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Lateral quitter: Difference between revisions
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Once they have successfully “benchmarked” their salary bands against this phantom market, HR’s main concern will be ''not setting a precedent''. Your manager will shake his head mournfully and say, “my hands are tied.” There will be overlaid volatility limits: no individual can move more than ~ percentage of last year’s pay. Note the necessary compressing effect these limits will have through time. | Once they have successfully “benchmarked” their salary bands against this phantom market, HR’s main concern will be ''not setting a precedent''. Your manager will shake his head mournfully and say, “my hands are tied.” There will be overlaid volatility limits: no individual can move more than ~ percentage of last year’s pay. Note the necessary compressing effect these limits will have through time. | ||
===Replacement premium=== | |||
Now you might be inclined to look at this and think, well, this is a fine state of affairs. By pruning the truly dismal and letting jumped-up and flighty go, we are nicely containing our costs within a tight range. This is depends on your not needing to replace them. | |||
Indeed, in an organisation big enough to have a [[human resources]] department you probably don’t — or at least ''wouldn’t'', if you could hang on to staff who were any good and get rid of the grifters. [[Parkinson’s law]] obtains. | |||
But if all you have left are the plodders, do not expect them to take up the slack. You will need a replacement, and — unlike the person who just departed — you must per her her actual value. At this point you have categorically worsened your position. | |||
===Look after what you have=== | ===Look after what you have=== | ||
How to stop this? Well, for one thing, focus your attention on your employees who deserve it: the ''good performers''. | How to stop this? Well, for one thing, focus your attention on your employees who deserve it: the ''good performers''. | ||