By: R. M. POLLARD

R. M. POLLARD — Wed, 26 Feb 2020 16:29:16 +0000

Could you perhaps send this article to Elizabeth Warren?

By: Peter Alexander

Peter Alexander — Wed, 19 Feb 2014 22:09:24 +0000

Mine is not so much not getting paid the right amount, it’s about watching people with less seniority and experience get the promotions I go for because they are friends of the boss.

By: Novice Male

Novice Male — Wed, 19 Feb 2014 19:26:54 +0000

There is such a sense of familiarity to this letter that I’d love to offer some counter (and perhaps clarifying) comments from the perspective of one of the “males in particular” who must, on a daily basis, overcome the challenges of working alongside a similar individual. An individual, who, I might add, constantly opines to any and all who will listen regarding this gigantic chip on her shoulder.
First off, whereas length of service might very well be one way of measuring “experience”, it does not automatically equate to “the most experienced colleague” within a department. To the contrary, I’d suggest that while this individual has (apparently) been quite content maintaining her long term position within this one department, it is certainly not unreasonable to suggest that her male colleagues took advantage of a wide variety of both extra-curricular as well as intra-organizational advanced training opportunities…which, of course, represents greater value to an Employer. Furthermore, part of the problem associated with corporate stagnation is that the so-called experience is out dated and irrelevant. Methodologies instituted ten years prior will not necessarily translate into modern day success. If “Underpaid” were my colleague, I can assure you of two things;
1. My suggestion regarding the “males” extra-curricular training is more than a suggestion…it is a fact. And,
2. Underpaid is not keeping abreast of the ongoing advances within her field of specialty necessary for optimally performing today’s tasks.
Secondly, the “Underpaid” in my office also has the perception that her “opinions and suggestions are often sought after” but I would suggest her colleagues are likely to report, more often than not, those opinions are most often unsolicited and quite frequently unwarranted. This behavior occurs in every meeting, every gathering, and every possible office situation at which she is present…every single day. She seems incapable of resisting the urge to supply her colleagues with a never ending flow of suggestions regarding the manner in which they should be performing their duties.
Thirdly, please read the note again…it was not the discovery of the “misplaced document” Underpaid reported to her manager, it was the indignation of seeing herself at the bottom of the list that she reported. In reality…at least in my experience…Underpaid most certainly DID share the information with everyone else in the department. In fact, thinking this action constituted a terminable offense, I personally shared those details with one of our HR representatives.
And lastly, the insinuation that my capacity and/or performance (as well as those of my colleagues) is that of a “novice” status has been offered strictly from the perspective that time at one’s current job equates to “experience”. The irony of this can be appreciated by the advice contained in the second paragraph under “Master your Stories”. You see, this individual and I both work in a department where Quality Control is at the very core of what we do and midway through that paragraph; you inserted a quote from C. Edwards Deming.
Now, on the one hand you have me, who:
• Was first introduced to (and began implementing) Deming’s “System of Profound Knowledge” nearly 25 years ago.
• Have lectured my staff (as a manager) on Deming’s principals.
• Own 800 white marbles and 200 red ones and have both taught and participated in Deming’s “Red Marble Experiment” with my staff.
• Understand the difference between “common cause variation” and “special cause variation” and the implications associated with each.
• And have continued a course of both formal as well as casual education related to this field (most recently completing my LEAN training through the University of Michigan’s Department of Engineering).
And on the other hand, you have Underpaid, who has probably never even heard of Dr. Deming or his work but will see your comment as supportive and encouraging because she sees herself as the victim in all this instead of taking responsibility for her part. And I’m the novice in this department?!?
I’m going to suggest that in the end, our HR department rightly recognizes the accomplishments of the employees they hire and offer a fair compensation based on the value the individual brings to the organization. I’d further suggest this issue could have been disarmed from the very beginning if Underpaid had utilized the Crucial Conversation Skills she has (apparently) been taught rather than gossip throughout the office and slander her co-workers.
Signed,
One of the “novice males in particular”

By: Esther Holden

Esther Holden — Wed, 19 Feb 2014 18:15:04 +0000

This advice was right on point. Thanks for sharing this. Often times when we approach others as the “enemy”, we put them on the defensive and then what could have been an easy resolution, turns into an ugly situation. I know HR will work quickly to resolve this situation.

Comments on: How to Get What you Deserve

By: R. M. POLLARD

By: Peter Alexander

By: Novice Male

By: Esther Holden