On Fri, Feb 10, 2017 at 1:15 PM, Charles Mills <[email protected]> wrote:
> > "No company will pay you as much to STAY as another will pay you to GO" > > As an entrepreneur interested in employee retention I gave this a lot of > thought. Why should this be? After all, one would think you should be more > valuable where you already are: you're all trained, there is no need for a > reference check, your co-workers are used to working with you, etc., etc. > I think the OP was talking more about large companies. Why is it? Well, as best as I can tell, it's all about the bonus that a manager will get by keeping costs down. About 23 years ago, I mentioned that a release of critical software was becoming unsupported (CICS) and we needed to upgrade to the current version to be supported. His reply (honest!) was that the current version ran fine; upgrading would cost money; increasing the budget would decrease his bonus; so it was not going to happen. People do what is "measured" and "honored". That also why a CEO will fire low level workers and take a bonus for doing so. At least, that is this grunt's opinion. > I decided it was a management failure -- and even more a co-worker failure > -- to see an employee as s/he could be rather than as s/he was when s/he > was hired. The interviewer sees you as you are today and where you could be > in a couple of years; your boss, and especially your co-workers, remember > that newbie doofus they hired five years ago. > > I resolved to do better, to try to see people as they could be. I would > like to think I had some success. > > For a small company, as I had, if you do things correctly you have the > opposite problem. A small company can sustain growth of 30% or so a year > fairly readily, and even higher when you are tiny. Most employees do not > grow that fast: they aren't 30% better every year. So you don't have a > problem with employees outgrowing their jobs; you have a problem of job > requirements outpacing employees. You start out billing $500K/year and hire > a clerk to handle the invoicing. With 30% compounded growth, five years > later you are a two million dollar company. That clerk has probably not > grown in five years into an accountant suitable for a two million dollar > company. Yes, you can train people, but not very fast. 9 out of 10 > employees do not like to be pushed out of their comfort zones. > > Charles > -- Our calculus classes are an integral part of your education. Maranatha! <>< John McKown ---------------------------------------------------------------------- For IBM-MAIN subscribe / signoff / archive access instructions, send email to [email protected] with the message: INFO IBM-MAIN
