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This is true. Even when I worked at a major fortune 500 we have a policy that you could only recieve a 10% increase when you switch positions or get a promotion. Which is great if you are making $100,000 and now get a $10,000 raise for not that much more work (maybe). But what about someone going from and administrative role making $30,000 to a analyst role where the incumbents are making $45,000 or more. Only give them a $3,000 raise? I am definately not a fan of this type policies.

Unfortunately your experience is not unusual. Many HR people don’t like to think in terms of hard numbers or try to put together an ROI.

In the past I’ve used salary survey data published by large HR consulting companies. Unless there are at least 25 salary data points for a particular job code in a particular region (enough to estimate a normal distribution), I don’t put so much faith in the data and must use a more qualitative approach in concert with HR input to determining a salary to offer.

Regarding tightfisted HR managers, I’ve witnessed all sorts of highly bureaucratic approval procedures for discretionary benefits like educational reimbursement. These procedures have many opportunities for telling an employee no. As a manager, it maddens me when I’m trying to take care of a valued employee – no, I’m not generous with that assessment – and then I have to struggle with the HR gatekeepers. At least with Finance, releasing funds has simpler rules [1] is the company profitable and [2] does the ROI meet minimum requirements? Yes, getting past these wickets can be very complicated, too. The difference with many HR gatekeepers is that their yes or no answer is rarely based on financial figures and is more based on vague principles that often seem to be a moving target and vary by the individual. When I challenge their judgments and want to hear the backup facts and data, I get baffled responses and hear another no.

Exactly! They don’t want to pay you one penny more than they have to.

I honestly believe most salary ranges are pulled out of hats. I’ve filled out those compensation surveys and it’s always pretty vague/

But, Finance, in my experience is always tighter with the money than HR.