PAY RISE MANUAL
Updated: Mar 19
How to make more money in the construction industry as an employer or employee.
An unexpected photo with a rich worker
When talking about the business sector, these are the only two elements that are universal in this world. Therefore, this eBook is focused on expressing a clear idea of how these two aspects are codependent, but most importantly it is focused on helping you out, as both an employer or an employee. The notions that you will read about are TRUST & RESPONSIBILITY.
As you can imagine, these core values are not the only ones that should be taken into consideration. They are, however, interconnected with another very important aspect known as NEGOTIATION. This is the leverage all parties involved have and can use in their best interest.
So, here, you will find all the information you need to increase your revenues, information that I have learned on the hard way from being both an employee and later on an employer. This is why I want to share with you my experience and teach you how to evolve and climb on the company’s ladder or organise your subordinates.
Another thing that I want to add before moving on to the actual discussion is that this book’s purpose is to help all of its readers. This means that you can use the knowledge read here to discuss better contracts with your clients but also to negotiate with your employer a better pay rate. More so, it will help you organise better your employees that will only translate in more earnings for both parties.
At this point, you might think that it is not even worth wasting your time with this kind of information. Before you close the book and focus on other aspects that will probably won’t help your career, I want you to understand that everything I’ve put on paper comes from my experience as an employee that grew gradually until it became the employer. This is why it is my true belief that all the notions of this book are easy to comprehend and more importantly, I am sure that if I could do it so could you.
Responsibility & Trust
Before moving on to talk about these notions, I want to state a fact that you should always keep in mind.
MORE RESPONSIBILITIES OR TRUST = MORE MONEY
But what does that mean? The main idea that I am trying to underline with this assertion is that as people are moving up ranks, they are earning more, but they also carry the burden of greater responsibility.
Let’s do a mental exercise. For that, I want you to think about who, in your opinion, is the person accountable to look after your current responsibilities and decide if you should be trusted with more or you have reached your full potential. As you can imagine, and if so, you are correct, the person in charge of making that decision is your employer or supervisor.
This being said, my advice to you is to use your negotiation skills and talk to your superior about the reasons why you should be promoted and not simply request a raise without reason. If you don’t act impulsive and deal with the situation, you will avoid tensions and therefore will have better success in getting what you want.
A successful raise negotiation involves a “YES” given by both parties involved. This means that the employee says “YES, you can trust me with more responsibilities”, while the employer will return a “YES, I will raise your salary.”
As you can see from the example above, responsibility is far more important than your skills. For your employer, your skills are no good if you don’t take full responsibility for your actions when you put those features at use.
But how can one measure RESPONSIBILITY? Let’s take a better look at this aspect.
Responsibility. How it works
I decided to structure this next part in a very easy to read manner, so everybody will read it fully without flipping any page and really understand the meaning of my words. To help me explain everything, I decided to take an example from the building niche. So, here it goes:
● A labourers is responsible for its work;
● A carpenter is responsible for both its work and the labourer’s one;
● A builder is responsible for his work, the carpenter’s and the worker’s ones;
● A project manager is responsible for his work, the builder’s, the carpenter’s and the worker’s ones;
● A CEO is responsible for the work done by everybody from the company.
Are you with me so far? Great! Now, imagine that this building company is involved in a big development project. If the owner of the building that hired the company to build it discovers a mistake made by John, the labourer, he will not blame John for the mistake simply because he doesn’t have the chance to interact with him. He will, however, blame the highest rank he deals with and everyone down the chain all the way to the labourer responsible for the mistake.
Of course, the “blame” may get more deluded as it goes up the chain of command. If you were the building’s owner and you would deal directly with the Project Manager, you won’t blame him as if he was literally the one that made the mistake of putting the bricks in the wrong place. Sure, he is to blame because he didn’t choose the best people to work with or didn’t train them properly. Because of that, you need to discuss the situation in the correct manner.
You can ask questions such as “Did you train this labourer” or even in a very extreme situation “Why did you hire this labourer.” If you have the opportunity to get in contact with the company director, you can even start inquiries such as “What systems have you put in place for this not to happen again.”
Remember that in order to solve the problem and get somebody on a higher rank accountable for a labourer mistake, you have to formulate the question in a correct manner.
As a parenthesis, keep in mind that we, as humans, tend to hate responsibility and try to blame our mistakes on different people. So, even if the owner of the building meets John and tries to hold him accountable, John will probably say that he did it because Bob, the carpenter, instructed him to do so.
What I want you to remember from this part is that truth be told there are situations in which low-rank jobs receive better payment than higher rank jobs. So, why do you think this is happening? Because of the greater amount of responsibility, of course.
This brings us to the second notion of the book which is TRUST. But how does it work? Well, to simply put it, you are paid extra for responsibility you assume.
Let’s take the following scenario. The builder’s job is a matter of spreading the instructions and plans among the carpenters. When they receive these instructions, the carpenters have to execute a very complex structure while coordinating many labourers.
This means that the builder only has to deliver the plan, while the carpenter has to execute it while looking after the workers. Because of this, it makes sense to make more money than the builder since the overall amount of responsibility is larger.
However, even though the amount of responsibility is noticeable higher for the carpenter is not the only reason for a better payment. Let’s imagine the carpenter has 10-15 years more experience than the builder. Why do you think that should weigh more when it comes to earning a better salary?
But why does being trustworthy mean so much? Because it means that you have more chances of delivering what is expected of you in a perfect manner.
What you need to understand is that in almost every project there is an allowance for errors. Good managers know that it is humanly normal to make small mistakes and it is expected that problems will happen.
But, let’s make an exercise of imagination and think about an ideal situation in which an employee never makes a mistake. Wouldn't that be awesome?
I want you to imagine a possible scenario and consider that your company is hiring a new carpenter to renovate some decks and you are the one deciding who to take on. Two applicants show up. The first one is Jake who has 1-year experience in decking and charges $X/h, while the second one, Charlie, has 5 years experience and charges $2X/h.
A person with more experience usually has more skill. Therefore, it's natural to trust experienced people more than a person with less experience. This is why we don’t care if we pay more for the same job. We pay for trust.
So, going back to the previous example, I will go and consider both carpenters to have enough knowledge and skill for the job requirement. So the hiring will be made solely based on trust. This means that selecting Charlie, even if it costs double, just based on the fact that you can trust his work, may actually be a fair call, since you don't want to worry about the quality of the work.
However, you can never be 100% sure. As I said before, all humans make mistakes and even the most experienced person can have a bad day. Because of this, my recommendation for you is never to reject a resume before actually meeting the person behind that CV. See how “you feel” about all candidates, which in other words means to use your guts in order to answer the question: "Can I trust this person?”
What if Jake turns out to be a very confident worker who knows how to present himself and his skills? What if he inspires just as much trust as Charlie, even though the experience is not the same. You can do a great deal by hiring Jake, especially if you trust him after the face to face meeting.
What I have learned along the way is that when you hire or do business with someone, trust is more important than affinity. You should not hire or enter business relationships with people who you don't trust. Remember that liking and trusting are not the same thing, especially in the business sector.
So, even if it is hard to comprehend, there many cases in which you need to work with people you don’t like, but you trust them to be good at what they do.
So, the reason I am telling you all this is because the eBook’s purpose is to educate you and teach you not only what to do to gain more trust but also what is totally inappropriate and you should never act in this manner. There are many things that can damage the trust of people you work with, but I made a shortlist of actions that will most likely distort your trustworthiness.
● Steal from the office supplies;
● Use the company car for your personal trips;
● Gossip your co-workers;
● Promise to handle an issue and break your word;
● Don’t show up at work without giving notice;
● Spend more time taking breaks than actually working.
This is in another post. We can link to it
Now that you understand the notions of responsibility and trust, it is time to talk about how you should approach your employer or your employees based on your position within the company. In other words, it is time to learn how to properly negotiate so you can gain the best advantage when discussing the increase of salary. But remember that this is not a one-way street. If you’re an employer, you can always negotiate new goals regarding responsibility or trust for your own workers. This usually sends them on a path to grow along with the company which usually turns out to be very profitable for all people involved.
As the examples used above, the negotiation can actually be pretty simple outside. Regardless of the purpose, it usually tends to follow a very strict structure such as “What if I achieve that goal? Would you give me compensation for it?”
Let’s take in a very easy to comprehend example. Imagine that you work on a construction site and wish to earn more money. It is clear that you won’t see any extra penny without some more implication from your side. So, what if you propose your employer to give you more responsibilities once you get your truck driver’s licence.
What you just read is a very clear negotiation situation in which you offer your extra skills and take more responsibilities (driving and looking after the truck, in this example) in order to receive a raise. If we were to consider the employer’s position, it is safe to say that he/she will not want to risk wasting money, but if this a negotiation, your employer should at least agree on a test period.
So, at the end of the day, both parties have something to benefit from.
But let’s go a little bit further with the explanation of this particular case.
Assuming that you’re the employee, and you are the one who starts the negotiation process about a new skill that is needed in order to fit properly into the new role. By doing so, you help the company by getting more valuable work done, but more importantly, you are helping yourself grow and develop a better carrier.
As a general rule, find ways to generate more wealth for the company and negotiate a reward for when achieving it.
The company will most likely be supportive of your initiative, since you are a trusted employee within its existing structure. Usually, employers prefer to act this way rather than lose money on onboarding people from outside the company that are not familiar with the company’s processes and operations.
This effort can be started by any of the two parties. A smart employer will understand what is the direction in which each employee can grow and even help them find their path and achieve their goals. In the example above, the company needed a truck driver.
To open the realm of possibilities, as the following questions:
As an employee.
What does the company need that you can do if paid extra? What can you learn to do that your boss would happily pay extra for? If you imagine being higher in this company ranks, what would you be happily doing?
What skill level can you achieve if you’d be paid more for it?
As an employer.
What activity would you pay to be taken off your hands?
Which of your responsibilities can be delegated to someone else?
If your employees wanted to grow, what would you ask them to do?
If you imagine having a bigger company, what would your crew be doing?
What can your employees do to make more money for the company?
Use your answers as the base for formulating a pay rise pitch.
It's not always about the money. Remember that each person is different, so maybe extra money is not what will make you happy. Instead, having extra time off day to spend with your family is what you need. Think about all these aspects before starting the negotiation.
Always remember that if you don’t have any leverage in a negotiation, you simply are not negotiating. You are asking or begging and that is the last thing you want to do.
If you will take my advice and do as this book suggests, you can always respectfully argue that you will have to stop doing the things that you were doing in the first place. Of course, nobody here claims this to be an easy thing to do. You can always end up caught in something called the “fire trap”.
Link to it
Keep in mind that your presence will always be a leverage point, or at least it should be. If it’s not, then you have bigger issues than receiving a raise. If the employer doesn’t care if you stay or leave the company can only mean that he was just too busy and didn’t find the right time to replace you. In this case, unfortunately, this book is not the best one for you.
This being said, consider to quit your job and find employment in another place where your skills are better appreciated, or review your attitudes regarding work.
Before wrapping up, I feel obliged to better define a notion I used recently, which is “the fire trap”. So let’s take a short look at this notion.
(Link here to other articles that make sense)
I hope that this eBook has provided some new and interesting ideas that have scraped your interest on the subject and opened your eyes to understand what are the actual qualities that you need to acquire in order to start earning more. I hope that you have learnt that in order to earn more money and excel in a company of choice, you need only two things: Responsibility and Trust.
I said it before, but I wish to say it again. Every notion of this book was written in such a way to help people regardless of their position inside a company. This being said, it doesn’t matter if you are the employer or the employee. In either case there are things that if done by the book can help you earn a bigger reward.
I hope this eBook has given you insights and inspired you in the pursuit of your goals.
I sincerely wish you the best luck and great success.