In a recent column for Slate, the advice column Good Job addressed a reader who discovered a significant pay disparity between themselves and a coworker.
The reader, an employee at a small, family-owned business for three years, reported that they recently learned a colleague—the boss’s sister—earns more than double their own salary.
The reader discovered the pay gap after overhearing the sister complaining about her own income during a phone call at work. While the reader described the colleague as rude, entitled,
and worthless
in terms of work ethic, the advice column cautioned against using this information to demand a raise.
The business in question is managed by the son of the company’s founder. Beyond the boss and his sister, the small staff consists of three additional non-family employees alongside the reader.
The reader noted that prior to learning of the salary difference, they felt their own compensation was satisfactory. However, the discovery occurred when the sister complained on a work phone call about her boyfriend’s income, subsequently revealing her own salary figure.
Although the column noted that most states have laws protecting the right to discuss workplace salaries, it warned the reader that confronting a boss about a family member’s compensation is treading in dangerous waters.
The advice emphasized that because the business is family-owned, the leadership is likely already aware of the sister’s behavior and has chosen not to intervene.
Consequently, the column advised the reader to completely separate the sister from any future salary negotiations. The column explicitly stated that for the purpose of seeking a raise, the colleague does not exist.
The column suggested that the reader focus on their own merits rather than the perceived unfairness of the nepotistic environment. To secure a raise, the reader was encouraged to:
- Conduct independent market research to determine the actual value of their role.
- Build a case for increased compensation based strictly on personal performance and industry data.
- Avoid comparisons to the sister, as the reader is unlikely to
come out on the winning end
of a conflict involving a family member.
Ultimately, the column noted that the company risks losing high-performing staff due to its current structure. It suggested that if the reader finds a higher-paying position at a company not overrun by nepotism,
leaving would send a clearer message to the employer than an internal confrontation.
The column acknowledged that while the reader is not in a position to convince management to change its hiring practices, departing for a better-paying role remains the most effective form of feedback for the organization.
