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職場(chǎng)中在辦公室談?wù)摴べY的技巧
無(wú)論什么時(shí)候，工資這個(gè)話題都是十分敏感的，我們?cè)撛趺慈フ務(wù)撃?下面是小編搜集整理的職場(chǎng)中在辦公室談?wù)摴べY的技巧，歡迎閱讀，供大家參考和借鑒!
職場(chǎng)中在辦公室談?wù)摴べY的技巧
At Brian Baders orientation for a tech-support job with Apple Inc. three years ago, he says, human-resources managers ran down the list of guidelines workers were expected to follow. Dont use explicit language on calls with customers. Treat other employees with respect. And, he says, they told the assembled recruits, dont discuss your pay with co-workers.布萊恩巴德(Brian Bader)回憶說(shuō)，三年前他在蘋果公司(Apple Inc.)參加技術(shù)支持崗位的培訓(xùn)時(shí)，人力資源經(jīng)理曾逐一歷數(shù)了員工應(yīng)當(dāng)要遵守的一系列準(zhǔn)則。比如說(shuō)，與客戶通話時(shí)不要使用露骨語(yǔ)言，對(duì)同事要尊重。他還說(shuō)，人事經(jīng)理告誡聚集一堂的新員工，不要與同事討論自己的工資。
That last requirement backfired. It just made me more curious, said Mr. Bader, 25 years old, who had been offered $12 per hour. Throughout the days breaks, he surveyed his new colleagues about their wages, and learned that everyone was earning somewhere between $10 and $12 per hour. Apple declined to comment on internal policies. 然而，最后那條要求卻產(chǎn)生了適得其反的效果。今年25歲的巴德如此說(shuō)道：“它只是讓我更好奇了。”他在整個(gè)日間休息時(shí)間里調(diào)查了新同事的工資，了解到每個(gè)人的薪資水平在每小時(shí)10至12美元之間(約合人民幣62至74元)，而他當(dāng)時(shí)的工資為每小時(shí)12美元。蘋果拒絕就內(nèi)部政策置評(píng)。
That information became the basis of his decision to leave his job just three months later, after he realized -- thanks to the performance data managers shared with their teams every week -- that he was twice as productive as the lowest performer on the team, yet earned only 20% more. James Yang長(zhǎng)期以來(lái)，同事之間的薪水比較一直都是辦公室閑談的禁忌。不過(guò)，隨著“千禧一代”──出生于上世紀(jì)80年代和90年代的一代人──加入職場(chǎng)，這種狀況逐漸發(fā)生了轉(zhuǎn)變。這一信息成為了巴德僅在三個(gè)月后就決定離職的根據(jù)。由于經(jīng)理每周都要和他們的團(tuán)隊(duì)分享業(yè)績(jī)數(shù)據(jù)，他了解到自己的工作效率是其所在團(tuán)隊(duì)業(yè)績(jī)最差者的兩倍，而他的工資卻只高出20%。
It irked me. If Im doing double the work, why am I not seeing double the pay? said Mr. Bader, who is about to graduate from California State University, Sacramento. 巴德說(shuō)：“那讓我有些惱火。如果我干的活是別人的兩倍，那我的工資怎么不是別人的兩倍?”他即將從加州州立大學(xué)薩克拉門托分校(California State University, Sacramento)畢業(yè)。
Comparing salaries among colleagues has long been a taboo of workplace chatter, but that is changing as Millennials -- individuals born in the 1980s and 1990s -- join the labor force. Accustomed to documenting their lives in real time on social-media forums like Facebook and Twitter, they are bringing their embrace of self-disclosure into the office with them. And theyre using this information to negotiate raises at their current employer or higher salaries when moving to a new job. 長(zhǎng)期以來(lái)，同事之間的薪水比較一直都是辦公室閑談的禁忌。不過(guò)，隨著“千禧一代”──出生于上世紀(jì)80年代和90年代的一代人──加入職場(chǎng)，這種狀況逐漸發(fā)生了轉(zhuǎn)變。他們習(xí)慣了在Facebook和Twitter等社交媒體平臺(tái)上實(shí)時(shí)記錄他們的生活，因此也將他們信奉的自我表露原則一同帶入了職場(chǎng)。他們也利用這些信息在自己當(dāng)前工作的企業(yè)商談加薪或是在跳槽到新公司時(shí)提出更高的薪資要求。
Not surprisingly, many firms want to keep salary information private. They hope to retain the upper hand on salary negotiation and hope to keep flawed or even discriminatory compensation systems under wraps. 不出意料的是，許多企業(yè)都想將工資信息保密。他們希望在商談薪資時(shí)保持優(yōu)勢(shì)地位，并希望隱匿存在著缺陷甚至是帶有歧視的薪酬體系。
But for workers, information is power, and young people recognize this. People are much more willing to talk about pay than they were even 10 years ago, says Kevin Hallock, director of the Institute for Compensation Studies at Cornell University and author of the 2012 book Pay: Why People Earn What They Earn and What You Can Do Now to Make More. 然而，對(duì)于員工而言，信息就是力量，年輕人也意識(shí)到了這一點(diǎn)�？的螤柎髮W(xué)(Cornell University)薪酬研究所(Institute for Compensation Studies)主任凱文哈洛克(Kevin Hallock)稱：“大家比10年前還要更愿意談?wù)摴べY。”哈洛克也是2012年出版的《關(guān)于工資的二三事：如何提高你的工資收入》(Pay: Why People Earn What They Earn and What You Can Do Now to Make More)一書的作者。
Still, revealing pay can be risky business. 盡管如此，透露工資也可能是頗具風(fēng)險(xiǎn)的舉動(dòng)。
Pay differentials, when they become public, can engender resentment, envy and dissatisfaction among workers. One 2012 study by researchers at University of California, Berkeley and Princeton University examined more than 6,400 University of California employees once they became aware of a database listing staffers salaries. Employees who were paid below the median were unhappy once they learned their colleagues pay and were more likely to look for other jobs. 薪資差距一旦公之于眾，可能會(huì)在員工當(dāng)中引發(fā)怨恨、妒忌和不滿。加州大學(xué)伯克利分校(University of California, Berkeley)與普林斯頓大學(xué)(Princeton University)的研究人員在2012年展開的一項(xiàng)研究中，調(diào)查了6,400名加州大學(xué)的畢業(yè)生在知道了一個(gè)列出員工工資的數(shù)據(jù)庫(kù)后的反應(yīng)。薪酬低于中值水平的員工一旦了解到其他同事的工資后會(huì)心生不滿，更有可能去尋找其他工作。
While some of this information -- such as salaries of certain state employees -- has long been a matter of public record, the Internet has made it far more accessible, too, says Mr. Hallock. Sites where people post salaries and other feedback about employers, such as Glassdoor.com, also contribute to the sense that pay is no longer a private issue. 哈洛克說(shuō)，雖然部分薪資信息，比如說(shuō)某些政府職員的薪酬長(zhǎng)期以來(lái)一直都屬于公開記錄，而互聯(lián)網(wǎng)也使得這類信息更容易獲得。此外，一些讓人們“曬”薪水和公布對(duì)雇主其他評(píng)價(jià)的網(wǎng)站(例如Glassdoor.com)也推動(dòng)了認(rèn)為“工資不再是隱私”的觀念。
When Dustin Zick, 25, was ready to leave his job in 2012 as a social-media specialist at BuySeasons Inc., a Milwaukee-based online retailer, he compared notes with five or six trusted co-workers about their pay, and found most of them happy to divulge. 去年，在準(zhǔn)備從密爾沃基(Milwaukee)的網(wǎng)絡(luò)零售公司BuySeasons辭去社交媒體專員的工作時(shí)，達(dá)斯汀齊克(Dustin Zick)與“五六個(gè)”信得過(guò)的同事交換了他們的工資信息，他發(fā)現(xiàn)他們中的大多數(shù)人都樂(lè)意透露。
Several of his colleagues, also looking for new opportunities, strategized together about what salaries they were aiming for and how to negotiate to get there. The conversations helped Mr. Zick achieve his target salary at his new position as a social-media manager at a hospitality company, he says. 齊克有幾名同樣也在尋找新機(jī)會(huì)的同事就他們的薪資目標(biāo)以及如何與公司談判來(lái)實(shí)現(xiàn)該目標(biāo)共同制訂了行動(dòng)策略。齊克說(shuō)，這些談話幫助他在應(yīng)聘一家酒店企業(yè)的社交媒體經(jīng)理的新職位時(shí)獲得了預(yù)期工資。
Theres a culture of transparency in my generation, he says. And the younger you are, the more likely an employer will try to get you for cheap. So to know what your peers are making benefits all parties involved, except maybe the employer. 齊克認(rèn)為他們這一代人有一種透明文化。你越年輕，企業(yè)就越有可能試圖把你當(dāng)作廉價(jià)勞力，所以了解你同事掙多少錢有利于相關(guān)各方，當(dāng)然或許雇主不在此列。
Companies may not like transparency, but they cannot outright bar rank-and-file employees from disclosing their pay internally or externally, under the federal National Labor Relations Act, says employment lawyer Charles Caulkins of law firm Fisher & Phillips. That means that an employee handbook or social-media policy barring workers from disclosing their pay is generally a violation, he says. (The rules are different for managers and supervisors, who can legally be prevented from disclosing pay.) Fisher & Phillips律師事務(wù)所的就業(yè)律師查爾斯考金斯(Charles Caulkins)指出，企業(yè)或許不喜歡工資透明，但是根據(jù)聯(lián)邦政府《全國(guó)勞工關(guān)系法案》(National Labor Relations Act)，企業(yè)并不能完全禁止普通員工在企業(yè)內(nèi)部或外部透露自己的薪資�？冀鹚拐f(shuō)，這意味著那些禁止員工透露自己薪資的員工手冊(cè)或社交媒體政策基本上都違反了該法案。(針對(duì)經(jīng)理和主管的規(guī)定有所不同，防止他們泄露工資水平是合法的。)
Ultimately, says Mr. Hallock, compensation is an inexact science, determined by labor-market conditions, company budgets and individual employees performance and turnover risk. Companies use salaries and raises to retain their high performers, but measuring performance itself is difficult, especially in fields that defy simple metrics like widgets built or customer-service calls answered. 哈洛克說(shuō)道，從根本上講，薪酬體系也是一門不精確的科學(xué)。它由勞動(dòng)力市場(chǎng)狀況、企業(yè)預(yù)算、各員工的表現(xiàn)以及員工流失率風(fēng)險(xiǎn)等因素所決定。企業(yè)通常利用高薪或加薪來(lái)留住業(yè)績(jī)優(yōu)異者，但是業(yè)績(jī)考核本身就是件難事，在某些簡(jiǎn)單的衡量標(biāo)準(zhǔn)(例如完成的器件或應(yīng)答的客服電話數(shù)量)行不通的領(lǐng)域尤為如此。
So one way for employers to head off internal politics: Be even more transparent. 因此，企業(yè)遏制內(nèi)部政治的方法之一就是：行為更加透明。
New York data-analytics company SumAll makes pay scales and individual salaries open to everyone in the company. The company says that employees work more efficiently when no one is trying to guess whether their colleagues are making more than they are. 紐約數(shù)據(jù)分析公司SumAll將薪資等級(jí)和各員工的薪資向公司的每一個(gè)人公開。該公司稱，當(dāng)沒(méi)人試圖去猜測(cè)自己的同事是否比自己掙得多時(shí)，員工們工作起來(lái)會(huì)更有效率。
Workers and employers who support transparency argue that it helps ensure that people are paid fairly, and reduces discrimination based on gender or other characteristics. 支持薪酬透明的員工和企業(yè)認(rèn)為，此舉有助于確保大家獲得公平的薪資并減少性別或其他特征方面的歧視。
Of course, not every employee is, or would be, willing to spill. 當(dāng)然，并不是每個(gè)員工都愿意或可能愿意透露自己的工資。
Lucy Bayly, 43, a copywriter for an advertising agency in Oneonta, N.Y., compares discussions about income with conversations about sex: Youre dying to know, but its too rude to ask. 紐約州奧尼昂塔(Oneonta)某廣告公司43歲的文案露西巴以利(Lucy Bayly)把討論工資與討論性愛放在了一起比較。她說(shuō)：“你太想知道情況了，但是開口問(wèn)就太粗魯了。”
Such conversations run the risk of inspiring a corrosive kind of jealousy, she says. You think youre satisfied and then all of a sudden, you find out someone is paid a little more, and it ruins your day because you start wondering, Have I settled? 巴以利認(rèn)為，此類談話有激發(fā)強(qiáng)烈嫉妒的風(fēng)險(xiǎn)。她說(shuō)：“本來(lái)你覺(jué)得自己挺滿足的，然后突然間發(fā)現(xiàn)別人的工資比你高一點(diǎn)，這會(huì)讓你一天都不好過(guò)，因?yàn)槟銜?huì)開始思考‘我滿足了嗎?’”
How to Discuss Pay at Work 如何在工作場(chǎng)所談?wù)摴べY
Tips for bringing up the subject in a constructive way:
When talking about salary with coworkers: 以建設(shè)性的方式提出工資話題的小技巧：
1. Reserve these conversations for people you trust 與同事談?wù)撔劫Y時(shí)：
2. Know your motivation─dont bring up the topic if you just want to brag. That never goes over well. 1.只和你信任的人談?wù)摴べY。
3. If you plan to use the information to negotiate with your boss, ask your colleagues permission first. 2.了解你自己的目的，如果你只是想炫耀一番，還是別提出這個(gè)話題了，那從來(lái)都不會(huì)有什么好結(jié)果。
4. Be willing to be disappointed or embarrassed. You might find out that your salary falls short of your peers.
When talking about salary with a manager: 3.如果你打算利用該信息與老板商談工資，首先要征得你同事的允許。
1. Its acceptable to ask a manager about the companys pay philosophy and pay practices. Leaders should be able to explain why they pay the way they do. 4.愿意接受失望或?qū)擂巍Ｄ憧赡軙?huì)發(fā)現(xiàn)你的工資不如同事高。
2. If youre asking for a raise, do it after acing a project. 與主管談?wù)撔劫Y時(shí)：
3. Understand the company context. Dont ask for a raise if the company just announced a terrible quarter. 1.向主管詢問(wèn)公司的薪資理念和薪資制訂慣例并無(wú)不妥。領(lǐng)導(dǎo)層應(yīng)能解釋他們?yōu)槭裁催@么制定工資。
4. Dont betray your co-workers confidence. 2.如果你打算要求加薪，漂亮地完成項(xiàng)目后再提出要求。
Source: Rusty Rueff, career expert at Glassdoor
3.了解公司的處境。如果公司剛宣布的季度財(cái)報(bào)非常糟糕，不要提加薪要求。
4.不要辜負(fù)同事的信任。
職場(chǎng)上加薪提工資的技巧
1、有實(shí)質(zhì)性工作內(nèi)容，并且自己已經(jīng)熟練掌握，是公司整理運(yùn)營(yíng)中不可或缺的一枚小螺絲釘。如果整天手上沒(méi)什么工作，無(wú)所事事，晃來(lái)晃去，那么公司能夠留下你不辭退已經(jīng)是千恩萬(wàn)謝了，提加薪，沒(méi)有實(shí)際工作業(yè)績(jī)做支撐，是不可能成功的。所有，如果你的工作實(shí)在沒(méi)有什么事，那么有兩個(gè)方法，一是通過(guò)自己的努力表現(xiàn)增加在公司的存在感，掌握一些實(shí)質(zhì)性工作；二是換工作，找一份有業(yè)績(jī)輸出的工作實(shí)現(xiàn)自我價(jià)值，除此之外，幾乎沒(méi)有加薪的方案。
2、目前的薪資水平在行業(yè)內(nèi)部和公司內(nèi)部，屬于偏低水平，和相同工作的同事比較，你的工資偏低，或者與同工資水平的同事比較，你的工作量更大，工作業(yè)績(jī)更好。
3、公司目前的盈利情況良好，至少不要是虧損狀態(tài)。公司的盈利情況是至關(guān)重要的，如果處于虧損狀態(tài)中，請(qǐng)不要去提加薪，這是公司需要員工一起風(fēng)雨同舟的時(shí)候，不顧現(xiàn)實(shí)情況貿(mào)然提加薪，不僅不能成功，還可能給上級(jí)領(lǐng)導(dǎo)造成不顧大局的不好的印象。
職場(chǎng)上加薪提工資的書面申請(qǐng)
一、首先要寫上自己的工作業(yè)績(jī)，入職這些年主要負(fù)責(zé)什么工作，在遇到哪些特殊情況時(shí)，自己做出了怎樣的利于公司的努力和付出，什么情況下加班加點(diǎn)，與公司同患難共進(jìn)退�？傊@一段是大頭，一定要寫得動(dòng)之以情、曉之以理。
二、第二部分寫困難，寫自己的困難，比如家庭是農(nóng)村，家境一般父母年邁；或需要養(yǎng)兒養(yǎng)妻，贍養(yǎng)父母；或需要支付房租，房?jī)r(jià)高昂；需要淋漓盡致的寫明自身經(jīng)濟(jì)的困難，突出目前的薪資水平已經(jīng)很難維持一個(gè)較好的生存狀態(tài)，漲薪迫在眉睫。
三、第三部分是表明態(tài)度和忠誠(chéng)，一直以來(lái)都以工作為終極奮斗目標(biāo)，希望領(lǐng)導(dǎo)認(rèn)真考慮我的請(qǐng)求，我將在以后的工作中有更確切的工作方向和目標(biāo)，充滿熱情地將精力投入到工作中以做出更上一層樓的貢獻(xiàn)。
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