Re: Y2000 Incentives

Dean Asmussen brought up an interesting point about how employees are treated
in most development [read: mostly maintenance] shops. 

My experiences as an employee were somewhat different, but parallel. I was
and am a tough negotiator, usually commanding rates at the top end of the
spectrum. This meant that at reviews  I would get outstanding marks but next
to nothing for raises [You're already at the top of what we can pay for that
position. It wouldn't be FAIR to give you a raise just because you work
harder and better than anyone else in the shop.]

I ended up the Odysseus of the AS/400 world - continually moving from place
to place just to keep what I considered a fair increase for my expanding
skills. Eventually it struck me that in reality I was becoming a consultant -
or at least a long-term contractor - so I decided to make it official. 

Anybody else follow a similar path?

Hank Heath
Vice President
Medco Systems, Inc.
3 Eves Dr
Suite 304
Marlton, NJ 08053
ph: 215-751-5913
fax: 609-596-8650
++++++++++++++++++++++++++++++++++++++++++++++++++++++++
Dean Asmussen <DAsmussen@aol.com> wrote:

How about just treating the employee with the respect they deserve?  I
realize that this may be a novel concept to many managers, but it IS do-able.
 Don't give me that "small shop, small budget" argument, it won't fly here.
 If the employee has legitimate knowledge and/or skills that are valuable to
the company, PAY FOR THEM!  This includes providing educational seminars and
other training.  If you are adequately compensating the employee for their
level of expertise, he/she will not leave based upon their increased
knowledge -- they will simply provide more value in-house.

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