Ever wonder if there is anyone to talk with when you need help on a topic or situation? On the lookout for colleagues who are willing and prepared to defend you and your work?
You don't have to just wish for these people and cross your fingers. There are steps you can take to make sure that kind of support is there when you need it.
I was reminded of the importance of someone "having your back" as I was working with a client recently. The executives at a small start-up were struggling with an unhappy employee who was hurting morale. I suggested they contact their attorney, who recommended they fire the employee on an at-will basis right away. Then the company lined up their professional employer organization (PEO) to join the dismissal meeting.
Were these just "CYA" moves of nervous newbies? Absolutely not. Their interface with the attorney and PEO delivered more than technical advice. Because of the collaboration, the attorney and PEO will be far more likely to get the company's back (wholeheartedly) if the dismissed employee decides to make a legal move.
There are a number of people that any compensation professional should consider a supporter who will come to your aid in a (inevitable) tight situation. Here are the primary people, with suggestions on how to build these relationships.
Your boss is at the top of the list, of course. I don't need to give you advice on this relationship, since there are volumes everywhere you look. What I do want to pass on is the article, "What to Do If You Think Your Boss Is Shutting You Out." If you feel that you can't rely on your boss, check it out.
We've written a number of Cafe blogs about the importance of a strong relationship with Finance. They need to bless just about any big idea you come up with, so the typical relationship of mutual discomfort is bound to get in the way. Here are just two Cafe articles that offer suggestions for building a stronger relationship: "Making the CFO Your New BFF" and "Lunch with the CFO." The articles work together, with the second preparing you to talk about specifics like Net Present Value (NPV) and other analytics with the executive.
You should be able to name a number of executive sponsors who understand not only the importance of effective compensation, but also have the strategic insight needed to make compensation work. If you can name them, great. If not, plan to groom some. You should be able to reach out to at least one executive in each Business Unit and know that she/he would get you on their schedule pronto if you are in a pinch.
If you are planning a major innovation or facing cutbacks, these executives would be automatic candidates for your advisory group. Timing will be critical when you need to reach out to them, so make sure you are building these relationships throughout your career. Given the different types of situations you might face together, there may be times when you should be ready to ask them explicitly, "Would you be willing to have my back on this?" and feel confident of the answer.
Margaret O'Hanlon, CCP brings deep expertise to discussions on employee pay, performance management, career development and communications at the Café. Her firm, re:Think Consulting, provides market pay information and designs base salary structures, incentive plans, career paths and their implementation plans. Earlier, she was a Principal at Willis Towers Watson. A former Board member for the Bay Area Compensation Association (BACA), Margaret coauthored the popular eBook, Everything You Do (in Compensation) Is Communications, a toolkit that all practitioners can find at https://gumroad.com/l/everythingiscommunication.
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