Do you deserve the raise? Let me rephrase this as, “does it make business sense to give you a raise to 85k”.
We had a gentleman that had an insane amount of skills and expertise ask for a 45% raise to match a competitor, and we met him with that raise.
Why? He was an integral part of the organization and helped drive revenue. His existence generated money along with sustaining budgets. He could not be easily replaced and the likelihood of finding someone for less than what he was asking for was unlikely.
OH&P wise, we could afford it. Not by a lot but we could. So we did.
The question I ask to everyone who comes to me saying “I need a raise” is how does not retaining you impact the business. How does the raise make more sense than parting our separate ways and replacing you.
If it’s clear, within 6 months, that you have earned your “keep” then absolutely. A faithful leader will meet that request, most likely with a counter offer, and retain you.
The cost of recruitment and training is real. And if you have a good pulse on the staff, your value and the companies financiers then pull the trigger at the value that makes the most sense to you.
A word of advice, 85k needs not to be a arbitrary. Do a market analysis for your role in the area your located in. And build off of that relative to your personal needs. Does the average pay range between 60-75k for your area? Then you might have a more significant challenge to achieve 85k with your experience.
For what it’s worth we start our PCs at 60, typically. Move to 75 to 80 in a year. And then they bonus out between 2k-8k depending on their project workload and profitability. Most of our PCs that have been present for more than 3 years are in the 95-105k range. So it’s not an insane proposition. A good PC/PE is extremely valuable.
I would say what I lack in construction experience I make up for with work ethic and accountability. It seems like my PM is heavily surrounded by people he can’t rely on to follow through, or people that complain if they’re still on site past 3:30pm. Meanwhile I am asking him if there’s anything else I can do to help him at 5:30pm. I don’t care what my job description is I’m constantly trying to develop my skills to become as much as of asset to the company as possible. I see a lot of the other PCs who spend all day on the office while I to try to learn as much as possible about all the different trades.
I’m going to reply to both your comments.
Attendance is valuable. Reliability is valuable. Does anyone else know what you do and how long you do it for? Let me give you an example of a lesson I learned early on.
I would stay long hours and appear early. I believed myself to be leagues above anyone else in my office in commitment. I used that observation to galvanize myself to asking for a raise. No one noticed and it turns out my “extra participation” did not hold any value in itself. Instead it was WHAT I was doing in those extra hours that I failed to focus in on.
You need to take it a step further. Time does not equal value. And attendance alone albeit extended time is not typically a unique measure across tradesman. You have to recognize your in an industry full of some of the most experienced hardworking bastards of all time.
Instead, ask yourself how staying later mattered? Did your extra attention to the jobsite generate revenue? Did your extra attention to the jobsite resolve issues? Did your extra attention to the jobsite…ext.
I say all of this to help provide you a framework that your corporate staff or sponsors exist within. P/L. And your selling needs to be adjacent to that frame. I do X and generate Y. And use real numbers if you can.
I don’t care if my installation managers or superintendents are there for 4 hours or 12 hours. I care about: are they executing their tasks, are they generating revenue, are they facilitating resolutions.
If I had a super that was there for 14 hours but got jack all done versus a super who is respected by every trade, involved in any field change order and executed all of his duties within 8 hours - he is the individual to keep.
Hours don’t equal value.
What makes a PC value able?
-Extended experience, trade knowledge, revenue generation, consistency, performance, quality of work, volume of work. The same things that make any position valuable.
For your example: I measure the amount of projects each PC is on, the value and difficult of each project, final profitability, ext.
I have realized it’s a lot easier to get a large raise by switching companies. If they already told you they would give a 10% raise, I doubt they will make it a 75% raise.
Yeah, I’ve heard that in other industries but I’d hate to do that to them as they took a chance on me. The 10% was spoken about on day 1 before they saw how much I grew
My GC only mainly works in the Beverly Hills area. the jobs we handle are all high profile and ludicrously rich clients. We’re definitely in top 5% of residential GCS. One of the projects I’m on is in pre construction but it’s for for a certain $200M property that was purchased in Malibu CA. I Can not confirm nor deny the client due to NDA
ill play judas here. how much are you making the company. track the numbers and track what your responsible for. if you cant due to "departmental issues" push for it to be track-able and up in lights to see what your worth.
Sounds as though you are an assistant PM or an entry project engineer (field engineer). At my GC those roles typically start at $65k -$80k - $80k being an APM with some experience or at least knowledge in the field (degree in architecture, civil eng. or construction ). I would say $55-65 would be a fair market value for your role/ your knowledge thus far
Do you deserve the raise? Let me rephrase this as, “does it make business sense to give you a raise to 85k”. We had a gentleman that had an insane amount of skills and expertise ask for a 45% raise to match a competitor, and we met him with that raise. Why? He was an integral part of the organization and helped drive revenue. His existence generated money along with sustaining budgets. He could not be easily replaced and the likelihood of finding someone for less than what he was asking for was unlikely. OH&P wise, we could afford it. Not by a lot but we could. So we did. The question I ask to everyone who comes to me saying “I need a raise” is how does not retaining you impact the business. How does the raise make more sense than parting our separate ways and replacing you. If it’s clear, within 6 months, that you have earned your “keep” then absolutely. A faithful leader will meet that request, most likely with a counter offer, and retain you. The cost of recruitment and training is real. And if you have a good pulse on the staff, your value and the companies financiers then pull the trigger at the value that makes the most sense to you. A word of advice, 85k needs not to be a arbitrary. Do a market analysis for your role in the area your located in. And build off of that relative to your personal needs. Does the average pay range between 60-75k for your area? Then you might have a more significant challenge to achieve 85k with your experience. For what it’s worth we start our PCs at 60, typically. Move to 75 to 80 in a year. And then they bonus out between 2k-8k depending on their project workload and profitability. Most of our PCs that have been present for more than 3 years are in the 95-105k range. So it’s not an insane proposition. A good PC/PE is extremely valuable.
I would say what I lack in construction experience I make up for with work ethic and accountability. It seems like my PM is heavily surrounded by people he can’t rely on to follow through, or people that complain if they’re still on site past 3:30pm. Meanwhile I am asking him if there’s anything else I can do to help him at 5:30pm. I don’t care what my job description is I’m constantly trying to develop my skills to become as much as of asset to the company as possible. I see a lot of the other PCs who spend all day on the office while I to try to learn as much as possible about all the different trades.
What would you say makes a PC valuable compared to one that isn’t your answer will more or less shape what I focus on in growth
I’m going to reply to both your comments. Attendance is valuable. Reliability is valuable. Does anyone else know what you do and how long you do it for? Let me give you an example of a lesson I learned early on. I would stay long hours and appear early. I believed myself to be leagues above anyone else in my office in commitment. I used that observation to galvanize myself to asking for a raise. No one noticed and it turns out my “extra participation” did not hold any value in itself. Instead it was WHAT I was doing in those extra hours that I failed to focus in on. You need to take it a step further. Time does not equal value. And attendance alone albeit extended time is not typically a unique measure across tradesman. You have to recognize your in an industry full of some of the most experienced hardworking bastards of all time. Instead, ask yourself how staying later mattered? Did your extra attention to the jobsite generate revenue? Did your extra attention to the jobsite resolve issues? Did your extra attention to the jobsite…ext. I say all of this to help provide you a framework that your corporate staff or sponsors exist within. P/L. And your selling needs to be adjacent to that frame. I do X and generate Y. And use real numbers if you can. I don’t care if my installation managers or superintendents are there for 4 hours or 12 hours. I care about: are they executing their tasks, are they generating revenue, are they facilitating resolutions. If I had a super that was there for 14 hours but got jack all done versus a super who is respected by every trade, involved in any field change order and executed all of his duties within 8 hours - he is the individual to keep. Hours don’t equal value. What makes a PC value able? -Extended experience, trade knowledge, revenue generation, consistency, performance, quality of work, volume of work. The same things that make any position valuable. For your example: I measure the amount of projects each PC is on, the value and difficult of each project, final profitability, ext.
Great info here.
I have realized it’s a lot easier to get a large raise by switching companies. If they already told you they would give a 10% raise, I doubt they will make it a 75% raise.
Yeah, I’ve heard that in other industries but I’d hate to do that to them as they took a chance on me. The 10% was spoken about on day 1 before they saw how much I grew
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That’s pretty much standard starting salary for PEs in the area.
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High end residential can pay the same or more depending on the company.
My GC only mainly works in the Beverly Hills area. the jobs we handle are all high profile and ludicrously rich clients. We’re definitely in top 5% of residential GCS. One of the projects I’m on is in pre construction but it’s for for a certain $200M property that was purchased in Malibu CA. I Can not confirm nor deny the client due to NDA
Easily
ill play judas here. how much are you making the company. track the numbers and track what your responsible for. if you cant due to "departmental issues" push for it to be track-able and up in lights to see what your worth.
Sounds as though you are an assistant PM or an entry project engineer (field engineer). At my GC those roles typically start at $65k -$80k - $80k being an APM with some experience or at least knowledge in the field (degree in architecture, civil eng. or construction ). I would say $55-65 would be a fair market value for your role/ your knowledge thus far