note for your manager that outlines these. This will not only help you focus on your skills and experience, it will also give you evidence to put your case forward. The key is to be objective. If need be, speak to a colleague or your mentor if you have one. Also look at your tasks and objectives for the next year.

Do a quick review of salaries across the sector for similar roles. There are lots of organisations which publish salary surveys. ACEVO does one for chief executives and senior managers. The Reward Group also publishes one which covers most jobs in the sector. It might be helpful to actually buy a survey, so you have statistical evidence to support your arguments.

Once you have this information, either request a one-to-one meeting with your manager or bring it up at your next appraisal. More than one-to-one meetings, appraisals are very useful forums to bring up issues such as salary.

If you have a regular system of appraisal, your manager should be aware that you have been taking on additional responsibilities and delivering on your targets. If you don't have an appraisal, I would suggest you sort something out immediately. I cannot stress the importance of appraisals enough.

The feedback session at the appraisal should be a constructive way for you to achieve what you are hoping for. But remember the priorities. If your job has changed and developed this has probably been good for you. It will have made the post more interesting.

It will have developed you and made you more marketable.

You don't want to be like some in the public sector who get mesmerised by job descriptions and start saying they won't do things "because it ain't in my job description".

Third-sector organisations are limited in their scope to pay well. No one denies that our professional staff can get more pay elsewhere. You may well be able to move on to another job but there is always a balance between pay, commitment and job satisfaction.

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