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It can be good all around. During the dotcom I frequently
spoke to other managers who lost good people because
some startup came along and dangled a big increase in
front of their eyes. I'm talking about absurd, five-figure
increases that should have been a red flag for the people
being courted that there was unsustainable venture capital
being burned to get people onboard. But most of them
had no access to data that confirmed their current pay
was competitive with established employers in their field,
so away they went. A couple of years later, they were
The last point underscores the need for employee pay
grades and performance evaluations to have clearly
defined qualification and performance criteria and
processes. The old-fashioned "give the manager a
raise pool and let him/her dole it out based on opinion"
just helps feed employees' impressions that their pay
and promotion are all beyond their control or influence.
----- Original Message -----
From: "Keith Hood" <klhra -at- yahoo -dot- com>
To: <techwr-l -at- lists -dot- techwr-l -dot- com>
Sent: Tuesday, October 21, 2008 9:55 AM
Subject: Re: perspective on rates
> That's still "good" defined for the company's purposes, of course.
> Nobody wants to discover that a co-worker is considered more valuable,
> for whatever reason. It's especially bad if you find the co-worker
> gets more for reasons beyond your control. The emotional reaction to
> something like that can all too easily cause people to self-destruct.
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