Have you ever been offered a new role with increased responsibilities, only to find that your salary doesn’t reflect the added demands? This is often referred to as a “dry promotion”
CREDIT: This is an edited version of an article that originally appeared on Monday 8am
While dry promotions have been part of the professional landscape for years, they’ve become more common in today’s education sector due to budget constraints and economic uncertainty. For school business managers who must struggle with the challenge of retaining staff without the extra budget for wage increases, this situation can be particularly frustrating.
Employers may view dry promotions as a necessary strategy to retain staff and maintain smooth operations during times of financial pressure. However, for employees, taking on additional responsibilities without appropriate compensation can feel like being asked to do more work without the recognition or reward they deserve. So, can dry promotions work in schools, and if so, how can they be managed effectively?
A dry promotion is typically intended to reinforce an employee’s value within the school and solidify their role, especially when budget cuts and financial pressures affect compensation. It can also serve as an investment in the employee’s long-term career development, but the success of this approach lies in how the promotion is communicated.
Align New Responsibilities with Career Goals
When assigning additional tasks or responsibilities, it’s important to consider career aspirations. Don’t just assign extra work because it needs to be done – take the time to understand how the new role aligns with the employee’s professional goals and offer a pathway to their career advancement. Be sure to acknowledge their contributions and emphasise that the promotion reflects their exceptional performance and value to the school. Instead of overwhelming one person, consider how tasks can be delegated to other team members or if existing duties should be reassigned to ensure a manageable workload.
Honest Communication About Salary
Be transparent about why a salary increase may not be possible right now. Whether it’s due to current financial constraints in the education sector, such as reduced funding or changes in government allocations, or cost-saving measures like hiring additional administrative staff to reduce the burden on the business manager, it’s important to provide clear context. For example, if the school has had to allocate resources toward hiring more office or support staff to manage student data or finances, this may impact the budget available for salary adjustments. If a raise is a possibility in the future, be honest about the likelihood of it happening, and if possible, provide a realistic timeline for when compensation can be revisited.
Offering Non-Monetary Benefits
If a salary increase isn’t feasible, consider offering alternative benefits that can compensate for the lack of immediate financial reward. In the education sector, this could include offering flexible work hours to help improve work-life balance, additional paid leave to reduce burnout, or professional development opportunities that foster career growth. Additionally, offering the chance to transition into other areas of the school system, such as human resources, finance, or student services, could open new career opportunities and help staff feel valued.
Ideally, proper compensation should always align with the increased workload and responsibilities. However, when salary adjustments aren’t feasible, there are thoughtful ways to approach the situation and ensure staff feel supported, valued and empowered in their roles.
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