3 ms·

He was in the US (Arizona if I remember correctly), and had been incorporated for a number of years... but I have no idea about his health care situation... the

He was in the US (Arizona if I remember correctly), and had been incorporated for a number of years... but I have no idea about his health care situation... the joy of contractors, I don't have to care. I give him $180 an hour for X hours, he gives me a wonderful product, everyone goes home happy.

rbanffy 13y ago
> the joy of contractors, I don't have to care. Not really. If the contractor gets sick, it's still your problem. I care for my contractors and always make sure they are paid enough to afford good medical care and a stable financial situation. It makes sense, even from a deeply selfish point of view - the less time they spend worrying about such things, the more they spend working.
- MetaCosm 13y ago
  First of all, I don't think it is my responsibility to ensure contractors are paid X, that is their responsibility, they set the rate. I decide if I think their skills match their rate. I can't decide what is "good" medical care for them, nor can I decide how much it costs (maybe he has a medical condition and needs 20k a month just for insurance). I can't decide what a stable financial situation is for someone either. The arrogance of someone who thinks they can baffles me. I might think 200k is plenty, but I have no idea about what contractor X consider "plenty" and to assume is simply projecting. As for him being my problem. If a contractor can't work, you replace them, depending on how the contract was setup, you might collect some insurance to help get over the ugly transition.
  - rbanffy 13y ago
    Even if it's not your responsibility, it's your problem. Replacing a contractor is not like replacing a cog in a machine. As for deciding what's enough for a stable financial condition, I can't. What you I do, as a manager is to pay attention for warning signs. Years ago, I had a programmer, young and very bright, who kept entering lousy freelance projects on the side. He was under great pressure because he had financial problems. I didn't want to lose him, but burnout was already on the horizon. When performance review time came, I enrolled him on a personal finance course. Within six months, the freelance jobs went away, he started coming in earlier and the already good quality of his work improved further. He had more time to study, more time for his family and more attention for his work.

rbanffy 13y ago

> the joy of contractors, I don't have to care. Not really. If the contractor gets sick, it's still your problem. I care for my contractors and always make sure they are paid enough to afford good medical care and a stable financial situation. It makes sense, even from a deeply selfish point of view - the less time they spend worrying about such things, the more they spend working.

MetaCosm 13y ago
First of all, I don't think it is my responsibility to ensure contractors are paid X, that is their responsibility, they set the rate. I decide if I think their skills match their rate. I can't decide what is "good" medical care for them, nor can I decide how much it costs (maybe he has a medical condition and needs 20k a month just for insurance). I can't decide what a stable financial situation is for someone either. The arrogance of someone who thinks they can baffles me. I might think 200k is plenty, but I have no idea about what contractor X consider "plenty" and to assume is simply projecting. As for him being my problem. If a contractor can't work, you replace them, depending on how the contract was setup, you might collect some insurance to help get over the ugly transition.
- rbanffy 13y ago
  Even if it's not your responsibility, it's your problem. Replacing a contractor is not like replacing a cog in a machine. As for deciding what's enough for a stable financial condition, I can't. What you I do, as a manager is to pay attention for warning signs. Years ago, I had a programmer, young and very bright, who kept entering lousy freelance projects on the side. He was under great pressure because he had financial problems. I didn't want to lose him, but burnout was already on the horizon. When performance review time came, I enrolled him on a personal finance course. Within six months, the freelance jobs went away, he started coming in earlier and the already good quality of his work improved further. He had more time to study, more time for his family and more attention for his work.