I recently had a discussion with a client about "merit" pay increases. Never mind the current concerns over giving ANY pay increases; we were discussing how to divvy up the dollars. She asked me how, if we budget for across-the-board adjustments, do we also recognize performance...?
Also recognize performance??
Therein lies the problem.
If ALL employees (presumably even low performers) get a pay increase, then your high performers are diluted. Your contentment scale is reversed; lower performers are thrilled to see a pay raise -- ANY pay raise -- and high performers are ticked off, since there's only a 1-2% delta between them and the slugs.
My recommendation is always to take care of the people who take care of you (company) FIRST. The remaining money becomes the pool for "all others." You don't scrape around for dollars to also recognize performance... you recognize performance first, then you "scrape around for dollars" for all the rest.
But that's just me...
KB
Kevin Berchelmann
http://www.triangleperformance.com/
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 D. Kevin Berchelmann View my profile here |
Wednesday, December 10, 2008
Friday, December 5, 2008
Pick of the Litter
Don't get stuck with a dog...
You are searching for a valuable contributor; an able-bodied addition to your staff. You know -- or have a really good idea - what you need in the way of skills, knowledge, and experience.
You network, post, advertise, and collect. Now, you're faced with a mountain of resumes, applications, letters of interests and referrals so large that the national debt looks like change from a twenty. A few look somewhat promising, still more seem capable; none, however, are really what you were looking for when you started.
Given a pool of candidates, none of which fit your real need, don't succumb to the "best of the bad" trap. Hold out for the real McCoy; s/he will come along eventually -- they always do. Your focus should be laser-like; your resolution firm. Don't bow to the pressures of expediency -- you know what will happen long-term.
Remember: Even if you select the "pick of the litter," you're still getting a dog.
Wait for something better.
But that's just me...
KB
Kevin Berchelmann
http://www.triangleperformance.com/
You are searching for a valuable contributor; an able-bodied addition to your staff. You know -- or have a really good idea - what you need in the way of skills, knowledge, and experience.
You network, post, advertise, and collect. Now, you're faced with a mountain of resumes, applications, letters of interests and referrals so large that the national debt looks like change from a twenty. A few look somewhat promising, still more seem capable; none, however, are really what you were looking for when you started.
Given a pool of candidates, none of which fit your real need, don't succumb to the "best of the bad" trap. Hold out for the real McCoy; s/he will come along eventually -- they always do. Your focus should be laser-like; your resolution firm. Don't bow to the pressures of expediency -- you know what will happen long-term.
Remember: Even if you select the "pick of the litter," you're still getting a dog.
Wait for something better.
But that's just me...
KB
Kevin Berchelmann
http://www.triangleperformance.com/
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