One or the otherThis is my situation. I'm working in one department (Regulatory) and have an opportunity to start up a new contracts department... well, that is, if I play my cards right. For some time now, I've been in the process of identifying a software solution that will facilitate the contract needs across the company. The final decisions are getting close. That's the easy part. Now comes the writing of all the procedures and policies that go along with it. There's a couple things happening here though. One is, I'm doing 2 jobs for the price of 1. Regulatory can be quite technical. Secondly, if I'm to write the documents to go along with implementing a new companywide system, it's either one job or the other. If it's to be done right, pure dedication is key (so is adequate incentive). My director, so far, has been successful at keeping me from moving away from his department. There are 3 managers, 1 director and myself, a specialist. He will tell me stories to keep me doing all this work and not being compensated. Things such as "a temp will help you feed the system and then the contract owners will maintain their own contracts", which quite frankly is so...well...stupid or "remind me to make an appointment to go to HR and talk about a change in your job description" (that is one of my personal favorites). Lately, he's been following me around to meetings with stakeholders and then proceeds to take over my meeting. The last meeting, the CFO was there and clearly gave me direction, circumventing my director (without being politically insulting, of course). The CFO is my main contact for the contracts project. He can make it all happen for me. I have an hour meeting with him next week to discuss final decisions. I have ideas on how to negotiate a new role, more money and acceptance of this sole responsibility of managing the contracts, however, any words of wisdom would be appreciated. Also, if I were to move on, I would prefer to do it without creating "total" hardship with my current director. Small company, lots of money. By the way, I have 11 years contract administration experience and am certified paralegal in addition to 6 years in RA. Lots of experience. Need that one shot!
It would be incredibly bad form to solicit this CFO for a new spot or a raise or whatever else. You should work WITH your current boss on these things. If you're doing well and are in high profile projects, others will notice and may take up your cause behind the scenes, but circumventing your boss or going over his head in any way shape or form is a serious CLM (Career Limiting Move).
Tess I think you're on the right track, but if I were you, I'd prepare an actual list of additional tasks for which I had assumed responsibility. In other words, reduce to writing what your situation was, what it has become, and what you've accomplished along the way - and what remains to be accomplished. If you can define the role you believe you've really assumed and what sort of authority you need to successfully carry out the new role, that's exactly what I'd do, professionally and politely. The more you can document regarding what you've accomplished, so much the better, but the key piece is defining what remains to be done and the kind of role and authority you require to make it all happen. I think you can also make the point that an adjustment in compensation should be made in light of what has happened and what needs to happen. If you're asked, I'd propose a salary range that's AT LEAST 10% to 15% more than you're earning now. If you think a higher range is in order, propose it, but be realistic about it - you don't want this all to fall down around your ears by asking for an unrealistic salary range. Hope this helps. Paul W. Barada The Negotiation Expert Thank you so much for your reply. Since last fall, my director has promised several meetings with HR to discuss my position/salary. Each month passes and I hear "remind me when I get back from this or that trip" or he'll just wait for another big project to roll by. It's been over 4 months since he's said anything and quite honestly, I know it's never going to happen with him. All talk. Just to clarify, you said to put in writing the sequence of increased responsibilities. Done. Compensation, I'm ready to discuss it rationally. Tess says don't negotiate with CFO and keeping working behind the scenes for others. This doesn't resolve the point that I still need compensation and it's quite impossible to do both jobs. It's one or the other. Mr. Barada, do I still stick with my plan to speak with CFO or try once again with Director?
I think I'd try once more with the Director and if that produces no positive result, it might be wise to tell him that you're planning to talk about the problem with the CFO. The point is not going behind the Director's back, but letting him know what you intend to do. I wouldn't't ask if I could talk to the CFO, I'd simply say that's what I was going to do, politely, of course. Paul W. Barada The Negotiation Expert Wait a second. Is the CFO your boss's boss? If not, although he's your main contact on this project, he's absolutely the wrong person to go complaining to about your boss's lack of action. If he is then you can take the tack that Paul suggested but understand that has risks. I'd give a couple tries to your boss before pulling that card out. He absolutely isn't going to like it. Be sure he understands how critical this issue has become and continue the tack of "what can WE do about this". You might even suggest scheduling something for all of you to discuss next steps now that this project is at a crossroads.
Tess
Your dept has three managers, one director any you? You're the only enlisted swine, with four bosses? They're never going to willingly let you go, you're the only one who does any work! | |
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