New answers tagged

1

You can't expect people to always work 110% This worker of yours did 110%, or even more, of effort, for a long time. He had a small pay rise. He's now slowing down. That's in fact the best thing that could happen to you. HE'sz tired, exhausted, maybe nearing burn-out, but instead of going on accelerating before a big crash, is actually taking care of himself....


1

I will try to give my take, taking in consideration something I have not seen addressed in other answers. As already said, he's happier, less grumpy, the team goes along better, and he is still the most productive. Even if he could do more, if he doesn't provide less value than what he is being paid for, it's ok. This situation might go on like this if you ...


11

Salary caps are not God-given. Essentially, they exist to prevent you from single-handedly increasing one of your subordinate's salary to a disproportional level. Nothing prevents this decision from being taken by involving other people. Talk to your superior and make them aware of the situation. In the end, if the guy deserves 2x the average salary and you ...


4

There are two questions you need to answer: With the current salary and work performance, are you satisfied that the company is getting their money's worth? Is the employee happy because they are getting paid more and have a lighter workload and so are less-stressed and more relaxed? Or are they angry they aren't getting more money and working in a "...


47

At many employers "a salary increase of X%, the maximum the company allows" isn't really the maximum. The policy is just a negotiating ploy by the company to control their costs. Does this X% apply to your CEO's total compensation? I'd wager it doesn't. I've heard of people getting around such policies simply by asking a senior manager if they ...


13

You know your company makes way more money off of this guy than he's paid and that he's the most productive so it absolutely does not matter if he pulled back a little or not. In fact, for all you know the other people on the team are always pulling back but you just assume that they aren't. In that case they are way more of a liability than he is. If I'm in ...


26

If you want to keep him, and at his high-level of production, you need to come to an agreement with him about compensation. Note, compensation isn't just about money. If your company won't allow you to pay him more, find some other way, such as flexible hours, shorter hours, et cet. Level with him, and see if you can come to an arrangement, he feels ...


102

Be happy he isn’t on his way out the door. I’ve always found it to be interesting that people in power (whether teachers, bosses, “thought leaders”, etc.) always lean on their high performers to get disproportionate performance increases but find it astonishing and unprofessional that they want disproportionate rewards for those increases. They are usually ...


104

Sounds like a win win situation. He's happier and less stressed. You're still getting the quality work done. Increasing the workload of an unhappy stressed employee is a bad idea in the long run. There is a limit to how much extra a person can do especially if they feel they're not being rewarded enough for it. Push on this and they may leave. I did 30% of ...


2

This question reminds me about an old advertisement on tv. Can't remember what it was for, but the ad itself I remember. (I suppose that makes it a bad ad? But still a good example). The ad shows an overly happy engineer running around the company, showing everyone he comes across a nickel and shouting "We now save a nickel on every transaction!" He just ...


3

What will the technology you've built enable? The solution here is to present the team's work in the senior managers' language: business value. That's the focus of their job, that's what they'll give credit for. The technical details are important, but they're the focus of your job, not that of senior management. A demo of the API conveys plenty of detail ...


6

Modern API and backend developers do have the tools to showcase their efforts. API documentation apps like Swagger (demo) and Redoc (demo) are, IMO, the bare minimum required for a handover of an API to another team The many popular operational dashboards can be used to display realtime stats via Grafana or whatever. If you're not tracking stats, then you ...


3

I simply expect people to do their job. And the more they make, the more I expect them to do their job. I expect senior management to do their jobs. I expect them to know that their web sites don't just work but that there is someone with lots of brains that makes it work. And that you don't notice them because they are doing their job well. (That's one ...


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