About a week ago I had a showdown with HR. I’d applied to have my role re-classified, backed by my manager and her manager. HR had responded that after reviewing they saw no reason why it should be changed. That was unsatisfactory, and so a meeting was arranged to discuss.
I went into the meeting armed with facts. I don’t want to sound arrogant, but I know in this I’m 100% right. I’ve worked in this industry years in a variety of roles. As I told them, I’ve actually employed people to roles similar to what I’m in now. They have an external, generic view of the function, whereas I’ve got an in-depth and intimate knowledge of it from having been hands on for many years. All the same, I knew I had to play to their rules. I couldn’t force the issue, I had to persuade them.
Fortunately, the HR rep I met with was reasonable and happy to listen. She admitted from her reading that the grading seemed justified, but willing to be proven wrong.
The problem, as I saw it, was that they at the role from the perspective of the award, rather than looking at an award from the perspective of the role. These awards are broadly defined and many of the terms and stated responsibilities very general. It’s very easy to tick things off because there is little – if anything – specifically defined.
Now it’s my belief that a role like mine doesn’t really belong in a standard award – I’ve worked within bands, but never before within an award. Even so, if it has to be then the award should be defined by the role, rather than the other way around.
I explained the discrepancy between what the award states and what I actually do. I said the award by intent is prescriptive: there’s a nail, here’s a hammer, now go to it. My role is much more architectural than that. I’m fully autonomous and the role is almost entirely discretionary.
I brought with me some random materials, evidence of things I had created from scratch. It was a hodge-podge of stuff: requirements docs, flowcharts, a business case, a proposed policy document, another a process proposal, some reporting and analysis I’d built, and so on. I made it clear that often I’ll have to take a lead on things, from project management to managing staff. There’s a huge amount of analytical work, and an awful lot of brain. I’m defining the structure that the hammer and nail is used to build.
I told her to re-think how my role should be viewed – basically as a business analyst, or business process analyst, and at the more senior end of that spectrum (not that I expect those sorts of dollars – that’s more than they’ll ever agree to). My manager was in attendance and basically supported everything.
At the end it was decided that my classification would be independently reviewed. I was sent my PD and invited to add in those elements I think missing from it. Like most PD’s it’s heavy on vibe and light on specific details and, as such, can be interpreted in different ways.
I added in the specifics, focusing on the project management elements – clearly a higher rated function – as well as the analytical and sheer creativity of the role. I made it clear that I acted independently, and even the hierarchy I was a part of was more dotted lines. I did also correct an important error. They had my role reporting into a more junior role when nominally I report into management.
We’ll see what happens now. I think I have a good case, and I can’t see how they can assess it otherwise. Problem is, even if they agree, any changes have to be approved up the line, right up to the CEO – which is clearly ridiculous. Every extra stage reduces the chances of it being approved, and certainly delays the process. I’m not holding my breath.
If I get knocked back then I’ll go to them with a counter proposal. Terminate my FT employment and re-engage me as a contractor or consultant, and at those rates. I doubt they’ll go for it, but it’s worth a try.
I continue to look for other work, and I’ve resurrected the start-up I put on hold 18 months ago. I believe in it, and I need to do something for myself. Doing counts. Problem is I don’t know how, but I can find out.