Author . Speaker . Trainer . Innovator
As author of (the soon to be released) Leveling the Paying Field, A Groundbreaking Approach to Achieving Fair Pay, Rick shares how salaried or hourly workers (vs. commissioned salespeople) can determine the value of the work they deliver to their employer–especially those above and beyond what is expected of them accomplishments that people perform every day. Regardless of what you do, this has never before been possible, and the results are eye-opening. Rick invented and has successfully employed his QTNT (Quotient) technique with countless clients for more than a decade. This is not just about earning equal pay. This is about obtaining the proper pay for the best performers–regardless of who they are or what they look like.
An acknowledged trailblazer in online job search and career advancement as well as a genuine thought leader, Rick Gillis has spent 20+ years accumulating the 10,000 plus hours (and far more) of the deliberate practice that Malcolm Gladwell contends is required to become a world-class leader in one’s field. It is out of these thousands of hours that Rick created the QTNT Personal Value Contribution (PVC) process that changes all that is currently understood about measuring the value of work delivered by an employee to their organization. (And where employers learn who is truly deserving of their $’s and attention!)
WHY IS FAIR PAY IMPORTANT TO RICK GILLIS?
When I was sixteen years old, I held a part-time job that paid me $60 per week—oftentimes more. At the same time, my single mom, working full-time, was caring for me and my younger brother while earning $50 for every 5 1/2 day week she worked. I knew this was wrong but back then (and even today in far too many places) it was ‘just the way it was’.
Looking back, from that after school job to today, I now know that virtually everything I have done over the course of my life, every experience, good or bad, and nearly every job I have ever held, has been pivotal in bringing me to this place, to invent a personal measurement process that led me to write Leveling the Paying Field. I am not sure that I would have recognized the (Quotient) process for what it was had the idea come to me any sooner.
QTNT* is (kind of) an acronym that comes out of the word "Quotient". The QTNT is the process I created for determining the value of the work delivered by a 'paycheck' worker--that is an hourly or salaried wage earner--vs a commissioned salesperson. Turns out no such category of measurement existed prior to my developing the idea. *PS: QTNT is a registered trademark of Richard Gillis Company, LLC.
My success and 'secret sauce' working with job seekers has always been my non-negotiable requirement that my clients would create a comprehensive list of their best professional accomplishments. Each accomplishment had to provide me with the Who, What, Where, When, Why & How behind each accomplishment. Why go to all this trouble? Because, when completed, my clients could THEN draft a world-class resume and handle ANY question tossed at them during the interview. This, then, is the starting place for measuring everyone's personal performance at work. In other words, pay attention to what you do AS YOU DO it! This is so important but we all know we have SO MUCH more to be thinking about rather that what you might be accomplishing right now--even if it is, 'ahem'--world changing!
Nevertheless, I call this the Accomplishments Mindset and want everyone to actually THINK about what they are doing rather than just going through the motions. It is not uncommon for someone I have challenged to embrace this idea to reach out to me in a few weeks or less to share of a win they had they would have missed without this idea being top of mind.
To a large extent, Leveling the Paying Field, speaks to exactly this question with 14 Q-Studies strategically placed throughout the book that, step by step, point out how real-world clients I worked with calculated their QTNT PVC (Personal Value Calculation/Contribution) scores.
This is such a powerful question! Proper pay begins by knowing the local market value for what you do. This is not hard to learn. Google it. BLS.gov offers this information as well as several private sites I mention in the book.
Once you know your market value the next part of the calculation comes from (see previous question "How do I measure my performance...") listing your accomplishments and to the best of your ability, determining the value of those INDIVIDUAL, Free-Standing accomplishments to your employer. (Much of the book speaks to this issue!)
By adding up the value (to the company) of each of your accomplishments OVER AND ABOVE what is expected of you daily, over time you will see how you DO add value above and beyond what is expected of you that you are NOT being compensated for. Know that it is NOT the company's fault you are not being paid for this. It is not your company's responsibility to note your wins. (If that occurs, great! If not, shame on you.)(I tell the story in the book about how I, personally, saved a previous employer millions of $'s but got no benefit from it. That was MY problem for not recognizing my win. Not theirs.) Again, there is probably an answer to this question in virtually every chapter of Leveling the Paying Field.
Leveling the Paying Field principally has 2 audiences: The first are those people who work hard but don't receive the pay they should for their efforts. (I don't have to go into any particulars here, do I? We know who those people are. Just scan the business headlines daily!). The second audience is employers.
The first sentence of Chapter 1 sets the tone for the entire book--and how employers think: "A CEO is asked how many people work for him and he says, About half." Employers continuously seek best performers while also trying to minimize those who drain the payroll and deliver little in return. So, to answer your question, Leveling the Paying Field is for all workers and all managers.
The QTNT process can be embraced by ma-and-pa shops as well as organizations national, and global. The larger the company the more divisions, branches, departments, sections, etc. exist. Each entity can utilize the QTNT to achieve best fair pay practices as well as to minimize those performers who aren't--performing, that is.
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