I went to pain doc for sciatic nerve. 50 copay. 25 for injection. 192.00 for meds but he gave me a discount card. 52.00 bucks. AETNA is my provider. Yep insurance is expensive but necessary. Especially as my body keeps telling I not 20 years old. Best to keep employees healthy and happy. More productivity 99% of time
Jaime Solorza On Oct 2, 2014 10:15 PM, "Chuck Hogg via Af" <[email protected]> wrote: > Providing Health Insurance is a nice bonus though...especially if he is > covering your whole family. My family insurance is friggin' expensive for > a family of 4! > > Regards, > Chuck > > On Thu, Oct 2, 2014 at 11:57 PM, That One Guy via Af <[email protected]> wrote: > >> lol, hes not a dick, hes actually a pretty decent conservative capitalist >> christian. I started that conversation 4 months ago right after I turned >> down a much better paying job because of the commute. I got that job offer >> because I went to meet with a tech from another contract service provider >> who was taking over our contract, it turned out he wasnt a tech he was the >> owner of the company, apparently I clean up nice, when I went for the final >> closeout meeting it turned out to be an hour and a half interview. But >> afterward i started the whats the future direction of the company, what can >> I do in the company to give myself a financial and personal growth future >> in the company, conversation. I screwed up by divulging about half of my >> business plan if I was going to step out on my own, probably a bad idea. >> but I keep getting the well theres this and theres that and the i need to >> meet with x to discuss y and ill get back to you, the most I get out of him >> is we havent sold to Jab (which I dont want because theres no role for me >> if it happenned) and we arent closing the doors, and we might look at >> giving you a dollar and maybe some scheduled raises. >> >> I have two kids, a house, this broad that lives with me after making my >> babies.... a buck every 2.5 years isnt a great future. >> >> he had gotten insurance, which we did not have before, and initially I >> wrote that off as the equivalent as a raise, but the more I think about it, >> it was company wide, that isnt a retention thing, thats a business expense >> like the electric bill and bandwidth cost, and next year the contract >> expires and our coverage goes down, we get the option to buy back the >> difference.. no dental, I gave the tooth butcher 500 bucks yesterday that i >> had to borrow, cutting health isnt going to be made up for with 8 cents >> >> On Thu, Oct 2, 2014 at 10:44 PM, Ken Hohhof via Af <[email protected]> wrote: >> >>> Unless your boss is a dick (apparently a real possibility), a good >>> approach is to ask when your next review will be and what achievements or >>> metrics would qualify you for a bigger raise or a promotion. You are >>> setting him up. He says do X and you get a promotion and a raise, and you >>> do X. Makes it hard to deny you the reward, since he set the rules for the >>> game. He even gets the enjoyment of telling himself he motivated you to >>> achieve the goals he set, like getting a rat to run a maze in order to get >>> the cheese, when in fact you motivated him to give you a raise. >>> >>> *From:* That One Guy via Af <[email protected]> >>> *Sent:* Thursday, October 02, 2014 10:30 PM >>> *To:* [email protected] >>> *Subject:* Re: [AFMUG] valuing a pay increase >>> >>> Yeah, Jab starts their phone techs at more than I make, but Im one of >>> those people that wont quit. >>> >>> Im pretty critical, but my employer is one that will just let things >>> fail and deal with the aftermath. Ive worked for the organization for 10 >>> years and this company for 5. Ive missed one deadline, the first in my >>> life, and that was when my dads family shop burned down and I had to take >>> some time off to dig through the rubble. They wouldnt find a person to >>> replace me directly, the routing/transit management would go to a 3rd party >>> consultant/contractor, they would rely on Powercode directly to manage that >>> and the associated hardware, They would contract our partner company to >>> manage the infrastructure builds, he would move from the inexpensive UBNT >>> type hardware on the backhaul network to licensed "set and forget" links, >>> specced out by vendors installed by contractors. The backend systems like >>> our DNS, internal messaging sytems, backup/archiving, etc would either fail >>> or be redesigned by a consultant and maintained under a contract. The >>> contract support side stuff like the windows server contracts he would pick >>> up the slack on for a bit and hand off any excess to our current 3rd party >>> consultant we use for big project assistance. All the extra stuff like >>> surveillance/dvr systems would go to the techs limited by their capacity. >>> Incidentals that pop up periodically like the FCC crap and ARIN interaction >>> would all be handled by the respective agency we deal with support staff. >>> Day to day maintenance would get neglected for the most part, then dealt >>> with in disaster mode by the associated vendor support avenues. New product >>> would be handles by the salesguys from the vendors. >>> >>> So realistically, I am very replaceable, with a pretty big upfront fee, >>> but probably in the long run the recurring cost would be less and an >>> inbound guy to fill my role would really only need to know which numbers to >>> call. So it could even be hes realized this and 8 cents is meant to be an >>> insult. >>> >>> In this industry in this economy, what kind of pay increases should a >>> guy deem fair? a penny more is a penny more >>> >>> On Thu, Oct 2, 2014 at 10:05 PM, Josh Reynolds via Af <[email protected]> >>> wrote: >>> >>>> How valueable of an employee are you? Could you leave tomorrow and he >>>> wouldn't notice a difference, or would all hell break lose? Would it >>>> take long to find somebody worth their salt to replace you. >>>> >>>> Can you quantify and list your achievements over the past 2.5 years? >>>> >>>> Josh Reynolds, Chief Information Officer >>>> SPITwSPOTS, www.spitwspots.com >>>> On 10/02/2014 06:49 PM, That One Guy via Af wrote: >>>> >>>> im curious from the small business owner, which I assume most of you >>>> owners on the list consider yourselves, how do you value a pay increase? >>>> (assume its an employee that is worth their salt) >>>> Do you try to just keep it where the employee has the same spending >>>> power, ie just cost of living to match inflation, percentage based, profit >>>> based, set value? >>>> >>>> In discussions with the boss about future he mentioned a number, for >>>> shits and giggles I compared what my last raise is worth today. >>>> >>>> I havent had a raise in 2.5 years, and based on the government >>>> calculators what I make now was worth 80 cents more 2.5 years ago than it >>>> is now. >>>> >>>> The number he said was a dollar, which under normal curcumstances to po >>>> folk like me isnt a small raise. >>>> >>>> but when I looked at the numbers, that dollar only puts me 20 cents up >>>> on where I was 2.5 years ago, that 8 cents a year in increased purchasing >>>> power. >>>> >>>> That kind of boils down to an insult. Or is that the wrong way to look >>>> at the value of the potential pay increase? >>>> >>>> I have never believed in asking an employer for a raise, my thoughts >>>> have always been that an employer thats a good employer will pay you what >>>> they think your worth to them, apparently im worth 8 cents >>>> >>>> -- >>>> All parts should go together without forcing. You must remember that >>>> the parts you are reassembling were disassembled by you. Therefore, if you >>>> can't get them together again, there must be a reason. By all means, do not >>>> use a hammer. -- IBM maintenance manual, 1925 >>>> >>>> >>>> >>> >>> >>> -- >>> All parts should go together without forcing. You must remember that the >>> parts you are reassembling were disassembled by you. Therefore, if you >>> can't get them together again, there must be a reason. By all means, do not >>> use a hammer. -- IBM maintenance manual, 1925 >>> >> >> >> >> -- >> All parts should go together without forcing. You must remember that the >> parts you are reassembling were disassembled by you. Therefore, if you >> can't get them together again, there must be a reason. By all means, do not >> use a hammer. -- IBM maintenance manual, 1925 >> > >
