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As a manager, how do you determine who deserves a raise and whose hiring was a failure? If you don't hand out raises automatically then you know that those who
by closedloop129 4y ago
As a manager, how do you determine who deserves a raise and whose hiring was a failure?
If you don't hand out raises automatically then you know that those who change jobs are the ones who would have deserved more. That's an instant loss where you gain nothing from your knowledge. However, if other managers in other companies play the same game, then you have created a tool to judge the quality of your workers.
- 19h 4y agoChances are the only good way to make your engineers stick around is to keep adjusting compensation to market rates. If an engineer can get a higher salary at pretty much any other company, there's no question if they "deserve" a raise. I don't think compensation should be used as a reward for effort. If you do that, you'll end up creating an incentive for people to only do stuff that looks great for a promotion -- and people who maintain software and don't create flashy new features will end up being under-appreciated. If you don't think a person "earns" a raise then they shouldn't be working in your team. In a great team, everyone "deserves" a raise because teamwork is the result of the entire team. If a person pulls that teamwork down then they shouldn't be in that team.
- matwood 4y ago> As a manager, how do you determine who deserves a raise and whose hiring was a failure? IDK, manage? I let go of anyone who is determined to have been a 'hire [that] was a failure.' I also look back and try to figure out what failed in the hiring process. Luckily I haven't had too many failures, because it sucks to let people go - even if they deserve it. Admittedly, I also have never had to hire at the scale of a FAANG.