Salary Discrepancy Dilemma: How Would You Console an Upset Employee?

Handling Employee Concerns About Salary Discrepancies

As an HR professional, when an employee approaches you with concerns about salary discrepancies compared to a colleague who joined on the same day and team, it's important to address the situation with empathy and clarity.

1. **Listen Actively:** Allow the employee to express their concerns fully. This shows that you value their input and are willing to understand their perspective.

2. **Review Performance Metrics:** Explain the criteria used for salary hikes, emphasizing that performance evaluations are based on specific metrics and achievements.

3. **Clarify Company Policies:** Ensure the employee understands the company's policy on salary reviews and increments, highlighting any factors that might have influenced the decision.

4. **Encourage Professional Development:** Suggest ways the employee can enhance their skills or performance to align with the company's expectations for future salary reviews.

5. **Maintain Confidentiality:** Assure the employee that their concerns will be handled discreetly and that their privacy is respected.

By addressing the issue with transparency and support, you can help the employee feel heard and valued, potentially improving their job satisfaction and performance.

Regards,
Anita

One more explanation can be that the person has more experience than you. If that is the case, don't worry; in the next appraisal, you will also be receiving the same salary or so. You have to handle this case with full care and diplomacy.

Regards,
Puja

At the time of recruiting an employee, salaries are negotiated/offered based on what the employer considers fair, just, or generous. The prospective employee accepts and joins. No comparisons are made as facts of others are not known.

Increments are based on performance as judged by the functional superiors (at least should be) within the overall limits of the organization. HR's role is simply that of a facilitator/coordinator of the process of Performance Appraisal/Increments - I mean generally.

Based on these assumptions, the reported dialogue is, at best, a grievance-handling/resolving opportunity as far as HR is concerned. HR can use its good offices with the concerned superiors, not to plead the case of the aggrieved, but to point out a need to reevaluate the department's process by its bosses to ensure fairness, objectivity, and transparency to establish credibility.

Personally, I would like to handle the presented situation in this manner.

Regards,
Samvedan

August 27, 2010