Soldato
- Joined
- 1 Mar 2010
- Posts
- 6,316
They are acting defensively by knocking you back even on the job title. In you they got good value, since you were willing to take a pay cut, needed a job and brought a good deal experience to their small operation. Growth isn't necessarily cash in the back, which is why they are potentially bricking it regarding the increase in their wages bill (something that has to be paid monthly for most people, come hell or high water).
If they bump you up to manager, give you a budget, additional reports and responsibility, but not the pay packet, it would be much easier for you to parlay a better job down the road while not being under any real pressure to move. Clearly should you get a much better offer later, they'd be caught with their pants down and few real option but to match it or say goodbye. Hence the cordial back and forth at the moment - they are playing for time and want to keep some leverage over you/insurance to deter you from being too successful looking elsewhere.
A further tactic I see here is that they are banking on your commitment over the time already sunk into their business since you started: plans, open projects, personal relationships, etc. 'We can't really afford your skills, but we really appreciate your effort and you're really helping out!' Great, if this were a charity foundation, perhaps the heart string could be plucked. But this a commercial for profit operation, so you should try to avoid being drawn into being too emotionally invested to see who's benefitting the most from your professional contribution.
So two options at the moment.
1: You go back to them and budge them back on the job title, job spec and any other item they could be moved back on to your advantage that's not money, but could be used to get it elsewhere; look for a better job, and leave within a year or two for more money there.
2: You want to stay regardless, in which case still contemplate getting an external offer or additional development/training (paid for by the employer) which you could then negotiate to be added to your base salary after said development completes in some way. The training budget/benefits to base salary/bonus is a longer term approach, and you may need to suffer through a qualification or CPD you may be bored with, which can still fail without an external offer as a tactic. Nonetheless, if you can demonstrate your value and the fact that the business was able to comfortably afford the outlay financially in some way, then you can keep developing the case for above average increases year on year, if not a lump sum.
The extra risk with either approach is that the longer you stay with more duties and responsibilities, the longer your notice period may grow as well. However, equally you'd be in the position of being even more critical to the operation and harder to replace. So it balances out, and you just need to think where your heart lies.
If they bump you up to manager, give you a budget, additional reports and responsibility, but not the pay packet, it would be much easier for you to parlay a better job down the road while not being under any real pressure to move. Clearly should you get a much better offer later, they'd be caught with their pants down and few real option but to match it or say goodbye. Hence the cordial back and forth at the moment - they are playing for time and want to keep some leverage over you/insurance to deter you from being too successful looking elsewhere.
A further tactic I see here is that they are banking on your commitment over the time already sunk into their business since you started: plans, open projects, personal relationships, etc. 'We can't really afford your skills, but we really appreciate your effort and you're really helping out!' Great, if this were a charity foundation, perhaps the heart string could be plucked. But this a commercial for profit operation, so you should try to avoid being drawn into being too emotionally invested to see who's benefitting the most from your professional contribution.
So two options at the moment.
1: You go back to them and budge them back on the job title, job spec and any other item they could be moved back on to your advantage that's not money, but could be used to get it elsewhere; look for a better job, and leave within a year or two for more money there.
2: You want to stay regardless, in which case still contemplate getting an external offer or additional development/training (paid for by the employer) which you could then negotiate to be added to your base salary after said development completes in some way. The training budget/benefits to base salary/bonus is a longer term approach, and you may need to suffer through a qualification or CPD you may be bored with, which can still fail without an external offer as a tactic. Nonetheless, if you can demonstrate your value and the fact that the business was able to comfortably afford the outlay financially in some way, then you can keep developing the case for above average increases year on year, if not a lump sum.
The extra risk with either approach is that the longer you stay with more duties and responsibilities, the longer your notice period may grow as well. However, equally you'd be in the position of being even more critical to the operation and harder to replace. So it balances out, and you just need to think where your heart lies.