Agreeable Employees Get Lower Salaries

Do “nice guys finish last?” The answer is “no,” but when
it comes to compensation, nice women and men finish a
distant seconds.

Research shows a wider gap (18%) among men as a group when
it comes to which man receives more compensation – the
agreeable or the less-agreeable male.

The salary gap for agreeableness among women was only 5%.
As such, the “mean girl” syndrome is not that much of a
compensable advantage for a woman and in fact may be a
disadvantage in a male dominated profession.

For purposes of the research, agreeableness was defined by
the attributes of helpful, friendly, warm, caring, and
soft-hearted.

The researchers attributed their findings among men and
women to the effects of masculine stereotypes in the
workplace, which place a higher perceived value on risk
taking, assertiveness, self-promotion, competitiveness,
directness, etc.

But in many organizations, the problem is less about
stereotypes and more about the lack of a systematic
process for determining compensation. In the absence of
good compensation structures, the result is that business
owners and executives are likely to be fooled by external
factors.

Additionally to a certain degree, there exists a gender
pay gap between men and women. An expert on salary
coaching for women, Olivia Jaras, www.salarycoaching.com ,
notes that many times this gap is less about gender and
more a function of women (1) not sufficiently prepared
with data for a salary discussion and (2) not knowing how
to properly present themselves (i.e., women need to
present as women, not as men).

Olivia’s position is that women have the ability to use
the soft-skills of helpful, friendly, warm, and caring to
achieve compensation excellence without appearing to
exhibit those stereotypical male traits that often result
in women being called some not very nice names.

Olivia’s advice for women is applicable to men as well.
The fact is that any well-prepared individual, overly
agreeable or not, does not have to be at a disadvantage in
a compensation discussion.

Finally when confronted with a well-prepared individual,
an organization will be at a significant disadvantage if
it does not have a competitively structured approach to
compensation.

 

 

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Compensation Clarity, Process, and Structure

Compensation angst is an issue that HR Consultants are
often called upon to help resolve.

Unfortunately, the resolution to salary concerns involves
the company having an objective strategy for the creation,
implementation, and communication of a compensation
structure.

Compensation equity, contrary to what employees may think,
is not about paying everyone the same or about paying
people enough to take money off the table as an issue.
It is about having everyone’s pay subject to clear,
logical, and explainable sets of rules and information.

In a fast-paced world where decisions are made
on-the-fly with limited information, executives often
pride themselves on their ability to make salary
decisions. The problem is the perception of these
decisions by employees.

To employees, compensation decision appear to be
completely arbitrary or at worst discriminatory (e.g., men
vs. women; minorities vs. whites) when they “come down
from the mountain top.”

If companies are going to defend themselves against equal
pay charges and/or discrimination, there needs to be a:
**Formal process in place for setting pay grades.
**Structure that identifies rules that will frame and
guide decisions.
**System for communicating the objectivity of the process
to employees.

See our Wage & Salary process at the link below:
http://www.yourparttimehrmanager.com/wage-and-salary-program/

 

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