RE: bonuses

This should be apparent when you ask whether the company encourages and 
pays for training / conferences, what O/S version are they running, and 
what happened to the guy you are replacing.

-----Original Message-----
From:   Bale, Dan [SMTP:DBale@Lear.com]
Sent:   Friday, June 16, 2000 7:38 AM
To:     'MIDRANGE-L@midrange.com'
Subject:        RE: bonuses

One of the keys here (and, yes, this does sound trite, but it's so true...)
is whether the company sees IS as an asset or a liability.  Don't bother
asking this in an interview, 'cause you'll know what answer you'll always
get.  If you're lucky, you can talk to someone who's been there for awhile,
usually not too difficult if you've been around the AS/400 in your area for
several years (user groups help big time; disclaimer - no solicitation!)

> -----Original Message-----
> From: Buck Calabro [SMTP:buck.calabro@aptissoftware.com]
> Sent: Friday, June 16, 2000 9:11 AM
> To:   MIDRANGE-L@midrange.com
> Subject:      RE: bonuses
>
> Ron Klein wrote:
>
> >But it truly was that they never met there goals.
> >When my bonuses were based off of how much
> >gross sales a company has, I don't see how my
> >ability in IT would affect sales.
>
> Not being trite in the least, but IT has access to much sales/marketing
> data
> that we can voluntarily write programs against.  It's amazing to watch a
> salesperson's reaction when you tell her that she can double her
> commissions
> if she goes after *this* type of customer instead of what she's been
> doing.
>
> It took me years and years before I realised that I actually had an
> influence on the profitability of the company.  The other side of this
> coin
> is that if your employer truly believes that you CANNOT contribute to the
> bottom line then you are truly expendable.  It is in my best interest to
> make myself valuable to the boss either way I look at it.
>
> Buck Calabro
> Aptis; Albany, NY
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