In my last job, I negotiated the pay of my job. In a wider aspect, I created the whole job. Before doing this, I noticed there were several tasks split between several people in several departments that should be housed in one department under one job title. I worked for eight months to put those tasks together, working to gain knowledge with the people who were, at the time, performing the separate tasks.

When it came time for my yearly evaluation, which coincides with forming next year’s budget, I asked for the new position to be created and offered a specific salary to accompany that position. After talking through the points, I received the new position and the salary which I had requested.

From that position, I went on to create two new positions at the company, both of which I took on and created bonus programs to append my negotiated salary.

Reframing the Ask

While asking to create a new salary seemed to be a distributive bargaining strategy, with every dollar spent on me being an expense amount not spent elsewhere, I framed it as an integrative bargaining strategy; a win-win instead of a win-lose[1]. I showed how the creation of a new position would create higher revenues by focusing the various tasks under one person – similar to putting vehicle production on one assembly line. The end service would be produced faster for the entire organization and would allow others to do their jobs more effectively when given a faster service.

Money Out, Benefits In

Instead of focusing on the cost of the new position, I focused on the benefits of the new position. I knew that budgets were extremely tight, but I also knew that the supervisor was happy to increase expenditures so long as there were proportional revenues to match.

Often times managers were focused either on hitting revenue numbers, but at the cost of overspending on expenses, or they focused so much on cutting costs that they ended up sacrificing revenues.

Additionally, the social contract we had formed helped focus on “expectations about the nature, extent and duration” of this new position. I had previously put in a high level of job performance and shown ample organizational commitment; this earned me the trust that I would do what was necessary to ensure this new position would be successful.




[1] Colquitt, J., LePine, J. A., & Wesson, M. J. (2016). Organizational behavior: Improving performance and commitment in the workplace. New York: McGraw-Hill Education.

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