In France, it is vulgar to talk about money. The cliché holds up. However, in business, the “how much does he earn?” is carpet radio’s favorite sport. “No?! It’s not possible! But me…” Generations pass, the question of one’s salary and that of others remains both the absolute taboo and the last argument for taking a position. Or leave him. “Companies must ensure that they offer attractive salaries and competitive benefits, in order to attract and retain their employees,” indicated in May 2024 a survey by Randstad, the world leader in human resources. Because, according to this same study, salary remains the first criterion for choosing an employer, with 43% of employees declaring that remuneration that is too low compared to the cost of living remains the main reason for changing companies. Everything therefore revolves around money, with its corollary when you are in office: the salary increase. When is the best time to approach the question with your N + 1? “It is first and foremost up to the employee to know the health of the company,” replies Clotilde Mérillon, director of human resources France at Tellent, the European leader in tech HR.
Because, for the professional, no increase is acquired and the employee has the duty to inform himself so as not to be out of step with his company, which may experience a bad time. “From an HR point of view, it is important that the interviews dedicated to increases are clear,” continues Clotilde Mérillon. The annual review is not necessarily the best time to talk about a raise, even if the objectives have been achieved. “Talking about an increase, if the objectives are achieved, can bias the conversation,” she indicates. For an effective interview, it should be about the work carried out, the improvements to be made through, for example, training or an increase in skills.
The problem arises if an omerta exists and the subject of an increase or bonus is never discussed. “I am in favor of saying things frankly and setting a meeting on this subject,” explains Clotilde Mérillon. What to do when the subject seems to upset your line manager? “The manager’s ‘I don’t know’ is not acceptable,” says HR. There is nothing worse than frustration which can lead to silent or effective resignation: the main reason why 47% of employees feel disengaged at work is not being paid what they are worth (Owl Labs survey , September 2024). Once the appointment is set, the employee submits his requests. On the other hand, the manager has two solutions: either he has an envelope provided for an increase, or he does not have one. If there is one, who should be preferred? “It’s not just performance to examine,” replies Clotilde Mérillon. “Does the employee go beyond his or her objectives and do so in accordance with the company’s values?” Better to favor these profiles. So, choose, decide. The disgruntled will either make up their minds or leave. If the increase is impossible, the manager can also offer more flexibility or training, without promising a subsequent increase.
The secret of salary no longer exists
For Alexandre Imbeaux, product director at Lucca (publisher of HR and finance solutions), everyone knows the salary of their colleagues; there are no more secrets. As an argument, anyone who wants an increase in their salary will avoid talking about the increase in the cost of living, which affects everyone, or comparing their pay slip to that of their comrades. We have in fact agreed to be hired at a certain salary and doing our job well does not necessarily lead to gratification.
Furthermore, underlines Alexandre Imbeaux, “the war for talent has become globalized and jobs are becoming more complex”. It is therefore the ability to hold a position and to evolve which contributes to the rarefaction of a profile, an asset which one can highlight to one’s manager. Because what is rare is expensive. The expert also recommends that managers and employees meet at least twice a year to talk about skills, achieving objectives and individual development. “The three criteria for choosing an employer are an attractive salary and benefits to meet the cost of living, a pleasant working environment and a good work-life balance. These criteria have seen their importance increase over the years previous studies” (Randstad study). These same criteria allow the retention of a candidate “bankable”. But at what cost? “HR managers plan on average between 1.5 and 2% increase for 2025” (PageGroup, 2024), compared to 4% in 2024 (Aravati/Humanskills, 2024). The negotiations and the war for talent are far from over.
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