151–160 of 196 posts
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Being in that situation is so satisfying. Boss: HR won't give me the money for your raise. Employee: I quit. I've been offered more money elsewhere. Boss: No wait actually I can get that extra money Employee: Too late, kthxbai
+1 Never take a counter offer. You'll get more pay but you're stuck in the same company run by the same narrow minds.
If only things were so easy. Our department gets allocated $XX,XXX each year for raises. My boss has to split that among eight people. If I were to get a 5% bump like OP recommends, other people would get nothing. Sounds like typical D-grade manager motivation. "Everyone work yourself to death and I might throw you a bone after one year!" I'd rather give up that 5% to have a sane work-life balance. It's common knowle…
That surely sounds like a negotiation tactic was played on you. "I cant give you a raise without taking it from someone else" or "It's out of my hands" are cut and dry sales tactics. I am a bit pejorative to that tactic because if answered correctly, it actually harms the salesman: proclaiming you cant give X salaries means that they dont respect market rates and thus an employee is incentivized to leave to someone t…
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That surely sounds like a negotiation tactic was played on you. "I cant give you a raise without taking it from someone else" or "It's out of my hands" are cut and dry sales tactics. I am a bit pejorative to that tactic because if answered correctly, it actually harms the salesman: proclaiming you cant give X salaries means that they dont respect market rates and thus an employee is incentivized to leave to someone t…
I don't know if you can assume it's a negotiation tactic. My friend is a manager for Amazon and he wasn't able to give people raises like he wanted to. I don't remember if he couldn't give them a raise or couldn't give them as much as he wanted to, but either way, it's definitely a thing in some places.
Double effective because now first line are insulated from negotiations and grunts don't know who are the negotiatiors they need to talk to.
In my experience you'll be much better off just quitting and joining other companies, then going onto contracting. Here's my own person experience in just a few years: 1. Start off as a Grad on 30k GBP 2. One and half years later quit, onto another company at 48k GBP (>50% pay rise) 3. One and half years later quit. Do own thing for a year. Then go onto contracting at equivalent of 75k GBP (>50% pay rise) So in summa…
Just saw a huge spike in traffic from HN and thought I would stop by to see what all the fuss is about. Glad to see people reading the article and having a productive conversation in the comments. Happy to answer questions if you have them, and I'll hop into the comments as well.
So you are the reason there are engineers that values themselves so high, that when they reach the market again they ask as much's salary as if they were CEO's?
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I feel like any company large enough to have a significant HR department won't count as a "rational human being". They'll probably fall into the "psychopath" category by virtue of dispassionately and emotionlessly assessing how much of a liability you are to them if you're willing to demand they make counter-offers.
In a large HR department, chances are you're dealing with somebody for whom you're just a number instead of somebody has a personal grudge. Nothing personal, just business is the attitude you want when handling something as trivial as a salary negotiation.
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What position did he come in as? Seems awfully odd to have a new-hire making such a decision. From the sounds of it, he effectively tied up resources for almost a year before being pushed out? There are two problems there, from what I can ascertain: 1. The guy wanting to rewrite your product. 2. Management that allowed him to do so without proper motivation and/or cost-benefit analysis.
I was a noob at the time and had assumed he was a minimum of 1 year experience better than me and really knew what he was talking about. He used great business terms and convinced the non-techies, too. In retrospect, it's a very obvious mistake. He convinced us the open source project that we based our business on for the 6 months before hiring him had limitations, but it turns out that the open source project was pa…
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Sure it's a weakness, but they (management) don't care. If the developer leaves, they'll hire another and in the mean time the remaining devs get to pick up the slack. It's actually a convenient excuse for the schedule slipping; they blame it on the developer who left because he "wasn't a team player", even though management knows the real reason is because they simply don't ... know ... how ... to ... manage.
I can assure you as a (reluctant) manager I definitely care. Its literally the only reason I'm management. I'm also constantly having discussions with the people who generally make these kind of broad decisions about how unrealistic their decision making processes are. I tend to start those conversations with some variant on "it doesn't matter what you say the raise limits are for a person, the market sets those thin…
This is very common. They often justify it with "In this company we're not paying as much, but we have greater freedom/cooler tech/". Well good for you. We have already established that we're a good fit, but I'm not working for 20% less than I can across the street.