May 16, 2024 • 4 mins
Dry Promotions - a title upgrade and more responsibility with no additional compensation - is a growing trend in the workplace. Should you take it? Matt Ebert, leadership and workplace culture expert and CEO of Crash Champions joins WMMN to discuss the positives and negatives of taking a dry promotion.
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(00:00):
All right, we have a termto identify and then we'll decide if we
should take the job if offered,or is it a promotion. This is
West Michigan's Morning newstee Kelly Brett MakatiSchmidty back in the next half hour leadership
and workplace culture expert. He's theCEO of Crash Champions. Matt Ebert on
the liveline, Matt, thanks fordoing this today. Good morning guys,
(00:21):
thanks for having me. So,I guess I should exclude myself because they're
not offering these things to us olderfolks in the workplace, but talk to
us about a dry promotion. Whatdoes it mean? Well, you know,
when this subject first came up,I thought, maybe I'm doing something
wrong because you can get away withgiving people a title, more responsibility and
(00:44):
get not have to reward them financially. I guess that sounds like a great
game. Maybe I should have beendoing it all along. But effectively,
it's a raise, raise, entitleand responsibility without paying the employee. So
if I'm a younger person, andare they not offering these to us older
(01:07):
folks because we're smarter than that,Or if you're a younger person though,
and you want you to build yourresume. Do you take the job just
to make it look good, Well, there could be a use for that.
In the end, the important thingis is your employees need to feel
(01:29):
valued, and advancement is part ofthat along with just as much as pay
is. And so it might besomething that you take as a young person,
but you would want to know thateventually the pay that the position deserves
is coming along with it. AndI would think that that period of time
(01:49):
should be short, just a matterof months, because if you're taking it
and there's going to be no pay, it's eventually going to lead to discontent
because you're already probably worth more inthe marketplace than what you're being paid.
So in a way, I thinkabout it as you might be just setting
yourself up for your next job.You take the title so that your value
(02:10):
in the marketplace gets better and thenyou end up going elsewhere. So that's
the risk for an employer as well. You're basically setting yourself up to help
people go find a job with acompany that will reward them. Matt,
I'm curious coming down of COVID becausethings changed right with what was important or
(02:30):
what was being offered or you knowwhat an employee might ask for, whether
it's daycare help or you know,college education. But are people doing in
regular jobs two to three year contractswhere they can then lock in your salary
or is it a situation where it'sstill, for the most part, year
to year. Yeah. So,for in my company's experience coming out of
(02:53):
COVID, it was almost a monthto month because it was with the inflationary
pressures of the economy. And we'rein an industry where there really is a
shortage of people, especially a technicianlevel quality of leadership in the industry,
(03:13):
and so good laws of supply anddemand kicked into where we've been having regular
pay, increased conversations at a muchmore rapid pace than even annually. So
that's been our current reality for thelast couple of years. Where does the
line exist if you, as amom or dad are giving advice to you
(03:38):
know, one of your kids thatmight get one of these promotions without a
race, where's the line exists forwhen you first started at a company that
you should do everything until they tellyou not to do it, and when
you're being taken advantage of. Iguess that's the question, and I think
that's probably the answer as well.It's if you start to feel taken advantage
(03:59):
of, then that's when the situationshould probably change because it's not good for
you or the company. I don'tfeel you need your people bought in and
engaged. And if this promotion isin the leadership position, the happiness of
everybody underneath you is going to dependa lot on how happy you are with
(04:24):
your job and how will you treatthem, So putting people in a position
to lead other people, if they'restarting to be discontent, it's probably that's
probably where the line should get drawn. That is a brilliant answer. Leadership
and workplace culture expert CEO of CrashChampions, Matt Ebert, thanks for your
time this morning, appreciate it.Thank you,
All right, we have a termto identify and then we'll decide if we
should take the job if offered,or is it a promotion. This is
West Michigan's Morning newstee Kelly Brett MakatiSchmidty back in the next half hour leadership
and workplace culture expert. He's theCEO of Crash Champions. Matt Ebert on
the liveline, Matt, thanks fordoing this today. Good morning guys,
(00:21):
thanks for having me. So,I guess I should exclude myself because they're
not offering these things to us olderfolks in the workplace, but talk to
us about a dry promotion. Whatdoes it mean? Well, you know,
when this subject first came up,I thought, maybe I'm doing something
wrong because you can get away withgiving people a title, more responsibility and
(00:44):
get not have to reward them financially. I guess that sounds like a great
game. Maybe I should have beendoing it all along. But effectively,
it's a raise, raise, entitleand responsibility without paying the employee. So
if I'm a younger person, andare they not offering these to us older
(01:07):
folks because we're smarter than that,Or if you're a younger person though,
and you want you to build yourresume. Do you take the job just
to make it look good, Well, there could be a use for that.
In the end, the important thingis is your employees need to feel
(01:29):
valued, and advancement is part ofthat along with just as much as pay
is. And so it might besomething that you take as a young person,
but you would want to know thateventually the pay that the position deserves
is coming along with it. AndI would think that that period of time
(01:49):
should be short, just a matterof months, because if you're taking it
and there's going to be no pay, it's eventually going to lead to discontent
because you're already probably worth more inthe marketplace than what you're being paid.
So in a way, I thinkabout it as you might be just setting
yourself up for your next job.You take the title so that your value
(02:10):
in the marketplace gets better and thenyou end up going elsewhere. So that's
the risk for an employer as well. You're basically setting yourself up to help
people go find a job with acompany that will reward them. Matt,
I'm curious coming down of COVID becausethings changed right with what was important or
(02:30):
what was being offered or you knowwhat an employee might ask for, whether
it's daycare help or you know,college education. But are people doing in
regular jobs two to three year contractswhere they can then lock in your salary
or is it a situation where it'sstill, for the most part, year
to year. Yeah. So,for in my company's experience coming out of
(02:53):
COVID, it was almost a monthto month because it was with the inflationary
pressures of the economy. And we'rein an industry where there really is a
shortage of people, especially a technicianlevel quality of leadership in the industry,
(03:13):
and so good laws of supply anddemand kicked into where we've been having regular
pay, increased conversations at a muchmore rapid pace than even annually. So
that's been our current reality for thelast couple of years. Where does the
line exist if you, as amom or dad are giving advice to you
(03:38):
know, one of your kids thatmight get one of these promotions without a
race, where's the line exists forwhen you first started at a company that
you should do everything until they tellyou not to do it, and when
you're being taken advantage of. Iguess that's the question, and I think
that's probably the answer as well.It's if you start to feel taken advantage
(03:59):
of, then that's when the situationshould probably change because it's not good for
you or the company. I don'tfeel you need your people bought in and
engaged. And if this promotion isin the leadership position, the happiness of
everybody underneath you is going to dependa lot on how happy you are with
(04:24):
your job and how will you treatthem, So putting people in a position
to lead other people, if they'restarting to be discontent, it's probably that's
probably where the line should get drawn. That is a brilliant answer. Leadership
and workplace culture expert CEO of CrashChampions, Matt Ebert, thanks for your
time this morning, appreciate it.Thank you,
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