Re:Great developers are raised, not hired
by scarface74 on Friday April 12, 2019 @04:19PM
(#19648595)
To follow the author's analogy, by mentoring someone, we're effectively "adding a fish" to the pond, and if someone else "catches" the fish, that effort is largely wasted.
The question is why would someone leave your company once you train them? If someone is more valuable on the open market than you are paying them, pay them market rates. HR compensation policies need to be in line with the market, not the old “we have a policy of not giving more than 5% raises”.
I’ve been working in development for a $long_time but I restarted my career about 10 year ago and my rise is about the same as you would see from someone just graduating from college 12 years ago. Out of the four job changes I had, two were partially because the next company was willing to offer me $25K more (not talking crazy west coast salaries here).
One other went out of business and the other because they decided “they didn’t want to be a software company” and they just wanted report writers a year and a half after I was hired as the dev lead.
1. Pay more than everyone around you. (Obviously, not generally viable.)
You don’t have to pay the most, but don’t pay so much under the market that everytime the employee sees a random job posting or a recruiter call they know they can make signifactly more just by picking up the phone/responding to an email.
2. Make mentoring/growth a central strategy at every level so people will see a path to grow.
I'd be curious to hear other possibilities.
That helps. But why would I spend a year a two “growing” at your company, when I could both “grow” and make a lot more money some place else?
I’m at a happy place where I work now, and I am decently compensated compared to the market, but even now if someone was willing to pay me $25K more, all other things being equal (work life balance, no travel, short commute), I would jump ship. But the only realistic way I could make significantly more is by going into management (not interested) or being a consultant (not interested right now).
The question is why would someone leave your company once you train them? If someone is more valuable on the open market than you are paying them, pay them market rates. HR compensation policies need to be in line with the market, not the old “we have a policy of not giving more than 5% raises”.
I’ve been working in development for a $long_time but I restarted my career about 10 year ago and my rise is about the same as you would see from someone just graduating from college 12 years ago. Out of the four job changes I had, two were partially because the next company was willing to offer me $25K more (not talking crazy west coast salaries here).
One other went out of business and the other because they decided “they didn’t want to be a software company” and they just wanted report writers a year and a half after I was hired as the dev lead.
1. Pay more than everyone around you. (Obviously, not generally viable.)
You don’t have to pay the most, but don’t pay so much under the market that everytime the employee sees a random job posting or a recruiter call they know they can make signifactly more just by picking up the phone/responding to an email.
2. Make mentoring/growth a central strategy at every level so people will see a path to grow. I'd be curious to hear other possibilities.
That helps. But why would I spend a year a two “growing” at your company, when I could both “grow” and make a lot more money some place else?
I’m at a happy place where I work now, and I am decently compensated compared to the market, but even now if someone was willing to pay me $25K more, all other things being equal (work life balance, no travel, short commute), I would jump ship. But the only realistic way I could make significantly more is by going into management (not interested) or being a consultant (not interested right now).