Most illiterate HR Practitioners negotiate their salaries with unofficial earnings at the back of their minds so that what they get paid is usually low and not competitive.
On the other hand, educated HR Professionals negotiate quality official salaries with blind eyes on unofficial earnings.
Another very bad attitude of these illiterate HR Practitioners is their massive resistance to anybody who negotiates a higher salary or anyone earning more than them. They resist any form of salary increase that will increase the gap between them and others.
As I stated somewhere earlier on in this Blog, apart from my first HR job, no other position I occupied was any previous occupant paid more than I was paid.
When I was to be engaged in one publicly quoted company, my offer was delayed for two months until existing staff salaries were adjusted to meet my demand.
In another place, my salary was by far above that of the Chief Accountant. In this particular company, I recommended a 100% salary increment for junior staff. Management only agreed when I said if profit does not go up by 80%, provided Management increases raw material purchase by 30%, I shall resign my appointment. The Management did a 15% increase in raw material purchases and made a 100% increase in profit.
There was another company where my salary was by far more than that of the General Manager (Finance), although I was an Assistant General Manager. I recommended a 150% - 100% salary increase for managers and junior staff. The Chairman/Managing, only approved the increases when he found out that I did not increase my salary.
Finally, the salary I negotiated in one company was considered too large, and to accommodate the so-called high figure, I was offered three months' basic salary as a 13th-month salary. Two things happened:
Firstly, When management approved an 8.5% salary increment across the board for all employees, the illiterate HR Practitioner gave me only 1.8%.
Secondly, When a management consultant was engaged to carry out a restructuring exercise and move staff salaries to consolidated mode, the illiterate HR Practitioner, threw away my 13th-month salary by adding only one-month basic salary as my 13th-month salary.
These two actions were painful when you realize that the 8.5% would have been based on a consolidated salary which had been added three months' basic salary.
Next week, we shall take a break from strictly HR Functional matters to share in two or three weeks on Decision Making: A Strategy For Development.
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