Re: Y2000 Incentives

[Glenn Ericson <Glenn-Ericson@xxxxxxxxxxxxxxxxxxxxxxxxxxx>]

Dean 
some interesting points  - 

Education for Y2K  would also be in the  best interests of the company.  I
believe it  plays a key part in  Due Diligence in court cases  { I'm not a
lawyer}

Pay for performance/duties/function/responsibility should be a normal fact
but pleas for small Vs large are irrelevant.  Pay for performance value.

At 03:55 PM 6/2/97 +0000, you wrote:
>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 >>
>
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