Advice for the Work-Weary
Dear Joan,

I am what I guess you could call a low-level manager in my
office, a position I attained after starting several years
ago at the bottom. I found that as my bosses became more and
more confident in me, they asked me, as a lower-rung
employee, to tackle jobs that low-level and mid-level
management are to perform. While these jobs are not beyond
my skill level, they are jobs that normally fetch a higher
salary for someone who is a full-time manager.

While on the one hand, I felt I was "paying my dues" and
helping my coworkers and company by agreeing to take these
jobs, I always felt it was not fair for my managers to ask
me to do their jobs, when it was convenient for them,
without offering me the pay rate a manager would make. Of
course, I always had my own work to do, and these requests
often came without notice.

Whenever I objected to my various managers and supervisors
about being asked to do a higher level of work-in addition
to my own-without any pay increase, special pay rate or any
reward whatsoever, I got the same response: "That's just the
way it's always been," as if that made it right.

Now that I am in a low-level management position, after
being the only applicant for the job, I see my coworkers at
the entry level being asked to do the same management-type
work, with no compensation. I feel sorry for them. How can I
help them get what they have coming to them, when they are
put in a similar situation as I was?

Answer:
You did get rewarded for doing extra-- you got promoted. Why
feel sorry for employees who are stepping up to do more? If
they do extra, they could build their skills, beef up their
resume and get promoted, too.

You haven't given any examples of the kinds of "higher level
work" you and others are being asked to do. For example, if
supervisors are asking employees to speak with their peers
about poor performance, or asking employees to conduct
performance reviews or hold disciplinary meetings, I agree
that would be out of line.

But if the supervisors are asking employees or teams to do
some of the following, I think that is not only appropriate
but also healthy. It allows the employees to actively
participate in running the business and growing personally.

. Create work schedules
. Interview potential peers
. Give the manager input into peers' performance
reviews
. Conduct occasional meetings
. Train/mentor co-workers
. Lead projects

Most businesses don't compensate people in a piecemeal
fashion for taking on tasks outside of their job
descriptions. More today than ever before, people are
expected to take on responsibilities that are outside strict
boundaries. If those responsibilities consistently exceed
the job description by around twenty percent, then a job
re-evaluation is warranted. Obviously, there are situations
where a bonus is warranted for stepping up to run a major
project or fill in for a sick boss, for example.

Companies expect employees today to step beyond their job
descriptions on a regular basis, as needs dictate.
Companies reward this initiative by promoting people who
demonstrate that they can do more. That is the way the
company can test for those skills and abilities. It also
allows employees to grow and develop.

Companies have reduced the number of layers of management
and expect employees to become involved in decision making,
especially when the outcomes of those decisions will affect
them. The result should be employees who are empowered to
try new things and share in the sense of ownership that has
been traditionally the domain of management. The intention
is not to have employees doing management's work.

If the tasks are not crossing the line into clear management
accountabilities, such as performance management, your
company may be fairer than you think.
- posted by bert @ 12:43:38 PM :: View Comments :: Add your comment here