Introduction:
Ashley
All right, I think we’re gonna go ahead and get started. We hoped you liked the vibe so far. All righty. Well, good evening. And thank you all for joining us today. My name is Ashley Turner, and I am the Associate Director for alumni professional engagement with UCF alumni. Now before we get started and meet our guests, I just want to go over some quick zoom housekeeping items. To avoid hearing any background noise, we ask that you keep your mics muted at this time. And if we experienced any like technical difficulties, such as lagging or maybe freezing, you may want to turn off your video if you have your video one because that can sometimes help. If you have any questions for them, feel free to engage using the chat function. And as I mentioned, if you didn’t already put like your grad here, go ahead and do that and your name just so that we know who’s joining with us today.
This event will be recorded and it will be hosted on UCF alumni virtual hub, which is on our UCF alumni.com website, you can see a bunch of our other events there as well. At this time, if you are on a computer, you can click the speaker view on Zoom, which is at the top right hand corner. This will give you like the best view as you’re as you’re watching this webinar. So tonight’s event will be presented from one of our UCF alumni career coaches. So if you didn’t know we have partnered with career coaches and counselors that are a part of UCF alumni Career Coach program. So if you are, let’s say, like, mute that person really quick. So they’re not like hired BIOS or anything like that they are alumni with their own services. And they are offering special rates for Career and Professional Development Services for fellow knights. So you can visit our website to learn more about our career coaches under the alumni career coaches tab, and one of my staff members will put that link in the chat so you can check that out. And see not only Sam but some of our other ones featured. Our next career coach highlight will be featured during our adulting series. And you don’t have to, you know, it’s from our Young Alumni Council, but you don’t have to be a young alum to attend those events. This series will be held on select dates in April. So our career coach Justin Martin will speak on mental health during an event called Night flow, which is a silent disco yoga class held in the Nicholson Field House. So this is an in person event. We’re really excited about that. So that should be really, really interesting to get kind of that mental health aspect. Then also do some disco yoga.
Alright, but tonight, we’re going to talk about salaries right, so I’m excited to have sim conductor with us who will be chatting with us about effective salary negotiations. So Sam is a two time graduate with a bachelor’s in psychology and a Master’s in Counseling from UCF. He has been coaching since 2009, and helping over 2400 individuals with resume interviewing impostor syndrome, burnout and leadership. Sims clients range from career starters to executives within business, technology and engineering. He has been recognized as what is the best one of the best life coaches in Atlanta, and best of Georgia, the honorable mention for mental wellness coaching. So we’re gonna also put his website link in the chat too, so you can check him out. I’m sure you’re gonna have some more questions for him. After we speak today. Sam, thank you so much for joining us this evening.
Simanto Khandaker
Thank you, Ashley, for for this introduction and this invitation. I am so excited to share my knowledge, my experiences with you on salary negotiation today.
Ashley
So how about you tell us a little bit more about yourself and maybe your experience when it comes to salary negotiations?
Simanto Khandaker
Oh, goodness, I’ll start by saying that salary negotiation is still somewhat challenging. Whenever I think about it, I think about my first job. My second job, my third job, I’m like, but they already offered me something and that imposter self coming out and saying, like, you don’t deserve more, okay, they gave you more. So, in that journey I’ve been able to recognize the barriers to that keeps us from advocating for ourselves. Right. And as I’ve grown in my career, professional Only and within coaching, I’ve been able, I’ve been able to help individuals increase their salary by nearly 30%. The biggest increase that I’ve, I’ve helped is someone received a $500,000 annual salary boost afterwards. So that’s a good range. It’s a good range. And from the hiring perspective, what’s been helpful is seeing what we are looking for. From the hiring management side to say like, Okay, are you hitting the marks that you need to? So we can extend that salary bath? Super cool.
Ashley
So, salary negotiating seems to be a very scary conversation for some right, no one really likes to do it. But what are your general thoughts on negotiating and why is it important?
Simanto Khandaker
The biggest state, it’s important because it helps us recognize our value, and also allows us to advocate for ourselves, okay, oftentimes, there is constant research saying how much money is left on the table, when we are going through a negotiation? It is scary, but if you don’t ask you won’t receive.
Ashley
necessary. So definitely got to do it. So let’s go ahead and you know, see who’s joining with us today. Sim wanted to ask this question for you all. So feel free to answer using the poll. We want to know where are you in your salary negotiating process. So I went ahead and included the poll, feel free to answer whether you are in the interview process, maybe you’re applying for an internal promotion. Or let’s say, you’re just asking your current employer, your boss for a raise, you’re kind of building the courage to do that. Or maybe you’re just trying to gather information so that you’re, you’re ready, right, I always say, get ready, like, stay ready. So you don’t have to get ready. So that could definitely be something too. So I’ll give it a couple more seconds, as we start to fill in. Let’s see a lot of people gathering information, which is great. And of course, a lot of those that are also looking to ask their employer for a raise. So good to know.
Simanto Khandaker
Just FYI, if I’m looking on this side, it’s my second monitor. I’m just not ignore.
Ashley
You’re fine. All right, so I think I’m gonna kind of slow down. And then I’m gonna go ahead and launch it, just so that you guys can see. And then I’ll go ahead and close it out. All right. Very, very interesting. So right now, you know, some we asked our guests to submit questions for you through the registration form. And we received quite a few as you can imagine. So we try to organize them into different categories. So we really hope we can touch on all categories today. Of course, we’re not going to be able to get to every question. But I think this is the best way to kind of move through the process. So one of the categories, of course, is going to be the interview process. The next one will be asking for a raise, and then applying for a promotion. And we do have some questions that are more general. If we have time, we’ll get to them. But we do want to leave some time at the end, maybe about 15 minutes, so that you all as the audience can ask questions that maybe we didn’t hit on today. So if you’re ready, so we can go ahead and get started. Let’s do this. All righty. So the interview process. I will say, I get I get this question a lot when I have alums kind of, you know, just calling and reaching out when it comes to their job search process.
When you’re completing an application, right, and they ask that question like, oh, like, what’s your salary expectations? How do you approach that question on an application without low balling yourself or maybe even asking for too much?
Simanto Khandaker
Absolutely. So the best, the best thing you can do is talk to somebody that’s already in the position in that department. Okay, if you can, you can ask them, hey, what has been your range? Right? Don’t ask for their direct salary. A lot of people will shy away from sharing that. But asking for their direct arrange salary range is going to be helpful when you’re completing that application. If that’s not possible, Write a Google search on your position company and the location. Okay, for the average salary is going to be helpful. The reason I say those three factors is different positions in different companies will have a different range, right. And of course, cities have different ranges. So, for example, if the positions in Manhattan is going to be a lot higher than if it’s in, let’s say, Sanford, right, because of cost of living, living purposes. So as you’re looking through it, just do that added research right now in your application, because that’s going to help you for your interviewing.
Ashley
So um, yeah, there’s so many resources out there, like you said, with just Google. I mean, there’s there’s PayScale. There’s Glassdoor. Of course, if you know, somebody, like you said, working within the company, maybe there’s some information that you can get as much as you can. So definitely something to consider. And if you’re just totally not sure, I would probably suggest just either putting, you know, negotiable or zero and just waiting for that time to have that conversation.
Simanto Khandaker
And oftentimes, they you can just leave it blank. Yeah, if that’s okay, too. Largely, since you know, the industry that you’re going into, you know, the anticipated salary that you would like, Okay. Put that in there. Okay, the information that you can deliver to them, it’s going to be helpful, for sure.
Ashley
Now, how should one even begin the conversation of salary negotiation during an interview? Like, should they bring it up? Should they wait for maybe the recruiter or the hiring manager to bring it up? What’s your suggestion?
Simanto Khandaker
Yeah. So there’s conflict, not conflicting. There’s differing opinions. Okay. Some say you need to ask for it upfront. That way, you know, what you’re getting yourself into? Okay. Some say don’t even talk about it until they bring it up. All right, where I fall is right there in the, in the middle of gauging. First of all, recognizing if, if you’re going for a position, that’s generally market average, is, let’s say, 100,000. Okay. But this company just outright says, well, the band is probably from 60 to 80. Okay, there’s going to be a couple of indicators. Right? So when it’s that conversation comes up, just recognize how healthy is the company? Okay, did they just do a massive layoff? Okay, that’s gonna, that’s going to put a signal that they’re probably leaning up, which means that they’re reducing the cost of their employees. So their, their band is going to be a little bit smaller. Okay. So when, or the company is growing, they received enormous amount of funding, and they’re growing and hiring a lot more individuals, then the band is going to be a little bit wider, too. So when you’re in the interview stage, do the first job of researching the company’s health. Okay, that’s gonna give you a lot of information, and then wait for them to show interest. Right. So hey, we would love to have you back for a second interview. You know, at that time, you can just hint at, I’m looking forward to it. I have a second. I have another interview elsewhere. I was curious, where is the band for this position.
Ashley
And, you know, a lot of people are scared to do that. So in my previous role, I was in HR. And we’ve had to bring candidates back, like you said, for a second interview or a third interview. And they, you know, would reach out and say, you know, before, I don’t want to waste anyone’s time, are you able to disclose that range? Like people asked that? And I think people just kind of assume, like, that’s just something that is that done, so they don’t think it’s okay. But I think in the kind of in the HR field, we kind of want that, like, we want to know where your head’s at. And if I can tell you where our heads at I will right? So it’s kind of like like you said, kind of gauging that conversation and seeing when is the right time when they’ve shown interest that you can, you know, start being a little bit more okay, maybe direct and opening up a little bit. about what your expectations are. So
Simanto Khandaker
absolutely, actually, I think one thing that you you’ve reminded me of is the report, right? Is it a more comfortable conversation where, you know, it’s going well, it’s you’re building a strong rapport? Or is it very structured, where it feels like a chore to have a conversation? Right? Those are some key indicators of who you want to ask it to.
Ashley
The next question for you is, you know, whether it’s a recruiter or a hiring manager, this could be in the beginning of the interview, or even sometimes at the end, where they’ll ask, you know, what is your salary range, right? And I know that research is going to be extremely important. But how would one go around that? Like, how wide of a range Do you offer to that person?
Simanto Khandaker
Yeah. I love this dance. It is an annoying dance. All right, they’re gonna ask you, what’s your expected salary? And the dance is? You’re not supposed to give them their exact number. Okay, you’re supposed to say like, well, I have a range in mind. What is your current budget that you’re working with? And they’re gonna dance around? It’s like, well, we have a budget, but we are curious about what you’re looking for. Okay. Usually, it’s a dance that goes back and forth for too long. All right. So doing that early research is going to be helpful. And when it’s asked, talk about it from, let’s say, if the range is going back to the previous example of 60 to 80,000. Okay, don’t say that your range is around 60,000. Okay, I say your range is around 72,000. Okay, and have a band of maybe 10,000 5000 on each side. So that is comfortable. Okay. But one of the key factor of saying 70 To not 70? is, we like odd numbers, like, oh, everyone’s gonna say 7075. Even if you can say like, well, you know, for this location, my years of experience, etc. Right? I think the best compensation is going to be about 76 500. Right? Those numbers just stick to people. And it’s a strong anchoring point. Yeah.
Ashley
It lets them know that you’re specific, like, this is what I want. You know, you’re not just throwing up anything. Clearly, you had some thought about it. So I think that’s some good advice. What’s the best way to maybe reject a job offer because they don’t meet your salary needs? So, you know, you you tell them what you’re expecting, they give you an offer, that you’re just like, oh, this is not what I wanted at all? How do you you know, reject that in a way that will kind of keep you in good standing if you decided to kind of go back in the future to work with them?
Simanto Khandaker
Great question. So when, whenever you are receiving receiving an offer, you’re excited, the interview went? Well, but the offer is low, ask them? Is that the best they can do? All right. Now, compensation negotiation, just isn’t about the base salary. Okay, there is that base salary, but they might be able to give you extra two weeks, three weeks of vacation and sick time or unlimited PTO, right, they might be able to contribute more towards your retirement, etc. All right. So look at negotiation as a package deal, and not on the base salary. Now, let’s say they aren’t able to move on everything. So how do you reject? The the offer say, thank you so much. I’m excited to work, work here. Unfortunately, the salary isn’t isn’t something that I can support my, my financial responsibilities. Okay. And I would love to continue working here. But because of the salary, I do have to decline the offer. If you would, like I can reach out to my contacts and see, see my contacts who may be able to fit your role. Okay, so what you’re doing is letting them know and also providing a branch to say, hey, I have a network. I’m happy to share that.
Ashley
Man, that’s good advice. So for the sake of time, let’s move on to the next phase which may be asking for a raise. Right so you’ve been working in a role Oh, and you know, maybe now you realize, Okay, I’ve been doing a lot of different work. What would you say is the best time to ask for an increased salary? Like what should be some of those things people should consider before they even make the ask to their supervisor?
Simanto Khandaker
Great question. Salary. asking for a raise should not be a surprise. Yeah. Okay. It needs to be a ongoing conversation, probably on a monthly basis. Okay, depending on how, how much you and your direct manager are in communication. So, one of the things that I see is, we don’t talk about raises until it’s right at performance, time, performance eval. Okay, that is way too late, because they’ve already divvied up their budget already. Okay, so having a constant conversation of, hey, this is a project that I’ve worked on this is this, these were my deliverable and exceeded expectations. And having a track record of these conversation is immensely powerful. Okay, the reason it’s powerful is because you’re, you’re having regular check ins, so you know, what’s going on what you’re doing well, and more importantly, they know that what you’re doing well, okay, oftentimes, when it’s evals, or maybe every other year, not every other year, sorry, twice a year. Okay, a lot of things are forgotten. Okay. And it may just be you tick them off last last week, and that’s what they remember. Okay. So recognize that having a regular conversation is going to be most impactful when it comes time for raise, and definitely, definitely, okay, document that conversation by sending them a email saying like, Hey, Ashley, it was really talking. It was really great talking to you about my performance. And this is, these are the things that we highlighted. And this is how my performance is going. Right? It’s a five minute task after the meeting, but it’s documented.
Ashley
Below that, and like you said, you’re documenting, documenting it, and also mentioning, like you said, kind of recapping what you guys talked about, like, like your highlights. So even like, as you go through your, you know, year of, maybe it’s hosting events, or you know, whatever your like your metrics are, right? It’s making sure that you’re listing your accomplishments, your achievements in like a document, an ongoing document, so that way, it’s fresh for you. When you do have those conversations with your supervisor, you know exactly what deliverables as you mentioned, that you can say. So I think that’s really important and documenting when you spoke to your supervisor about it. So that you can kind of say, you know, hey, it’s been some time since we talked about this. I’m just bringing it back up to make sure it’s top of mind. So that’s really great advice.
Simanto Khandaker
Absolutely. I just thought about a pro tip, if you can, I don’t know if there’s an internal system where the performance eval is documented. But for those email, create a folder, just saying like, you know, monthly check ins, okay with my supervisor, and then drop all those emails there. So it’s easy to find. Smart, super smart.
Ashley
So, Sam, I know that you also have like a background in like DEI and things like that. Right. So we got a really great question. And it was, you find out your co worker, who was on the same level as you and hired after you is getting 10k more of a salary, and you have more experience, and you’re also a person of color? How do you ask to be leveled? Like how do you even approach something like that? Do you have any advice for that?
Simanto Khandaker
Yeah, absolutely. And thank you so much for bringing this up. First, let’s make an assumption. And give them credit. Maybe it is not because of your, your background. Maybe it was because when you were hired, okay. One thing that and this is a approach with compassion, okay, saying like, Hey, I know you didn’t intentionally pay me less, because I’m because I’m of a different color. Right? I’m of a different ethnicity. I have a different background. Okay. Just go ahead and say for full transparency, right. I recognize that a recent hire is making a dish more than I am Okay, I’m just curious what happened here? Because the first thing I jumped to is because I look different. Therefore, that’s, that’s why there’s a pay inequality. Okay, by having having that conversation outright what you’re what you could be doing, right is raising a flag saying, Hey, I know you didn’t do this intentionally, but this is how it feels. Yeah. Okay. So, approach that way, see what they say see how they correct the situation? Because if that is a environment that’s positive and not toxic, right, they’re going to recognize that. And they’ll also say, you know, what, you are doing more, you’re maybe even training the person. Okay, let’s reclass you to a senior senior role, because you’re doing more. Okay. So I do want to say the other side, if they say, No, they have other qualifications that you don’t know about? Because I’ve had people say that. That’s why you don’t qualify. Recognize that there is power in transparency? Yeah. Okay. Because one of the things that happened with one of my clients is, they left for another organization, where they were they, they received a 20% increase in pay. And before they left, they sent a email to the, to the company. I’m not saying you do this, okay. They sent an email to the companies saying, like, Hey, I just joined this, this company at this same position, I’m making 20%, more, you guys are all being underpaid? Right? Well, that’s a powerful movement where that organization will recognize that the disservice that they were doing for their employees, and raise everyone’s salary, not 20%. But more than where they were.
Ashley
It’s like you said, transparency, it’s important to like you hear it a lot, even on social media about talking to your co workers and people who are on, you know, like the same type of responsibilities that you have. You know, it’s important to kind of hear what others are making. Some people want to share, some people don’t want to share, that’s fine. But I mean, I think that’s starting to become a more open conversations. So I think that’s awesome. I did see a couple of questions in the chat. So I know Alex wrote, you know, this one may be hard to answer. But how long does it take for big corporate Misumi? Sent big corporation to process a raise? Or how long should I wait to remind my boss about the decision? Like, how long should someone wait before they go back to that conversation?
Simanto Khandaker
Great question, Alex. One, I would say it doesn’t take that long, depending on the corporation, okay. If they can hire, interview and hire people within a month, it shouldn’t take them more than a month to flip that switch to have that increase. Okay, now, that’s the easy answer. Okay, a little bit more complicated answer is, do they have the budget? Have they talked about it? And said, like, Yes, Alex, we understand and you’re going to receive a 10, 15, 20, 50% increase? Okay. Then, if they’ve said it, verbally, that’s one thing. But they need to type it out. You need to have it in writing, or else. Oftentimes we get into a place of like, well, I know my manager, I trust my manager, they’ve said this. They’ve said this, they’ve said this, but if there’s no evidence, like written evidence, then it’s their word against yours. So protect yourself by recapping all meetings, okay, by saying like, hey, we discussed this and you agreed to a 30% increase in my salary. I’m curious, what does the timeline look like? Okay, that way you’re making making them making that recapping that conversation and also putting the ball on their court for the timeline.
Ashley
And so I don’t know if you’re comfortable, you know, answering this question. But you know, it’s all talks about like, when I mentioned asking a coworker about their pay, who have the same job responsibilities, how would you recommend that that conversation go?
Simanto Khandaker
Depends. Very different. So first, building that report is going to be important. Okay, if you feel comfortable, and every manager, okay, is going to say, don’t talk about how much you make, because you make more than the other person. Doesn’t matter if it’s true or not, they’re going to say that, because that puts them in a place of power, and less conversation about money exchange. Okay. So what you can share is, hey, one of the things that I can suggest is sharing like, Hey, I’m making currently I’m making about 80,000. I was curious, are you at that level? Are you higher? That’s what I’m curious about. So approach with that transparency, right. And if they’re making less than 80, they’ll, they’ll let you know what you’re making 80. That’s amazing. How do I get there? So you’re helping them get raised. And if they’re making higher than 80, they’ll say it’s higher. And then you can talk to your manager and say, Hey, I know that I’m not being paid my worst.
Ashley
All of that is so like, there’s so many variables, right? Like you said, you have to know, you know, you don’t know what’s maybe certifications or things that they may have. So building that report to help get some information, it’s going to be key. Okay, for the sake of time, let’s go on to like promotions. Right. So what a couple questions that we got is if you received a promotion and title, and responsibilities, so you got a new title and new responsibilities. How do you negotiate or maybe request a pay to mirror that step up?
Simanto Khandaker
I’m sorry, so you receive a new title and the responsibilities and no compensation? Is that the question?
Ashley
That could be it, it could be no compensation, or maybe they feel like it wasn’t as much as it should be for the amount of responsibilities that they’re getting?
Simanto Khandaker
Got it. Okay. So biggest thing is recognizing how much of a change it is from your current responsibilities. Okay, so if it’s a 10%, deviation from your current responsibility, they expect about 10 to 15%. Okay, this is just a general generalization. There’s a lot of finer parts, okay. But if there’s, let’s say, 50% deviation from your current responsibilities to your next, okay, definitely look at probably not 50%, but maybe 30%. Okay, increase in pay. One of the other things that I encourage you to do is look at different jobs, and job functions, and what they’re paying that similar to, to your new responsibilities, okay? And deliver that to your manager to your HR saying, hey, for what you’re asking me to do, I will happily take on the new responsibilities. But this is the expected salary, average salary, have that responsibility? When do we have this?Great, well, when do we come to this agreement?
Ashley
Another question we got is how many years should you wait like if you’ve recently been promoted? Like how do you ask for another salary increase? How long should you wait in between? Is there a timeline or does that depend on something else?
Simanto Khandaker
Um, there is no timeline, all right, right. This year we are. We are experiencing 8% inflation. Okay, as a recorded which is always under reported, okay. So if we’re not receiving a living increase for this. There’s there’s something off. Okay. Generally it would be about 2% 3% on a regular basis just to keep up with inflation. When inflation goes to 8%. Right. Our salaries also need to go there, because where else, we’re, we’re living worse than we were before. Okay, so that being said, please have salary conversations on a quarterly basis. Okay, even if you received the promotion, the salary, okay. Talk about it on a quarterly basis, because that shows that you’re not simply and don’t simply just talk about a how do I make more money? How do I make more money? All right. Talk about thank you so much for that promotion. And this is how I’m meeting and exceeding my, my responsibilities. Right. I’m curious about what’s next. Okay, having those conversations quarterly is going to be helpful.
Ashley
So there’s one question that just popped in, and I want to know what your advice is for something like that. So, you know, someone’s question is, what’s a good enough percent range to consider jumping companies? I know that’s going to be a more personal choice. But I do have a question about, you know, factoring in like the cost of living and such like, is that a, like, is that something someone can bring up? Like, how could someone bring up that in their conversation when they’re asking for a raise or promotion?
Simanto Khandaker
Yeah, so I felt like there’s two different questions. Yeah.
Ashley
The first one’s kind of hard to it depends on so many things.
Simanto Khandaker
So, so let’s, let’s tackle the first part. Okay. If you are working in Altamonte, springs, right. And your next position is in the heart of San Francisco, the living cost is very different. Yeah. Okay. If you’re making 120 in San Francisco, that’s like making maybe 6570 In Ultimate springs. Okay, because of living costs, and apartment will cost a lot more than it will in certain areas. So keep that in mind. Okay, when you are asking from a cost of living factor, okay. Recognize you have the data in front of you. Okay, there’s a lot of information online to say like, Hey, if you have $100, in Orlando, what does that equate to in Atlanta, or so on so forth? Okay, use that calculator to just gauge what percentage you need to be asking for it to be ahead of the curve. Okay, the other question was, what’s a good enough? percentage for a jump? Right? And that is very, it depends on on your preferences. Okay. Oftentimes, what I’ve seen is for internal promotion, the jump might be 10, maybe 15%. But for external promotion, so you’re leaving the company to join something else? It can be from 20 to 30%. Yeah,
Ashley
so it depends on what your what you’re comfortable with. So we’re at 712 right now. And I really want us to have, you know, some questions from our audience, right, you know, a lot have come in the chat. And some wants to make this, you know, as interactive as we can on on Zoom. So we’re going to try something a little different. If you have a question for stem that you would like to ask, I want you to use the reactions button that’s on your resume, and raise your hand. And what I’ll do is I’ll unmute you. And then you can go ahead and ask your question for sim. So I see that Theresa went ahead and asked, so let’s see. You can go ahead and unmute Teresa. Okay, hello.
Unknown Speaker
Hi. Nice to join the conversation. Um, I just had a real quick question about how to go about performance reviews. If your company doesn’t bring them up. And you want to tackle all these things like you want to also ask about a salary, perhaps a new precision. You know, what do you suggest the order to do that? Do you want? Do you think that one meeting would be too much to cover all these topics? You think we should hit it on the head, boom, boom, boom, one needs the other.
Simanto Khandaker
So, so first, there’s so many I have so many questions for that one question. Okay. Yeah. So let’s have this short dialogue. Okay. So how do they measure performance if they don’t have a formal process?
Unknown Speaker
Well, I guess that’s particularly because my role isn’t, isn’t one that was hired for this directly, like, I wear, like six different hats essentially in the company. And they created this role for me. But every time they turn around, they’re like, Oh, you’re doing great. You’re doing great. And I’m like, Cool. So, you know, like, I just want to build a more substantial like role for myself, you know?
Simanto Khandaker
Great. Okay. Thank you for adding that clarify. Clarifying Question. information. So you, they made this role for you. So what they’re expecting is, what do you see your next role to be? Okay, so you have to drive the metrics drive the performance, saying like, hey, so I’m doing all these six different things, okay. And I think the best place where you need me, and the best place that I can be impactful is at focusing on these three items from that list. Okay, at a more senior level, and these are the requirements. So essentially, what you’re doing is building your own job description, saying, like, Hey, these are the things that we need to hit so we can be performing at the optimal, right? Again, in, in conversation, they’re saying you’re doing great, okay, make sure that’s an email in writing. It’s like, Hey, I’ve been doing great. I think it’s time for this position to evolve into something else so I can help other people. Other people grow, to fill these needs that I’ve been showing and meet the other goal that you need. Does that help?
Unknown Speaker
Yes, that’s perfect. I’ve been signing because I’m like writing every word down. Exactly what I needed to hear. Thank you. Yeah.
Ashley
Thank you, Teresa. All right, it looks like we have. Let’s see. Christian, go ahead and unmute.
Unknown Speaker
You mean, guys. So I have kind of somewhat similar to the previous guys question. But my role is very unique in that there. I work for a dive Training Agency, and I work in the training department. And so my role draws on a lot of different aspects. I do everything from elearning creation and curriculum writing all the way through to training the instructors have the instructors have instructors. Now, where where I’m struggling is how do I come up with what an expected salary should be for such a role? Do you take a mean of all the different things that you’re doing? Or is there some other way to factor that?
Simanto Khandaker
Yeah, great question. So I need more information as always, okay. But what I heard is you’re doing a lot of learning and development work in your current organization, right training and development, from curriculum all the way to training the trainers that train trainers, right. Okay. So it’s called Learning and Development. It’s the entire industry by itself. Okay. Recognize, look at a couple of the job descriptions and see how your functions fit into that. And then at see what that salary looks like.
Unknown Speaker
Okay, awesome. Thank you so much. Yeah.
Unknown Speaker
It’s great. Thanks, Chris. Tracy blue. You’re up next, if you’re still with us. I am and Good evening. Hi. So I think I’m definitely in the minority as I looked at all the different career fields in a chat initially, but I work for nonprofits. So as you can imagine, we have limited and somewhat restricted budgets. Yes. However, you know, there’s always room for improvement. So how would you suggest approaching the topic of advancement and advanced salaries, knowing that there are somewhat limited budgets?
Simanto Khandaker
Great question. So nonprofit works very differently from the corporate world. I think we all know this. We all recognize this. And there’s a additional layer of structure in nonprofit advancement salary negotiation, because everything needs to be accounted for and planned for a year two years in advance. Okay. So, base saying that I’m curious, Tracy, about what does the next level look like? Is it internal? Or could it be external? You don’t have
Unknown Speaker
I’m looking at something internal. We’re a small and somewhat young organization. Okay, we can create whatever positions we want. Pretty much. So I’m looking at just some internal advancement opportunities.
Simanto Khandaker
Okay. So you’re looking at internal, it can be created. Right? And you’re looking to understand how do you approach that conversation? Is that right? Yes. Okay. So, essentially, very similar to what, what I mentioned with Teresa, is you have to write this position for yourself. Okay. So what is it that the business needs, the nonprofit needs? That you have the unique knowledge skills to meet? Okay, and what is it that you want to stretch towards? Okay, once it’s written, let’s say it’s in your head already, because you’re, you’re probably already doing the work. All right. The best way to approach this is to let management No, hey, I think one thing that one critical piece we’re missing in our team is this position. Okay, and this individual, this person, but we’d be able to do ABC that drives the metrics, okay, drives the mission. Okay, I think I would be a strong fit for this position, because of my background, and XYZ. So I’m saying that I think this is a position that we need to really consider, let’s talk, talk it over with the board. Okay, see what is available, what can be made. Because if we had one person solely dedicated to working on this mission, we’d be able to help a lot more people. Okay, so essentially, you gotta write your own, gotta bring up that conversation to, to say, Hey, this is something that’s missing, and it’s going to be helpful. Because if we do this, these are our projected results. And I’m the best fit.
Unknown Speaker
Got it? Thank you very much. Yeah. That’s so
Ashley
good. You have to like justify, right? Like, what is it you’re trying to, it’s like building that proposal. And, you know, kind of giving them the guidance so that they don’t have to really, all they have to do is think about whether they know they want to approve it or not. Right. So if you can present that information to them, and justify your thought process through it, I think, yeah, that’s the best way to go. At least a step to start getting in their heads that Oh, yes, Tracy, or Teresa or whoever is wanting more. So let me start turning my head on how I can give them what they need so that they could stay.
Simanto Khandaker
Absolutely. And one of the one of the key components of that is by engaging in that conversation showing that outward, what they’re seeing is that you have an investment in that organization in that company, and you are interested in growing, if they aren’t able, or open to opening that position. They already know you’re well qualified. Right, so they want to start working together. Again, it is unfortunately, it’s like, like you’ve mentioned Ashley, it’s a battle to continue to advocate. So also recognize it cost people 10s of 1000s of dollars just to replace one person.
Ashley
Yeah. So doesn’t hurt to ask, because they’re gonna consider it. I really had time for a couple more questions. So Manuel, how about you? Go ahead and unmute yourself.
Unknown Speaker
Hi, good evening, everyone. Thank you so much for taking the time to answer some questions. So my question was about whether or not a solution to feeling undervalued in the workplace, when is it actually a good idea to say, maybe resigning is probably the best. How should we as employees think of that? When we don’t feel valued? by our employer.
Simanto Khandaker
Very good question. When we don’t feel valued, and we’ve made multiple attempts at sharing that we don’t feel valued. I think that’s a place that you’ve been in probably for more than three to six months. Because these are indicators of burnout. Okay? It’s like, Hey, I’m doing the work. I’m making my mark. But I’m not feeling the value. It doesn’t equal, hey, I’m giving you this much. You’re not giving me the same. Okay. Best thing to do? I can’t say the best thing to do. Let me scratch that off. Okay. Is if you are questioning if it’s if it’s time for another organization or their position, go ahead and start applying before you quit before you reside. Okay, it’s a lot easier to perform on interviews when you already have a stable place. Okay? Largely, because when you have a stable place, you don’t have to worry about where’s my next paycheck? How am I going to pay my bills. So remove that stress by saying, You know what, I’m ready for my next challenge, because I’m not being valued. So let me go put in my resumes, and see what happens. And oftentimes, there’s a few things that couple of scenarios take place. As you’re doing that, and you’re receiving success, going through the interview process, you might feel like, oh, my gosh, they’re seeing my value. Alright. Or the other side is you’re reaching out is it doesn’t feel as grass is greener on the other side, then you’re, you’re able to reflect on the positives that you do have that might have been swept under. From this, I guess, blurred goggles of, I’m not happy here. I don’t feel like I belong, and I’m not valued.
Unknown Speaker
And well, I perfect. Yeah, that’s helpful to kind of process and think about. Thank you for that. Yeah. Thank you. Okay, we’re
Ashley
gonna take one more question, Carmela, if you can go ahead and unmute yourself.
Unknown Speaker
Can you guys hear me? Yes. Okay. So my question is, I love the overall company that I work for the workplace environment is really good. It’s a pretty large company. However, in my current role, it’s considered entry level. So there’s an unspoken kind of pay cap. And I’ve done professional development. I’ve done company trainings, and I’ve advanced my career. And I still am not getting any promotions in the general vicinity of my role. So I don’t know if it’s time to look elsewhere, or how I can kind of make that shift.
Simanto Khandaker
It’s a great question. And I’m sorry, that you are in this phase of you love the company. But it feels like you’ve hit the ceiling. And you’ve attempted to add to break through the ceiling and it’s just not breaking. Okay. I have so many questions for you. Okay. First thing is, how many people know that you’re feeling this way.
Unknown Speaker
Um, my, I’ve spoken with my direct manager, she’s very supportive of my growth, but she is much more of a manager and not a leader or a mentor. She doesn’t have the time to really do that. So I signed up for mentorship program, resume reviews, all of that. My managers manager is down supportive, but he hasn’t moved me up in the field at all. And I haven’t, I’ve been offered like equal moves. I forgot what the word is. But moving around department department, lateral Yes, correct. lateral moves with no pay increase, but nothing above.
Simanto Khandaker
Okay. So beyond the structured management The mentorship program who else know what you do? What do you
Unknown Speaker
mean? I’m sorry?
Simanto Khandaker
So essentially what I’m getting to is, how many people know the work that you’ve done? Right? And how many people know you for who you are.
Unknown Speaker
I do my best to network in the company too. So I have a lot of people that I speak to outside of my department, and everyone seems pretty supportive of my growth. But it’s see, it just seems difficult to get out there.
Simanto Khandaker
Right through, okay. Okay. So in this, in this case, start looking outside. Okay, it may be because they just don’t have the bandwidth to support your growth anymore, or at the pace that you want. Okay, that doesn’t mean that you can’t continue having relationships, and also coming, ultimately coming back to the company because you believe in the company.
Unknown Speaker
Okay, yeah, I think. Yeah.
Ashley
Well, um, so we’re running out, we’re out of time. But I know sim, you wanted to share a slide with us today. So please feel free to share it. If you guys have any questions. I know, we didn’t get to anyone else’s questions, please feel free to send it to my email. I’m going to put that in the chat. And I could work with SIM on possibly getting those you know, answered. Or our office can answer them for you. So put my email in the chat. And you can send that to us. So sorry, for those who are unable to raise their hands sim any last words for us?
Simanto Khandaker
So one thing that I wanted to share with everyone is this slide. All right. Can you see the slide? It’s a picture of a pie. Right. So yeah, thank you, I think one confirmation. Okay. So everything you need to know about salary negotiation, and advancement is in this picture. Okay, I’m gonna break it down a little bit further. But right, this was designed by this was found by Harvey Coleman, back in the 80s, who was a IBM consultant. And what he looked at is why are certain people being promoted getting raises, and others aren’t even at the same performance level? Right? Why are certain people getting getting raises? And what they found is pi meeting performance, image, and exposure performance, is what we do. Okay? Image is how people perceive us. Okay, exposure is how we are sharing ourselves. Okay. So, it’s performance only makes up about 10%. Okay, if we’re doing our job, we’re doing a Well, that’s nice. Unfortunately, it’s only 10%. Okay, image what people think of us. Okay, it’s 30%. Okay, and the exposure side is, is 60%. So, as you are having regular conversations, making your accomplishments, make sure that you’re letting people know, okay, by letting people know you’re helping them create an image of you. Okay, because performance, it’s only a check, check mark of Yes, I can do this. Yes, I cannot. No, I cannot do this. Okay, the most of the other part is relational. Okay, so if you want to make 50 50% Jump in your salary, it’s Who are you having your conversations with? So good. So remember, ERP, I
Ashley
love that. Thank you, Sam. So if you want to learn more from Sam and check out his services, you can visit his website for more information. And sim has also been so kind to offer an alumni discounted rate. So definitely something you want to take advantage of. Sim thank you for the opportunity. Any last words before we close out from you?
Simanto Khandaker
Ask and you will learn. I can’t say you will receive you will learn
Ashley
that well everyone that stayed a little bit longer. Thank you so much for joining us we hope to see you during UCF Young Alumni councils adulting series starting April 6 with our webinar on financial goals to know before 30 And even if you’re you know after 30 You should definitely still come but Have a wonderful night
Transcribed by https://otter.ai
