Suppose an ERP consultant takes on more responsibility for user acceptance testing, or UAT. She used to collect issue reports. Now she sets priorities, coordinates with the client, and takes calls when the system has problems after hours. At her salary review, her manager describes it as a growth opportunity. She still has a question. Does her pay reflect the work she now does?
Review pay against the work people actually do
I’d start by having the manager and HR describe the current job, then compare it with internal job levels and market data for comparable roles, seniority, and locations. Spell out base salary, variable pay, and the terms for after-hours coverage. If two people at similar levels receive different pay, check for an explanation you can substantiate, such as scope of responsibility or skills the work actually requires. Then check whether the same criteria apply elsewhere.
If the formal role has fallen behind the job, name who can approve a change, when they’ll respond, and how the team will cover or limit the added work in the meantime. Give the employee a way to correct the facts without disclosing individual coworkers’ pay. The appropriate amount depends on the job, labor market, and company circumstances. Motivation research supplies no universal salary threshold for this decision.
Review the full employment offer
WorldatWork’s Total Rewards model covers compensation, benefits, well-being, careers, and recognition. I’d use those categories to review specific conditions. Does the team have backup coverage and recovery time after go-live? Can someone who wants to lead try running a client meeting with help preparing? During reviews, can you point to evidence that someone cut rework or helped a colleague take over? Pay and working conditions each need an owner and clear criteria. WorldatWork Total Rewards Model
Give people room to choose how they work and see where they’re improving
Richard Ryan and Edward Deci’s self-determination theory describes three basic psychological needs. Autonomy means feeling that you have a say and endorse how you act. Competence means feeling effective in the work. Relatedness means feeling connected to others. Daniel Pink’s Drive presents autonomy, mastery, and purpose to a general audience. His terms differ from those in the research theory. Ryan and Deci (2000) · Daniel Pink, Drive
In the UAT example, I’d let the consultant choose how to group issues and prepare the client discussion within agreed budget and delivery limits. Ask an experienced colleague to help review the first round of test results. Bring developers and users into the same discussion when neither group has enough evidence on its own. After two weeks, ask what she could actually decide, where she still got stuck, and who helped her move faster. Review those answers separately from the compensation decision so each gets addressed on its own merits.