Even in a relatively low skill position the company might have to put in 1-2 months of training to have an employee functioning. Then you have rank and file employees are are actually doing the work. In that scenario it makes sense to cut no matter what so go ahead and use some performance metric (and definitely don't wait a year to do it). For example, in my experience most companies have way too many middle management. I would like to see what kind of work the people were doing who were tossed. Maybe I missed it, but your 'pro' article doesn't link to the study that is referenced. If you move to the 'burbs, the size/price ratio just improves (but why would you want to live in the 'burbs :) For comparison, in Toronto, you can get a beautiful house in an elite uptown neighbourhood on the subway line, starting at around $650k. I'd probably work at building a personal submarine like Nautilus UC3 ($200k), doing AI research, building robots and making art. When I reach that range, I won't be accepting offers - I'll semi-retire. > In any case, if your start up does well, but not so well that you can retire like Brin & Page (exit w/ say $3-5M) you'll find that higher paying offers tend to come a fair bit easier. > The listed salaries in ads are just for where to start negotiations at :-) This is also true of customers, of course, but there's a bit more leeway and leverage there. This is a problem for me, since (non-retirement) money is not a significant motivator. The problem I see with consulting is that to be really good, you need to care more about the client's project than your own stuff (or at least act that way). if you've never done it I recommend all devs to spend some time doing it. I'm developing an online, subscription-based game for PC and Mac. > I couldn't tell from your page (or I just missed it), what does your start up do? The "low-salary superboss" is a product of already-successful companies. In an industry driven by a mythology of becoming the next big thing (parallels to the equally one-in-a-million mindset in the music industry), no founder can afford, professionally and with regard to reputation, to treat themselves as anything but a foregone success, and that attitude requires "competitive compensation." This means they want to be paid as much as other unsure founders. I once heard an aphorism, "don't trust a founder who won't put their own money into the company." It's a little pointed and unrealistic, but you get the idea. One of the reasons you don't see many founders take a $50k/yr salary is that very few of them are truly confident of success. They aren't the same thing, and you can tell because you don't know how well you'd be working if you never had the options in the first place (and hadn't been denied them or otherwise been treated unfairly). Losing all of your stock options or having something else taken away is not a negative case for incentives, it's an example of a disincentive, which also has an effect. That's right: an allegedly disappointing team who'd failed to achieve any of its goals was compensated for by a super-human team leader who had somehow magically overcome all our shortcomings to over-achieve so much, that even the organisation-wide "curve" was left by the wayside to reward such awesomeness. And the team leader had waltzed away with ALL of it. Shortly after that we found out the three of us had received 0% each of the pie allotted to our team as a bonus. About a month after 'self evaluation', we were called into 1-1 meetings with the TL, who told us each separately how disappointing our performance had been, and the usual spiel about 'taking initiative' and 'stepping up' and 'moving to the next level'. I'm not sure what type of HR schmuck thought up that scheme. Incorporate team leader feedback on team's performance into this decision Have team leader's manager determine how that pie would be shared between team leader and us 3 team members.Ĥ. Allocate fixed amount to give out per teamĢ. I was in a place that decided to give out bonuses to my team (consisting of 3 members and a leader) in the following way:ġ.
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