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Obvious answer to this problem is to offer more money after training. Keeping someone on junior salary after this person reached next level is not smart.
by ivan_gammel 3y ago
Obvious answer to this problem is to offer more money after training. Keeping someone on junior salary after this person reached next level is not smart.
- em-bee 3y agobut that pushes the break-even point out even further.
- ivan_gammel 3y agoIf that affects your break-even point you may have problems with your business model. Hiring juniors, training them and keeping on junior salary is a gross misunderstanding of how things should work.
- em-bee 3y agothat may well be. my friend was in asia doing classic outsourcing for european and american companies, which means he was competing against other companies in that space. i don't know the details. maybe he was offering more but not enough, maybe he didn't get good enough contracts, or maybe outsourcing with juniors simply doesn't work. it's also an issue of perception. my company once tried to attract juniors with a high salary (at least 50% higher than local average) but that meant that we couldn't give them a raise early enough. after a year they got a better offer and left.
- ivan_gammel 3y agoI usually offer 0,6-0,8 of the salary they will get at middle level (i.e. reaching full autonomy and being able to complete 90% of tasks). This offer is limited in time: they have 6-12 months to grow or they are out. Recognition of their personal growth and higher salary is a good motivation to stay if there’s no red flags in the company (poor processes, toxic environment, frequent overtime etc).
- em-bee 3y agoin which country are you working?
- ivan_gammel 3y agoI hire remotely within +-2 hours from CET (Europe, Middle East, Africa), but I‘m not working for agencies.