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What are you Worth?

When someone walks in the door here to chat to us, or we encounter them at a conference, CPD meeting, often the topic of concersation turns to ‘worth’.

How do we evaluate what we are worth?  It is apparent that the same skills are valued differently in different sectors. It is also true that they can have a different value in identical organisations.  That is often a reflection of just how that organisation views people,  information assets and needs and even how much they are willing to spend on harnessing or developing information in any way.

How can you know where you fit when you only speak to a few peers, or keep a sporadic watch on the job market?   Should you value yourself vertically – using your your team, or across the organisation with your ‘peer level’ group?  Who are your peer level group?  IT; Marketing; FInance; HR; Corporate Services or Facilities?  Now there is a question.  And are you truly level?   Do you go to the same meetings and have the same input as your peer in any of those areas?

Do the benefits on offer represent a benefit to you? A list of benefits looks good – but only if they are used. Even more specifically how do you count the intangibles? Can you demonstrate your end value?  Is your end product visible (to the right people)?

Questions, questions, questions.  As I head off for a well deserved holiday on a barge on a canal in France with a pace of 4 mph I may even find time to give some of these questions some thought.  Especially when the wine is opened.

One comment to this post

  •  :  If you work in an organisation that does not use national or local pay scales, where the only way of identifying salaries within the organisation is to look at adverts, and where there are distinctions between academics and support staff, it is difficult to decide what you might be worth. Also, if you work for the same organisation for a long time, you may fall behind the market rate and the market rate for certain professions - IT and Marketing spring to mind - can be quite different to information professionals at certain times. In setting team salaries and benefits, I've used a number of gauges: * Industry salary surveys * Benchmarked with similar roles within organisation * Checked adverts in Cilip etc. for external roles * Asked advice from recruitment agencies When asking for a market rate review, I've used the following examples to prove validity: * Level of responsibility - junior, manager, head * Proven success in delivering projects or services * Amount of budget * Number of staff * Whether project leader * Responsibility for a mission-critical service or system * Comparison with newly recruited salaries within organisation Finally, additional annual leave, flexible working arrangements, change of office location, and an appropriate job title, can also be part of the package.

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