Ex Microsoft HR says Companies don’t reward loyalty, employees can’t ask their bosses for a raise
Former Microsoft VP of Human Resources Chris Williams identified four issues that businesses fail to address: company loyalty, asking for raises, making empty threats, and asking for help.
Companies don’t reward loyalty, employees can’t ask their bosses for a raise : Ex Microsoft HR
It is a widely held belief that employees who stay with a company for a longer period of time will eventually be rewarded for their loyalty. People frequently hesitate before accepting an offer from another company because they are loyal to their current organization and do not want to be viewed as a betrayer. However, Microsoft’s former VP of Human Resources Chris Williams believes that this should not be the case.
Williams writes for Business Insider that if an employee receives a better offer from another corporation, he or she should accept it without regard for company loyalty. In the same piece, he claims that firms are not loyal to their employees and that seniority is not rewarded with higher salary.
Former Microsoft VP of Human Resources Chris Williams identified four issues that businesses fails to address:
Offer or Expect company’s loyalty
Williams stated four things as an employee that he would never perform. The first was expecting the corporation to be loyal and reward him for years of service, the second was asking for a raise, and the third was making empty threats about leaving the organization. Williams’ fourth argument is that people should never ask for aid until they have done their homework.
When it comes to employer loyalty, Williams says he isn’t sure if firms have ever fully rewarded employees for being loyal, but that is certainly not the case in today’s reality.
“Even when loyalty is acknowledged, it is usually personal loyalty from one person to another.” “And with people changing jobs so frequently, that kind of loyalty rarely lasts,” he says.
He went on to say that employees should not expect their companies to promote them merely because they have been with the company for a long time. “And don’t expect your employer to be sympathetic to your years of service when layoffs are imminent).” “It’ll treat you like a cold business calculation, a simple exchange of value,” he wrote.
On asking for raise and empty threats
When it comes to asking for a raise from your supervisor, Williams believes that you are coming from a position of vulnerability. As if it were a ‘favor’ that your boss owed you. He believes that people should have a discourse about ‘value exchange’ rather than viewing raises as a favor.
“You provide this value to the company, and the company should reciprocate.” That’s how it perceives it and you. “That’s the way you should present it,” he advises.
Third, he claims that people should not threaten to leave a company if they do not intend to do so. This is because firms may genuinely let you go, and if you don’t want to go, such empty threats will backfire.
“So only threaten to leave or fight if you truly mean it.” “And prepare for the worst,” he says.
Finally, Williams states that if you need assistance with something, you must be well-prepared before asking. Employees must be specific about what they need assistance with, and should avoid asking for help in general.
Ask for help unprepared
Be well-prepared before approaching someone for assistance. This applies to any type of assistance, whether it’s assistance with your job, assistance in making a decision, or assistance from your manager or HR in resolving a difficult situation. Enter the conversation with a clear understanding of your alternatives and requests.
Take the time to thoroughly comprehend the situation, chronicle the background, and define your options. Investigate the issue thoroughly so that when you do seek aid, you can make a clear and specific request rather than a vague plea for assistance.
If you’re in a bad position with a coworker, make sure you document everything. Save every communication, take notes after every meeting, and thoroughly document every issue as it arises. Save these to your personal devices and keep them handy in case you need to show them to HR. In this manner, you can be certain that the problem has been thoroughly documented and characterized.
I’m not a fan of the old management adage, “Don’t come to me with problems; come to me with solutions.” That is frequently oversimplified and ineffective. But I do want you to comprehend the question.
Preparation not only helps you be more explicit when you ask for help, but it may also help you reach a choice or resolution on your own.
Preparation not only helps you be more explicit when you ask for help, but it may also help you reach a choice or resolution on your own.
In any case, when you make the request, you’ll be more confident and clear about what you need and what you’re asking for.
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