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OFFMAN & HOFFMAN
TOKEN S ARE M INTED
U NDER THE M OST
R IGID OUA LITV
CONTROL STANDARD S
W E MATC H OLD WORLD
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CRAFTS MAN SHIP WITH
...,.../ ADV ANC E D TE CH N OL OGY
HOFFMAN & HOFFMAN HAS
TH E BE ST PRI C E S FA ST E ST DE L IV ER Y
AN O H IGHE ST QUALITY TO KENS IN THE NAT ION
YOU CAN BUY THE BEST TOKENS FOR LESS!
CHECK OUR PRICES AND SEE!
CUSTOM TOKl:.NS SH IPPED IN 10 DAYS
HOFFMAN & HOFFMAN ~·
P.O. BOX 896, CARMEL, CA 93921
800-227-5813
IN CA 800 -227-5814
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Unforseen Evidence
What you don't know or see can
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808 SNYDER & ASSOCIATES, INC.
20505 Valley Boulevard/Suite 107
Walnut, CA 91789 (714) 595-1237
possibility of a raise again. No em-
ployee should leave this refusal con-
ference without having a good idea of
how to merit the raise in the future and
when it's likely to happen. If he leaves
in a state of confusion, he'll feel dis-
couraged. He'll think, "There's no
point in trying, because I'm not going
to get a raise no matter what I do."
Help him take the performance
obstacles to his raise and turn them
into goals. Once the goals are accom-
plished, the obstacles are eliminated.
He has what he wants, more money,
while you have what you want, a more
productive worker.
Some people may use special
ploys to get the raise. They may cite
personal hardship, which is difficult for
any employer to refuse. But you can't
be swayed. A business isn't a charity,
and you'll have to make that clear.
Most employers have been faced
at least once with the hot-shot request:
"I've got another offer. If you can't
match it, I'll have to leave." The per-
son making this veiled threat may be a
valuable worker, and he may really
have that other offer.
Don't be pushed into a corner.
Reacting in anger may only force a
decision you don't want him to make.
If you can't match the "offer," explain
that, but leave the door open for the
worker to change his mind about the
ultimatum. Remind him of the benefits
of his present job: room for fut ure
advancement, a good relationship
with co-workers, high levels of trust
and responsibility, or the opportunity
to work in varied areas.
Salary is not the sole basis of job
satisfaction, and occasionally em-
ployees need to be reminded of that.
Tell him how much you value his con-
tributions to the company and praise
his strengths. Then end the interview
by saying, "Please think about this for
a few days before you make a deci-
sion."
You've given him the opportunity
to back down gracefully. He feels
valued. This appreciation may make
up for the money you can't pay him
yet.
Never allow a disgruntled employee
to draw you into a too-frank discus-
sion about the company's finances.
Don't disclose the salaries earned by
other employees. Above all, keep your
cool and stick to the facts . Whenever
you can, leave the door open for
future salary negotiations. We all work
better with a little hope.
•
PU\Y METER. August 15. 1966