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Dean et al I would like to believe this will change . There is every indication MIS will track down the same road as in the past. Get ready for the long hours and last minute starts wonder cures. Know how to make a 1/2hour in 15 minutes? Some body has to pull it out of the fire when things get too hot. At least 3 or 4 firms announced 100% silver bullet products this last month Including the leaders - We will all see later how true the silver is! ++++++ In a message dated 97-06-02 03:29:31 EDT, you write: << Subj: Re: Y2000 Incentives Date: 97-06-02 03:29:31 EDT From: DAsmussen@aol.com Sender: mcsnet!midrange.com!midrange-l-owner@Mcs.Net Reply-to: MIDRANGE-L@midrange.com To: MIDRANGE-L@midrange.com Rich and Charlie, In a message dated 97-05-31 00:01:21 EDT, you write: > >I am interested in creative incentives that companies are offering MIS staff > >members to stay with their respective firms through the year 2000 problem. > >Please e-mail me directly with any ideas or plans. > > > How about putting an AS/400 at home for as long as the staff member remains > with the company? > > How about guaranteeing the staff member at least one conference per year, > e.g. COMMON? <<begin soapbox mode>> 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. This is a particular sore spot with me. I spent three years arguing 10% increases for my employees, while I myself could only hope for 6% in a good year. This probably was one of the eventual causes for my departure, but I was willing to "do the right thing" by the people that made me look good year in and year out. I even hired an employee making more money than I did from the start, because I knew the company needed him. Despite the fact that my salary set the "MIN" for my position our corporation, I saw no reason that my employees should endure the same fate. Corporate salary guidelines are just that, GUIDELINES. YOUR manager will fight you tooth and nail, but you CAN overcome these guidelines. If you lose your job later because of it, you can at least feel good about yourself -- and take comfort in the fact that even CIO's rarely last more than two years. I have been known to dismiss employees of marginal value because they were endangering the loyalty of employees of great value. You don't NEED a Y2K incentive, you just need to do what is necessary to keep a valuable employee in ANY marketplace. <<end soapbox mode>> JMHO, Dean Asmussen Enterprise Systems Consulting, Inc. Fuquay-Varina, NC USA E-Mail: DAsmussen@AOL.COM "Visualize whirled peas" -- Anonymou >> * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * This is the Midrange System Mailing List! To submit a new message, * * send your mail to "MIDRANGE-L@midrange.com". To unsubscribe from * * this list send email to MAJORDOMO@midrange.com and specify * * 'unsubscribe MIDRANGE-L' in the body of your message. Questions * * should be directed to the list owner / operator: david@midrange.com * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
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